Sustainability Driven:
Accelerating Impact with theTire Sector SDG Roadmap

Tire Industry
Project

Contents

Foreword | 3
1

Executive summary | 6

2

The SDGs and the tire sector | 93

Impact pathways | 21

4

The road to 2030 | 43

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap2Foreword

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap3Foreword
The Sustainable Development
Goals (SDGs) lay out aglobal agenda to tackle theworld’s most pressing social,environmental and economic
challenges by 2030.

industry transformation on theroad to 2030 and beyond.

It is well-accepted that businessleadership and action are key
to realizing this ambitious
agenda. Companies that takean active role in leading thistransformation and position the
SDGs at the heart of operational
decisions will ultimately be better
equipped to harness market
opportunities and manage risks.
The Business and Sustainable
Development Commission’s
Better Business, Better World1
report makes a compelling casefor companies to align with theSDGs. The report outlines thatsustainable business models
could unlock more than USD $12
trillion in new market value andcreate up to 380 million jobs by2030. Furthermore, the reportemphasizes the critical role ofsectoral partnerships to drive

Formed in 2005, the World
Business Council for Sustainable
Development’s (WBCSD) Tire
Industry Project (TIP) is theprimary global forum for the tire
industry on sustainability issues.
TIP’s mission is to proactively
identify and study the potential
human health and environmental
impacts associated with thelife cycle impacts of tires tocontribute to a more sustainable
future. With a membershipof leading tire manufacturersthat represent more than 60%
of global tire manufacturing
capacity, TIP is well-positioned
to develop this Roadmap as aresource that the sector-at-large
can use.

that our industry continues togrow. We want to demonstrateleadership, apply our creativity,
share our knowledge and provide
innovative solutions to achievea sustainable, resilient andinclusive future.
With this Roadmap, TIP offers
a framework for action thatoutlines impactful pathways forthe entire sector to contribute to
the ambitions of the SDGs. The
Roadmap aims to guide, informand support decision-making
along the value chain, encourage
stakeholder dialogue and inspire
action-oriented initiatives amongindustry peers and beyond.

Tire Industry
Project

As business leaders, we want
to work together with sector
peers and other stakeholders
to help the tire sector navigate
the sustainability challenges
that lie ahead, and ensure

Shu Ishibashi

Christian Kötz

Brad Hughes

Richard Kramer

Global CEO and Representative
Executive Officer
Bridgestone Corporation

Member of the Executive
Board Continental AG
Head of Continental Tires

President & CEO
Cooper Tire & Rubber Company

Chairman, CEO & President
The Goodyear Tire & Rubber Company

Lee, So Il

Il-Taik Jung

Florent Menegaux

Marco Tronchetti Provera

President & CEO
Hankook Tire & Technology Co., Ltd.

CEO, Kumho Tire

CEO, Michelin

Pirelli Executive
Vice Chairman & CEO

Satoru Yamamoto

Takashi Shimizu

Masataka Yamaishi

President and CEO,
Representative Director
Sumitomo Rubber Industries, Ltd.

President & CEO
Toyo Tire Corporation

Yokohama President, Chairmanof the Board

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

4

The Roadmap translates the industry’s vision for sustainable mobility into
action, leveraging TIP’s 15 years of success to identify key opportunities
to positively impact people and society as a whole. The tire industry and its
stakeholders have high expectations for the Roadmap and the future that –together – it will help us create.
Shu Ishibashi
Global CEO and Representative Executive Officer, Bridgestone Corporation

TIP members value the opinions of stakeholders. The Roadmap reflects this,with actions shaped through consultation with industry, non-governmentalorganizations, international organizations and other groups that have roles toplay in improving the sustainability of the tire value chain.
Richard Kramer
Chairman, Chief Executive Officer and President, Goodyear

The Roadmap aims to become a key reference for any tire-value-chain
stakeholder that aspires to sustainable business. For people and planet, theRoadmap offers inspirational actions and case studies toward a future ofsustainable mobility.
Florent Menegaux
Chief Executive Officer, Michelin

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

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1

Executive summary

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

6

1

Executive summary

Since their launch in 2015, the17 Sustainable Development
Goals (SDGs) and the 169 timebound targets underpinningthem have provided all
stakeholders – the private sector
included – with a lens throughwhich to translate global needs
and ambitions into businesssolutions. Companies andsectors that apply their creativity
and innovation to develop thesesolutions will be in a position tobetter manage risks, anticipate
consumer demand, capture
growth markets and strengthen
supply chains in line with thesustainability needs outlined by
the SDGs.

PURPOSEIn an effort to drive thetransformation needed toachieve the SDGs, the 11
member companies of the Tire
Industry Project (TIP), which
operates under the umbrellaof World Business Council for
the Sustainable Development(WBCSD), came together todevelop Sustainability Driven:
Accelerating Impact with a Tire
Sector SDG Roadmap. The
Roadmap presents a series ofambitious impact pathways
outlining how the sector cancontribute to the 2030 Agenda.
The Roadmap is intended to
be an inspirational tool thatthe sector can use to build a
unified response to sustainability
challenges, while navigating

the transition to a low-carbon,
resilient and resource-efficienteconomy, in linewith the SDGs.

APPROACH
TIP followed the three-stepprocess outlined in WBCSD’s
SDG Sector Roadmap Guidelines
to explore, articulate and realizea shared vision for the sector
to contribute to the SDGs.
This process brought member
companies together to identify
how the tire sector interacts
with the SDGs across the value
chain; areas where the sector
can have the most significant
impact; and key actions to scale
and accelerate contributions
to the SDGs. We consulted arange of global stakeholders
from industry associations,non-profits and subject
matter experts throughout thedevelopment process.

PRIORITY SDGs
The tire sector interacts with all
17 SDGs; however, this Roadmap
focuses on areas where thesector has the greatest potential
to lead, influence and accelerateaction to make progress on
the 2030 Agenda. As such,
we identified eight SDGs aspriorities and where the sector
can have the highest impact
through multi-stakeholder
action - with SDG 8 (decent workand economic growth) and 12(responsible consumption andproduction) mapping against the
Roadmap actions most frequently(Figure 1).

IMPACT PATHWAYS
We identified seven opportunities
to maximize positive impact andminimize negative impact acrossthree main themes: supply chain,
operations, and products andservices (Table 1). We developed
impact pathways for each
opportunity with a seriesof actions.

ROAD TO 2030
Achieving the SDGs is beyond
the reach of any one company
and TIP members recognize
the integral role they have indriving forward the actions inthis Roadmap. TIP’s own work
program will have the Roadmap at
its core, including a commitment
to develop additional indicators
to measure progress by 2023 andto produce a progress report by2026 to reflect advancements
and optimize delivery. We
encourage all members of thesector (including those whoare not members of TIP), alongwith customers, consumers,
suppliers, governments, academia
and NGOs, to engage with
the Roadmap. In addition, we
encourage interested parties tocontact TIP with questions andideas on how to initiate projects
or strengthen partnerships toaccelerate SDG impact.

Figure 1: SDG impact - We identified eight SDGs as priorities and where the sector can have the highest impacts; we identified
SDG 8 and 12 the most frequently.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

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Table 1: Impact opportunities - Identifying pathways for action
THEME

IMPACT OPPORTUNITY
1. Accelerate and scale activities to achieve a fair, equitable and environmentally sound natural rubber
value chain – including ensuring decent work and upholding human rights.

Supply chain

2. Implement sustainable procurement practices and establish environmental, social and governance(ESG) responsibilities throughout the supply chain, including the promotion of transparency andtraceability.
3. Develop pathways to decarbonize operations, reduce emissions and ensure the sustainable use ofnatural resources.

Operations
4. Ensure safe and inclusive working environments and equal opportunities for all employees.
5. Further leverage multi-stakeholder efforts to achieve evidence-based solutions that address tire androad wear particles (TRWP).
Products andservices

6. Accelerate the sustainable mobility transition by raising awareness of the impact of user behavior,
designing connected and intelligent tires, and providing innovative digital solutions.
7. Advance innovation in product, service and business model design to enhance low-carbon andcircular solutions while ensuring sustainable management of end-of-life tires (ELT) around the world.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

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2

The SDGs and the tire sector

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

92

The SDGs and the tire sector

2.1 INTRODUCTION
Adopted unanimously by theUnited Nations (UN) in 2015, the17 SDGs provide a blueprint toensure peace and prosperity forpeople and the planet, now andinto the future.
In recognition of the need foran extraordinary leap forward
to realize the ambitious SDG
targets, the UN called for a“Decade of Action” in 2020.
Achieving the 169 targets by
2030 will require stakeholders
to work together to transform
economic and social systems
that can respond to theever-changing landscapeof megatrends and global
challenges, including those likethe COVID-19 pandemic.
The SDGs provide a readymade, universal frameworkthat all stakeholders – theprivate sector included – canuse to renew and focus theirefforts to achieve social andenvironmental progress. As anengine of economic growth andemployment, a source of financeand a driver of technology andinnovation, business has acritical role to play in realizing
SDG-related opportunities
that overcome obstacles andscale solutions.
Against this background, it is
crucial that companies identify
ways in which they can innovateand drive meaningful action in
their own operations and value
chains. In its Better Business,
Better World1 report, the Businessand Sustainable Development
Commission recommends that
players in all industries produce
detailed roadmaps – to further
guide sectors and companies
toward sustainability in line with
the SDGs.
The 11 TIP member companies
have joined efforts to develop thisRoadmap, to explore, articulate
and ultimately realize the potentialof the sector to drive innovationthat will significantly contribute to
the SDG agenda.
The Roadmap identifies areas
where the sector can havethe most impact on the SDGs
by maximizing those thatare positive and minimizing
negative impacts and explores
key ways to accelerate andoptimize impact by 2030.
The Roadmap aims to guidefocused action and provides ameans to communicate relevant
sustainability activities andinitiatives to key stakeholders.
The 2020 UN Sustainable
Development Goals
Report2 highlights the
progress made in a
number of areas since
the launch of the SDGs
in 2015. In particular,
it highlights progresssuch as expanding
access to electricity(SDG 7) and increasing
women’s representationin government (SDG 5).
However, overall progresshas not advanced at the
speed or scale required toachieve the SDGs by2030 – and in some areas
there has been regression.
For instance, global
economic growth has
slowed (SDG 8), income
equality is falling in somecountries (SDG 10) and theglobal material footprint has
increased (SDG 12).

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

102.2 THE TIRE SECTORVALUE CHAIN
Tires keep the world moving.
The tire sector and its value
chain have a vital role in creating
a future with environmentallyfriendly, safe, efficient andaccessible mobility for all. The
sector continues to research anddevelop products and services
that contribute to improved safety
and environmental performance,
including increased wet grip,
improved tread wear, and reduced
rolling resistance.

Mobility innovations suchas clean, connected andautonomous vehicles havetransformed transport systems;
and the rise of fleets, sharedmobility and mass transit willlead to further business modeltransformation acrossthe value chain.
These mobility trends present
new opportunities for the tiresector to develop products andservices that minimize negative
impacts, protect the environment,
promote social progress, andsupport economic growth.

For the purposes of thisRoadmap, “the tire sector” refers
to all companies worldwide
that are engaged directly in
manufacturing tires or related
products and services, including
tire installation, maintenanceand repair, retreading andfleet monitoring.
These companies operate indifferent ways across the fullrange of the value chain, fromraw material production andsourcing, through design andmanufacturing, to customer use
and end-of-life options (Figure 2).

Figure 2: The tire sector value chain and its stages

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

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Figure 3 provides an overview of key industry statistics, and Figures 4 and 5 reveal the composition andinternal structure of tires typically used for passenger vehicles or light trucks.

Figure 3: The global tire industry at-a-glance (approximate figures, 2019)

USD $167

740,000

billion>USD$4 billion

ANNUAL GLOBAL TIRE SALES

1.7 billion

PRODUCTION WORKERS IN TIRE
MANUFACTURING PLANTS GLOBALLYYEARLY INVESTMENT INRESEARCH & DEVELOPMENT
1.5 billion
passenger
and light
trucks tires

TIRES PRODUCEDPER YEAR

25% supplied to original

198 million
truck andbus tires

75% supplied to thereplacement market

equipment manufacturers

A total global
workforce of more than+

950,000

REGIONAL TIRE SALES SPLIT (BASED ON NUMBERS OF UNITS)

22%

North America

5%Latin America

25%

Europe

Asia

37%

11%

rest of the world

Source: Tire sales in USD, number of employees, R&D investment - Tire Business, 2020; Tires produced, regional sales - LMC, 2020

Figure 4: Tire composition - A representation of the material composition of a typical passenger vehicle or light truck tire.
The composition of tires differs according to tire type and tire application.

26% Fillers

14% Antioxidants, antiozonants,
curing systems

19% Natural rubber

24% Synthetic polymers

12% Steel

4% Textile

Adapted from U.S. Tire Manufacturers Association (USTMA)

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

12Figure 5: Tire structure - A representation of the structural composition of a typical passenger vehicle or light truck tire.
The structural composition of tires differs according to tire type and tire application.

Belts

SidewallBody ply

Inner liner
Bead ﬁller

Bead

Tread
Tread rubber compound and tread
pattern provide grip for traction andabrasion resistance against treadwear.

Inner liner
A rubber compound used to retain the
inflation pressure inside the tire.

Belts
Belts with steel cords laid at opposing
angles provide stability to the tread
area of the tire and contributes tomanaging wear, handling and traction
performance.
Bead
Tire bead bundles are usually strandsof wire and work to secure the tire to
the wheel.

Body ply
Body plies are typically comprised ofpolyester, rayon or nylon cords withina rubber layer. Body plies contribute togiving structure to the tire and provide
strength to contain inflation pressure.
SidewallA rubber compound used to cover the
body plies on the sides of the tire thatprovides abrasion, scuff and weathering resistance.

Bead filler
A rubber compound wrapped aroundthe bead to tune ride and handlingcharacteristics.

Adapted from U.S. Tire Manufacturers Association (USTMA)

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

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2.3 SUSTAINABILITYMILESTONES AND
MEGATRENDS
TIP has been operating for morethan 15 years. Prior to the SDGs,
several key milestones influenced

sustainable development
progress within the industry. TIP’s
work to improve understandingof potential human health andenvironmental impacts of tires
throughout their life cycle is an
example of the sector’s approachto sustainability. Here are someTIP examples that indicate
how members of the sector
have worked to understandand address potential life cycle
impacts of tires (Figure 6).

Figure 6: TIP sustainability milestones

2005
The creation of TIP and work
streams dedicated to building andsharing scientific knowledge on thepotential impacts of tires
throughout their life cycle.
2008
Publication of TIP’s first report on
global end-of-life tire (ELT)
management, offering a global
state of knowledge on regulation,
management systems andimpacts of recovery andtechnologies. TIP continues toreport on global ELT
management, issuing updated
reports in 2010, 2018 and 2019.

2014
Supported the publication of theOrganisation for Economic
Co-operation and Development(OECD) Nanotechnology andTyres: Greening Industry andTransport report and committed tocontinued cooperation with theOECD on this topic.

2017
Publication of Product Category
Rules (PCR) for preparing an
Environmental ProductDeclaration (EPD) for tires. A firstof its kind, the PCR is technicallycomprehensive, global in scope,and enables consistency inevaluation of the potential
environmental impacts of tires.

2020

2010
Publication of the first of a growing
body of TIP-sponsored peerreviewed scientific studies
focused on tire and road wear
particles (TRWP). Between 2010
and 2020, 11 TIP-sponsoredstudies have been published inscientific journals.

2016
Publication of the first annual
environmental key performanceindicators (KPIs) by TIP, providing acommon set of measurementsthat can be used to assist
individual company efforts toimprove tire manufacturing
environmental performance.
Regularly updated with new annual
statistics, 2020 saw publication of
the fourth edition of the report.

2018
Initiation and launch of the Global
Platform for Sustainable Natural
Rubber (GPSNR) – a
stakeholder-driven platform thataims to drive sustainability in thenatural rubber value chain.

TIP coordinates expert tire-sector
contribution to an OECD reporton approaches for moresustainable nanomaterials andnano-enabled products.
2021
TIP launches Sustainability Driven:
Accelerating Impact with the Tire
Sector SDG Roadmap, outlining how
the sector- at-large can contribute to
the sustainability agenda.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

14Despite continued sustainability
progress, megatrends (trends
that have an effect on a global
scale) encompassing significant
environmental, social, economicor technological changes havethe potential to disrupt businessand society as a whole andwill likely continue to do sofor decades to come. Of the
key megatrends presenting
significant challenges for thebusiness community, four are
particularly relevant to the tiresector within the wider context ofsustainable development. These
megatrends are drawn fromexpert stakeholder interviews,
research and workshops thattook place during the Roadmap’s
development and were used to
inform the development of the
Roadmap’s impact pathways.

This Roadmap is a tool that thesector can use to build a unified
response to these megatrends
while navigating the transition
to a low-carbon, resilient andresource-efficient economy
in line with the SDGs. Table 2
summarizes the megatrends
most integral to the sustainability
context for the sector.

Table 2: Sustainability megatrends and their potential impact on the tire sector

MEGATREND

IMPACT ON THE SECTOR

Circular innovation to tackle
resource scarcity

Burgeoning populations in emerging markets and increased urbanization globallyare encouraging a rise in mobility. The resource challenges that can result fromgrowing demand present the opportunity for the emergence of new businessmodels such as those based on the circular economy.

Climate and nature crises toaccelerate the low-carbon energy
transition

Progress to reduce greenhouse gas (GHG) emissions, adapting to the physicalimpacts of climate change and halting biodiversity loss remains slow andinsufficient. However, new regulations, investor pressure and citizen power havecreated momentum to which the business community must respond.

Industry 4.0 to allow systems
transformation

Rapid digitalization and automation across industries is driving improved
productivity, efficiency and safety – but could lead to widespread and disruptive
implications for employment and workforce skills if not appropriately managed.
Technologies, including artificial intelligence, internet of things and 5G, alongsideautonomous, connected and electric vehicles, offer significant opportunities toorganizations ready to embrace them. The adoption of such technologies mustcome with efforts to address rising cybersecurity and data privacy concerns
and to manage the potential environmental impacts from material and energy
consumption.

Human rights, safety, well-being
and equal opportunities – acrossthe value chain – are essential tobuilding resilience

Rising inequality is driving continued dissatisfaction with current political andeconomic models and global civil protests on issues relating to diversity andinclusion. Companies are increasingly expected to take strong positions onhuman rights and other social issues – including protecting employee wellbeing, promoting workplace safety and improving supply chain due diligence andtransparency – to ensure long-term business resilience.

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2.4 THE ROADMAPDEVELOPMENT PROCESSThe tire sector, as a sustainablemobility actor, has a unique rolein enabling sustainable transport
solutions that are essential toachieving the 17 SDGs. TIP
members have developed thisRoadmap for the tire sector andits stakeholders in view of thechallenges and opportunities
presented by sustainable
development.

Acknowledging that all SDGs areimportant and interconnected,
this Roadmap aims to focus onwhere it can maximize impact byidentifying the areas where thesector has the greatest ability
to lead, influence andaccelerate actions.
TIP applied the WBCSD’s SDG
Sector Roadmap Guidelines,3 aframework that leads companies
from the same sector through asystematic process to explore,

articulate and realize a sharedvision for their industry tocontribute to the SDGs.
The 12-month development
process for this Roadmap
brought together industry
experts and diverse stakeholders
to develop impact pathways
through the three main steps
outlined in Figure 7.

Figure 7: Roadmap development process

Establish current position

1

Identify key opportunities
for impact

2

Call to action

3

Understanding the sector’sinteractions with the wider SDG
agenda and which SDGs it can
impact the mostWhere and how the sector can havethe most significant impact inrealizing the SDGs

Inspiring and engaging sector peers,
value chain partners and others who
can help deliver success

Step 1. Establish current position
Through TIP member and external
stakeholder interviews, literature
review, corporate disclosure review
and SDGs value chain mapping, TIP
explored the sector’s interactions
with the wider SDGs agenda andwhich SDGs the tire industry can
impact the most.

Step 2. Identify key
opportunities for impact
A series of virtual workshops anddeep-dive calls with subject matter
experts identified where and how thesector can make the most significant
contribution to the SDGs. The resultof this is a series of impact pathways
presenting opportunities where
the sector can minimize negative
impact and maximize positive impact
alongside actions to help achieveeach opportunity.

Step 3. Call to action
TIP consulted key tire sector
stakeholders throughout the
Roadmap development process
to ensure the capturing of diverse
perspectives to appropriatelyreflect the sector. Section 4, Road
to 2030, outlines how sector
peers and partners can engage
with the Roadmap and how TIP
plans to catalyze impact throughimplementation of the Roadmap.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

16Based on this three-stepprocess, TIP identified 8 SDGs
as those where the sector has
the potential to have the highest

impact through collective
multi-stakeholder action. SDG
8 (decent work and economic
growth) and 12 (responsible

consumption and production)
map against the Roadmap
actions most frequently(Figure 8).

All impact opportunities
and actions need inclusive
partnerships and collaborations
to succeed; and the importanceof scaling action in developing
countries is also recognized.

The SDG targets with the mostdirect links are highlighted
to help further focus SDG
prioritization but this does notindicate that this SDG target has
the most opportunity for impact.
Figure 9 presents a summaryof the targets against the eightpriority SDGs.

Figure 8: Priority SDGs for the tire sector

The impact pathways also
support the achievement ofother SDGs, most notably
SDG 11 (sustainable cities andcommunities) and SDG 15 (lifeon land). In addition, while SDG
17 (partnerships for the goals)
was not specifically identified asa priority goal for the sector, it is arecurring theme throughout
this Roadmap.

The impact pathways describedin Section 3 map each action
against the SDG targets where
there is the greatest potential
to contribute.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

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Figure 9: Identified priority SDGs and targets with the greatest potential for tire sector contributions

3.6

By 2030, halve the number of global deaths andinjuries from road traffic accidents.

4.5

By 2030, eliminate gender disparities in educationand ensure equal access to all levels of educationand vocational training for the vulnerable,
including persons with disabilities, indigenous
peoples, and children in vulnerable situations.

5.5

Ensure women’s full and effective participationand equal opportunities for leadership at all levelsof decision-making in political, economic andpublic life.

6.4

By 2030, substantially increase water-use
efficiency across all sectors and ensuresustainable withdrawals and supply of freshwaterto address water scarcity, and substantiallyreduce the number of people suffering fromwater scarcity.

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8.4

Improve progressively through 2030 global
resource efficiency in consumption andproduction, and endeavor to decouple
economic growth from environmental
degradation in accordance with the
10-year framework of programs onsustainable consumption and production
with developed countries taking the lead.

9.4

9.5

By 2030, upgrade infrastructure and retrofit
industries to make them sustainable, withincreased resource use efficiency and greater
adoption of clean and environmentally soundtechnologies and industrial processes, allcountries taking action in accordance with theirrespective capabilities.
Enhance scientific research, upgrade thetechnological capabilities of industrial sectors inall countries, in particular developing countries,
including, by 2030, encouraging innovation andsubstantially increasing the number of researchand development workers per 1 million people
and public and private research anddevelopment spending.

10.3

10.4

Ensure equal opportunity and reduce inequalitiesof outcome, including through eliminating
discriminatory laws, policies and practices andpromoting appropriate legislation, policies andactions in this regard.
Adopt policies especially fiscal, wage, and social
protection policies and progressively achieve
greater equality.

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12.2

12.4

12.5

12.6

12.8

By 2030, achieve the sustainable management
and efficient use of natural resources.
By 2030, achieve the environmentally soundmanagement of chemicals and all wastes
throughout their life cycle, in accordancewith agreed international frameworks, andsignificantly reduce their release to air, waterand soil in order to minimize their adverse
impacts on human health and the environment.
By 2030, substantially reduce waste generation
through prevention, reduction, recycling
and reuse.
Encourage companies, especially large andtransnational companies, to adopt sustainable
practices and to integrate sustainability
information into their reporting cycle.
By 2030, ensure that people everywhere
have the relevant information and awarenessfor sustainable development and lifestyles inharmony with nature.

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3Impact pathways

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

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3Impact pathways

TIP identified sevenopportunities where the tiresector can have transformative

impact and contribute to the
SDGs across three main themes:
supply chain, operations, andproducts and services (Figure 10).

Figure 10: Impact opportunities for the tire sector

Impact opportunity
1

Accelerate and scale activities to achieve afair, equitable and environmentally soundnatural rubber value chain - including ensuring
decent work and upholding human rights.

2

Implement sustainable procurement practices
and establish environmental, social andgovernance (ESG) responsibilities throughout
the supply chain, including the promotion oftransparency and traceability.

3

Develop pathways to decarbonize operations,
reduce emissions and ensure the sustainable
use of natural resources.

4

Ensure safe and inclusive working environments
and equal opportunities for all employees.

Supply chain

Operations

5 Further leverage

multi-stakeholder efforts toachieve evidence-based
solutions that address tire androad wear particles (TRWP).

Products & services

6

Accelerate the sustainablemobility transition by raisingawareness of the impact ofuser behavior, designingconnected and intelligent
tires, and providing innovative
digital solutions.

7

Advance innovation in product,
service and business model
design to enhance low-carbon
and circular solutions while
ensuring sustainable
management of end-of-lifetires (ELTs) around the world.

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To realize these opportunities, TIP developed impact pathways comprising a series of tangible actions
mapped against several variables (Table 3).
Table 3: Impact pathways and their actions
Level of potential
impactTime frame

Level of contribution
and control

SDG target

Stakeholders

Level of potential
impact that each action
can have on the SDGs

Time frame by which
the action will begin
to show expected
outcomes

Level of contribution andcontrol the tire sector has
to progress the action

Links with
SDG targets

Stakeholders

S Short-term

Lead
The sector has a highdegree of control andcan make a significant
contribution

Each action ismapped against
the SDG targets
where there isgreatest potential
for contribution

The
partners andstakeholders
who must be
involved toachieve highimpact

L

M

H

Low
The action will
have a small, butnecessary, role incontributing to theidentified SDGs
MediumThe action will havea significant role incontributing to theidentified SDGs
High
The action will havea pivotal role incontributing to
the SDGs

1 to 3 years
M Medium-term

4 to 6 years
L Long-term

7 or more years

Accelerate
The sector has medium
control and can directly
contribute and/or
accelerate current actions
Influence
The sector has little control
and can mainly contributeby influencing the action

The SDG targets
with the most direct
links are highlighted
to help further focus
SDG prioritization
but this does notindicate that thisSDG target has themost opportunity
for impact

The seven impact pathways are laid out in tables across the following pages alongside illustrative
examples from TIP members that provide insights on concrete actions that are already underway todeliver on the ambitions at the heart of the SDGs.

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IMPACT PATHWAY 1: Supply Chain - Accelerate and scale activities to achieve a fair, equitableand environmentally sound natural rubber value chain – including ensuring decent work andupholding human rights.
Natural rubber, primarily sourced
from the rubber tree (Hevea
brasiliensis), is an important raw
material for the manufacturingof tires. Over 70% of natural
rubber is used by the tiresector4 globally and 85% of
the global natural rubber is
produced by more than 6 million
smallholders.5 With increasing
global demand for natural
rubber, this is a commodity
where without proper controls
and standards, there canbe negative impacts in the
supply chain both socially andenvironmentally.
In 2017, TIP CEOs committed to
improving the sustainability of
the natural rubber value chain. In
2018, TIP members initiated the
Global Platform for Sustainable

Natural Rubber (GPSNR).
GPSNR works to achieve its
vision of a fair, equitable andenvironmentally sound natural
rubber value chain and in doingso actively contributes to thefulfillment of the SDGs. The first18 months of GPSNR operations
saw the platform welcome over
90 members, including natural
rubber producers (including
smallholders from Brazil, Côte
d’Ivoire, Ghana, Indonesia,
Myanmar, Thailand and Vietnam),processors and traders, tiremakers, other rubber makers
and buyers, car makers, otherdownstream users, and financial
institutions and civil society
organizations.

In addition to supporting andleveraging GPSNR activities, thetire sector has an opportunity
to further scale and accelerate
efforts to tackle complex
environmental and socioeconomic issues in the natural
rubber value chain, such asaccess to education andsustainable livelihoods for the
millions of smallholder producers
on which it depends (Table 4).

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Table 4: An overview of the actions identified under impact pathway 1

SDG impact

Actions

Level ofimpacton SDGs

1.1 Enhance efforts to ensure sustained, inclusive
and sustainable economic growth of the natural
rubber value chain through alignment andcommitment to the Global Platform for
Sustainable Natural Rubber (GPSNR) policy
framework (refer to the business example that
follows for more detail on components of thepolicy framework).
1.2 Take a risk-based approach to continually
improve the sustainability of natural rubber andalign to the GPSNR Implementation Guidance(under development), which will outline policy
implementation actions for players at different
supply chain stages.

1.3 Improve access to and quality of all levelsof education and vocational training for
women, youth and vulnerable groups acrossthe natural rubber value chain. Supporting
the equitable inclusion of women acrossnatural rubber operations.
1.4 Enable smallholders to access advanced farming
techniques and knowledge on best practices
to increase rubber yields, halt biodiversity loss,
preserve future soil health and secure income.

Low

L

Medium M

High

H

Short S

Medium M

Time frame

Tire sector
contribution

SDG target
contribution

H

S

Accelerate

8.4
8.8
10.1
12.2
13.3
15.1
15.2
15.5

H

M

Accelerate

8.4
12.2
13.3
15.1
15.2
15.3
15.5

H

M

Accelerate

4.5
8.6

H

L

Accelerate

2.3
2.4
4.7
8.2
8.4
10.1
12.8
15.1
15.2
15.3
15.5

Long

L

STAKEHOLDERS
The following stakeholders willneed to be involved to ensure
the success of the actions
outlined in this pathway: GPSNR;
companies worldwide that use

natural rubber; suppliers; industry
associations; governments ofkey producing countries; Chinese
stakeholders; global and local NGOs;
customers and original equipment

manufacturers; smallholder
farmers; plantation owners
and operators; and related
associations.

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BUSINESS EXAMPLES
The initiation of a global platform to achieve a sustainable natural rubber value chain
GPSNR is committed to promoting
the uptake of sustainable natural
rubber globally by addressing
forest and other ecosystem conversion, biodiversity loss, humanand labor rights violations andinequality in the natural rubber
supply chain.
In September 2020, GPSNR
published a policy frameworkthat outlines a series of policy
components that company
members are required - as partof their commitments asmembers - to include in theirsustainable production andpurchasing policies andother documents.
The policy components are
spread across eight themes withcommitments to:
1. Legal compliance;
2. Healthy, functioning
ecosystems;
3. Respecting all human rights;
4. Community livelihoods;
5. Increased production
efficiency;

6. Systems and processes todrive effective implementationof policy components;
7. Supply chain assessment,
traceability, and management
8. Monitoring and reporting on
progress on, andconformance with policy
components.
As part of membership
requirements, members are
required to adopt a policy orother documents that include
the GPSNR policy components
adapted to the particular context
and supply chain position in 2021.
The components are aligned withthe principles and guidelines laidout in the UN Global Compact,
the UN Guiding Principles for
Business and Human Rights,
the International Bill on Human
Rights, and the International
Labour Organization Fundamental
Conventions.
Securing smallholder
representation was a platform
priority. A series of outreachactivities, including workshops

in Asia, Latin America andWest Africa, culminated in thecreation of a GPSNR membershipcategory for smallholder
producers, with over 40 members
and three representatives at
executive committee-level,
providing smallholders withequal representation and a rolein platform decision-making.
Smallholders and small natural
rubber growers (i.e., natural rubber
plantations of no more than
50 hectares) and small trader
members are not required todevelop and implement a formal
policy, although they are
required to adhere to buyers’
policies, and if they are members,
they are required to sign the
GPSNR Founding Members
statement that includes the 12
GPSNR principles.
More information on GPSNR, thepolicy components and implementation guidance can be found athttps://sustainablenaturalrubber.org/.

Traceability and sustainability in the rubber supply chain: A Continental and GIZ project inWest Kalimantan
Since 2018, Continental
has worked with the German
development agency, Deutsche
Gesellschaft für Internationale
Zusammenarbeit (GIZ), to provide
tailored training programs for
local natural rubber farmers in
the Indonesian province of West
Kalimantan, Borneo. The projectdelivers training on sustainablecultivation practices and hashelped improve the quality of thenatural rubber produced, allowing
local producers to increase theirrevenue on average by 10-15%.

The supply chain is documented
with a digital traceability system
where the production areas are
mapped by GPS. The app-based
system documents raw rubberdeliveries and sale prices upondelivery, which helps to prevent
rubber from entering the supply
chain from non-registered areas,such as illegally deforested
areas, by indicating if the quantity
received exceeds the expected
production volume.

the expected and actual volumesof natural rubber and engage indialogue with farmers.
This approach facilitates
sustainable rubber cultivation anddirectly supports improvements insmall-scale producer productivity
and incomes, resource efficiency,
and protection of biodiversity andnatural habitats.
www.giz.de/en/html/index.html
www.youtu.be/uVsd3o0TDCU

In cases of significant oversupply,
the app notifies field agents who
proceed to clarify the gap between

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IMPACT PATHWAY 2: Supply Chain - Implement sustainable procurement practices andestablish environmental, social and governance (ESG) responsibilities throughout the supply
chain, including the promotion of transparency and traceability.
Tires can contain more than 100
different materials, including naturaland synthetic rubbers, carbon
black and silica, metal cables
and textile reinforcements, andspecific chemical ingredients – allof which give tires their necessary

performance characteristics.6
The tire sector has a significant
opportunity to scale impact far
beyond the boundaries of its
own operations by implementing
sustainable procurement practices
that identify and tackle material

issues. Sustainable supply chain
programs should be developed
inclusively with suppliers andrelevant stakeholders and build on
existing initiatives to maximize reachand impact (Table 5).

Table 5: An overview of the actions identified under impact pathway 2

SDG impact

Actions

Level ofimpacton SDGs

2.1 Develop and drive effective implementationof corporate sustainable sourcing policies andpractices, including: environmental andsocial/human rights due diligence, effective
governance, transparency anddisclosure standards.
2.2 Improve transparency, traceability andsustainable production of materials in the
sector’s supply chain through identification,prioritization and management of risks
and opportunities.
2.3 Advance supplier performance throughengagement and participation in multistakeholder efforts to sustainably manage theuse of natural resources and reduce operational
impacts on the environment, including suppliers’
own GHG emissions.

Time frame

Tire sector
contribution

SDG target
contribution

M

S

Lead

8.7
8.8
12.6

H

M

Accelerate

8.4
8.7
8.8
12.2

H

M

Lead

7.2
7.3
8.4
12.2
12.4
12.5
15.1

STAKEHOLDERS
The following stakeholders willneed to be involved to ensure thesuccess of the actions outlined inthis pathway: responsible supply
chain and materials associations;trade associations; regional
institutions and governments;
suppliers; research institutions andacademia; NGOs, customers andoriginal equipment manufacturers,

and peer companies from othersectors that have similar supply
chain materials or issues.

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BUSINESS EXAMPLESReducing supply chain GHG emissions
Recognizing the opportunitythat the supply chain presents
to reduce GHG emissions, TIP
members engage suppliers todrive climate action.
Michelin has GHG reduction
targets approved by the Science
Based Targets initiative (SBTi)and has also encouraged its
main raw material suppliers to set
science-based targets for GHG
emissions reductions, with theobjective that, by 2024, suppliers
responsible for 70% scope 3
emissions related to purchased
goods and services will have
set targets.

Pirelli has SBTi-approved GHG
reduction targets that have been
set in line with maintaining climate
warming well below 2°C.
This includes cutting the absolute
CO2 emissions linked to theacquisition of raw materials
by 2025 by 9% compared to
2018. Pirelli is working with its
suppliers to reduce their carbon
footprints using mechanisms thatconsider potential impacts andopportunities, including material
life cycle assessments and direct
engagement.
Michelin, Pirelli and Yokohama
Rubber use the Carbon Disclosure
Project (CDP) Supply Chain Program

to engage their leading raw
materials suppliers, pinpoint
risks and identify emissions
reductions opportunities. This
process has played an importantrole in driving effective action
across the supply chain byencouraging the deployment
of best practices to reduce
GHG emissions. Additionally,
the CDP Supplier Engagement
Rating Leaderboard highlights
Bridgestone, Continental andMichelin as they play a crucialrole in the transition to the netzero sustainable economy byengaging their suppliers on
climate change.
www.cdp.net/en/supply-chain

Improved assessment of the potential environmental impacts of tires: Raw materials
A Product Category Rule (PCR) is
an agreed-to, industry-specificguideline used to determine
the environmental impacts of a
product. It allows manufacturers
to develop Environmental
Product Declarations (EPDs),
which are an internationallyrecognized way to verify thepotential environmental impacts
of a product, including theestablishment of product life
cycle assessments (LCAs).
TIP developed a PCR for tires
in an important proactive stepin developing internationallyuseful guidelines to measure theenvironmental impacts of tires.

The standardized approach taken
by a PCR can give consumers
confidence in the information
disclosed by the tire industry on
the environmental impacts of its
tire products.
By improving awareness ofpotential environmental impacts,
the PCR for tires contributes toindustry efforts to improve thesustainable performanceof tire products.

to the manufacturing of
the raw materials used intire production. These new
guidelines will strengthen the
PCR by providing increased
consistency and contributeto dialogues between
supply-chain actors on thesustainable sourcing and useof raw materials.

In 2020, TIP initiated an
update of the PCR with
the intent to incorporate
guidelines to calculate theenvironmental impacts linked

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IMPACT PATHWAY 3: Operations - Develop pathways to decarbonize operations, reduce
emissions and ensure the sustainable use of natural resources.
The World Economic Forum
Global Risk Report highlights
environmental concerns as
the top issues for the firsttime in history, including risks
such as extreme weather,climate action failure, natural
disasters, biodiversity loss, andhuman-made environmental
disasters. Despite at least
177 companies,7 67 countries

and 8 US states8 having
made net-zero pledges, moreurgent action and ambitionis needed to keep global
warming below 1.5°C and toensure a stable, inhabitable
planet for everyone. Increasing
demands from investors,
consumers and civil society
to use science-based
approaches, optimize energy

efficiency and protect naturepresent an opportunity for allindustrial sectors, including
the tire sector, to demonstrateleadership throughcontinuous improvement
and implementing practices
to scale innovations thatwill improve environmental
performance (Table 6).

Table 6: An overview of the actions identified under impact pathway 3

SDG impact

Actions

Level ofimpacton SDGs

3.1 Expand the use of low-carbon energy sourcesand optimization practices to mitigate emissions
and move towards net-zero emissions for scope
1 and 2 by 2050.

Time frame

Tire sector
contribution

SDG target
contribution

M

L

Lead

7.2
7.3
9.4
12.2
13.3

M

M

Accelerate

12.2
13.3

M

L

Lead

8.4
9.4
13.3

L

M

Lead

6.4
12.2

H

L

Lead

9.4
11.6
12.4
12.5
14.1

Note: The scope 3 categories that are mostmaterial to the sector are addressed in the supply
chain (IP2.3) and product (IP7.5) impact pathways.
3.2 Accelerate and scale best practices to optimize
distribution and logistics operations by using
alternative fuels and implementing technologies that
improve fuel efficiency, load optimization and routes(and cascade these best practices to suppliers ifthey manage logistics).
3.3 Upgrade and retrofit infrastructure to increase
resource-use efficiency and greater adoption ofsustainable technologies and industrial processes,
including building capability and incentivizing thesharing of best practices.
3.4 Apply risk management concepts to drive water
stewardship efficiency and address physical,
regulatory and operational risks.
3.5 Reduce operational waste and emissions to air,water and soil, with a particular focus on volatileorganic compounds (VOCs) and chemicals ofpotential concern.

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STAKEHOLDERS
To ensure the success ofeach action outlined in thispathway, the following groupsof stakeholders will need to be
involved. For Action 3.1, suppliersand electric utilities. For Action
3.2, suppliers; distribution andlogistics providers; customers;

and other sectors operating in thesame locations. For Action 3.3,
communities; governments andmunicipalities; other sectors withthe same challenges. For Action
3.4, companies, organizations
and sectors linked to a specificwatershed.

For Action 3.5: governments; tradeassociations; NGOs; Global New
Car Assessment Programs; original
equipment manufacturers; vendors;
customers; suppliers.

heat loss. Similarly, Goodyear
commissioned third-party audits at
18 manufacturing plants, resulting
in the identification of more than
500 projects with potential savingsof approximately USD $15 million,
including the installation of energysaving solutions such as efficient
air compressors, heat pumps andLED lightings.

and the use of absorption
chilling. For example, theHankook plant in Daejeon,South Korea, made theswitch to low-carbon steam,
reducing GHG emissions byapproximately 25,000 tCO 2 -eq
per year. Several TIP members
have joined international
global initiatives to reinforce
their efforts to decarbonize.
For example, Pirelli has
committed to achieving groupcarbon neutrality by 2030, a
commitment underpinnedby the company’s goal to use
100% renewable electricalenergy by 2025.

BUSINESS EXAMPLES
Decarbonizing operations
As described in the 2020
TIP’s Environmental Key
Performance Indicators for
Tire Manufacturing 2009-2019
report, the weighted average
CO2 intensity (CO2 per ton of
production) for TIP members
decreased by 6% between 2015
and 2019. The implementationof decarbonization measuresand the adoption of an energy
mix with a greater share of
renewable sources drove
this reduction.
To limit energy loss andoptimize the efficiency of
their plant facilities, Kumho
Tire and Toyo Tires haveconducted regular audits todetect and prevent air and

TIP members such as Kumho Tire,
Yokohama Rubber and Hankook
are targeting a switch to renewableenergy and have installed
photovoltaic solar panels at plantfacilities. TIP members are alsotransitioning from the use of heavy
fuel for heat generation to naturalgas, low-carbon steam, including
thermal energy from biomass,

Complementing decarbonization with offsetting
Carbon offsetting has been
employed to complement
industry efforts to achieve
the decarbonization ofoperations. Contributions to
the development of carbon
sinks and the financing ofsequestration projects remain
practical means to drive action
to achieve net-zero.

Kumho Tire initiated the Carbon
Offset Forestation Project in 2015
in collaboration with the Seoul
Municipal Government. The project
saw the planting of 20,000 trees
in the northern part of Seoul,
which are expected to absorb
approximately 1,380 tons of carbon
dioxide over the next 30 years.

Yokohama Rubber planted
more than 900,000 trees
through its Forever Forest
project. In addition to carbon
offsetting, the trees are
expected to contribute todisaster prevention and thepromotion of biodiversity
through the provision of new
habitats. Yokohama Rubber
aims to plant 1.3 million trees in
17 countries by 2030.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap30

Mitigating risk in water-stressed areas
Water optimization projects led
by TIP members help reducewater consumption and mitigate
risk in water-stressed areas. All
TIP members have set targets
for their manufacturing sites
to reduce water withdrawal
and use and to increase water
recycling volumes. Leakprevention and water reuse
and recycling are common
features of strategies toreduce abstraction.
Cooper Tire completes
water stress studies globallyat manufacturing locations
on a regular basis using
Aquastat, the World Resources
Institute (WRI) Aqueduct Risk
Assessment tool and theGrowing Blue Tool.

The company contributes torelieving local water stress at
its facility in El Salto, Mexico, bytreating industrial and sanitary
wastewater that is then used
for irrigation.
Sumitomo Rubber aims to achievea wastewater recycling rate of
100% at all of its 26 factories
by 2050. In 2018, Sumitomo
implemented water recycling
measures at its manufacturing
plant in Cankiri, Turkey, which
is located in a region of highwater stress. By the end of 2019,the factory was able to recycle
100% of its wastewater for use inapplications including the wateringof trees located on factory grounds.
By 2021, Sumitomo Rubber aims

to replicate this success at its
factory in Changshu, China. By
2019, Sumitomo had achieved
a year-on-year 2.5% reduction
in global water usage. The
Sumitomo group makes useof the WBCSD Global Water
Tool and the WRI Aqueduct
Risk Assessment tool, and willcontinue to implement recycling
technologies across its
manufacturing sites to achieve
its long-term wastewater
recycling rate objective.

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IMPACT PATHWAY 4: Operations - Ensure safe and inclusive working environments andequal opportunities for all employees.
Significant growth,
productivity and performance
improvements are available
to companies that commit
to improving all aspects ofdiversity and inclusion inpolicies and practices9 - andevidence suggests thatdiverse organizations are
more attractive to prospective
employees10 and better at

responding to customers. TIP
members acknowledge thatcompanies have a responsibility
to ensure decent work and torespect and remedy humanrights – including ensuring safe
working conditions, acceptablejob quality11 and that employee
health and well-being isparamount. By establishingprogressive practices thatconsider local culturalcontext, the tire sector has theopportunity to contribute toincreased diversity in technicalschools and functions, recruitand retain top talent, andestablish a pipeline of future
candidates with diverse
skills, opinions andbackgrounds (Table 7).

Table 7: An overview of the actions identified under impact pathway 4

SDG impact

Actions

4.1 Adopt policies, especially employee well-being,
occupational health, fiscal, wage and social
protection policies, and progressively achieve
greater diversity, inclusion and equality.
4.2 Ensure women’s full and effective participation andequal opportunities for leadership at all levels.

4.3 Build capabilities to increase diversity and inclusionof all into the talent pool for the sector, including
driving access to higher education institutions.

Level ofimpacton SDGs

Time frame

Tire sector
contribution

SDG target
contribution

H

S

Lead

8.5
8.8
10.3
10.4

H

M

Accelerate

4.5
5.5
10.3

M

M

Accelerate

4.4
4.5
10.2
10.3

STAKEHOLDERS
To ensure the success of eachaction outlined in this pathway, thefollowing stakeholders will need

to be involved: other sectors andpeers with similar challenges, tradeassociations, local communities,

governments and research
institutes, and academia for the
Action 4.3.

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BUSINESS EXAMPLES
Closing the gender gap
The tire industry has significant
opportunities to increase therepresentation of women within
the workforce and corporate
leadership. Recognizing this,TIP members have set targets
to increase the number ofwomen leaders within theircompanies. Sumitomo Rubber

doubled the number of women in
management positions between
2014 and 2020. Yokohama
Rubber established a taskforce
to support the advancement of
women’s careers, through training,
flexible working arrangements,and job-return and rehire policies.
In 2019, the taskforce’s scope

was expanded to a “Diversity
Promotion Taskforce” topromote diverse workstyles
that will enable not only women,
but also foreign employees,
employees with disabilities
or LGBTQ employees to haveequal opportunities within
the company.

operators that is designed toassess the agility and potentialof candidates rather than theirexperience. Michelin also supports
inclusive procurement andspent EUR €1.5 million in 2020
on the products and servicesof companies that the French
Government recognizes as active
and specialized recruiters of people
with disabilities. Learn more:
www.paqte.fr/entreprise/michelin/

were hired, with diversity fully
respected in the recruitment
process. In April 2019, thecompany was honored with thePrime Minister’s Citation at the2019 Inclusive Employment
Awards in recognition of its
efforts to promote stableand desirable employment
opportunities for people withdisabilities. It will continue toexpand the program.

Social inclusion
Through participation in the
French Government’s urban
renewal initiative – Pacte Avec
les Quartiers pour Toutes lesEntreprises (PAQTE) – Michelin
France demonstrated its
commitment to social inclusion
through a series of actionsdelivered through purchasing,recruitment and training
practices. Actions included thehosting of groups of students
and young school-leavers fora week of immersion in thecompany. The program alsosaw 14 refugees complete
16 months of training tobecome factory-maintenanceagents and the hiring of 20
young people from deprived
neighborhoods. Additionally,
Michelin uses a simulationbased process to recruit

Hankook established Hankook
Donggeurami Partners in 2015
to provide opportunities to theunderprivileged and contribute to
the growth and development oflocal communities. The company isa service provider for Hankook Tire
& Technology’s welfare business
operations and administrative
support areas. In 2019, a totalof 159 people with disabilities

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IMPACT PATHWAY 5: Products and Services - Further leverage multi-stakeholder efforts toachieve evidence-based solutions that address tire and road wear particles (TRWP).
An important focus of TIP’s
research is to contribute to abetter scientific understandingof any potential human healthand environmental impactsof the particles generated

during the normal use of tires.
Stakeholder interest in topics
sometimes associated with
TRWP – such as microplastics
and air quality – present
opportunities for the sector to

engage with a diverse groupof stakeholders and experts tocontribute to evidence-based
solutions (Table 8).

Table 8: An overview of the actions identified under impact pathway 5

SDG impact

Actions

5.1 Develop standardized methodologies anddefinitions – that stakeholders widely adopt – for theidentification and quantification of TRWP, includingtransparency and disclosure requirements.

5.2 Continue research and dissemination of results tounderstand potential pathways and human healthand environmental impacts of TRWP and tire
tread materials.
5.3 Engage with stakeholders and other sectors to
identify and assess mitigation options (e.g., productinnovation, user behavior, road characteristics,
street sweeping and maintenance, road run-off
management, water treatment systems).

Level ofimpacton SDGs

Time frame

Tire sector
contribution

SDG target
contribution

H

M

Lead

12.6
12.8

M

M

Lead

12.4
12.6
14.1
15.1

H

M

Accelerate

9.5
12.4
14.1
15.1

STAKEHOLDERS
The following stakeholders willneed to be engaged to ensure thesuccess of the actions outlined inthis pathway: trade associations;

European TRWP platform;
governments and municipalities;
research institutes; academia; OECD
(Organisation for Economic Co-

operation and Development); othersectors, including asphalt, road andoriginal equipment manufacturers;
and NGOs.

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BUSINESS EXAMPLES
Contributing to a scientific understanding of TRWP
It is common knowledge thattires wear during normal use
but questions remain about
the characteristics of tire wear
particles, what happens to theparticles once generated, andif the particles pose potential
risks to human health andthe environment.
TIP has been working since2005 to support scientificresearch and method
development to help improvescientific understanding of
the physical and chemical
characteristics of TRWP and

has conducted risk assessmentsthat have contributed to a better
understanding of the potential
impacts of TRWP on human healthand the environment.

studies in collaboration withmultiple institutions to improvescientific understanding of theenvironmental fate and potential
risks associated with TRWP.

TRWP are a mixture of tire tread androad pavement material producedby the friction between tires
and the road surface. Research
has found that most TRWP are
expected to be deposited on roadside soil and that TRWP are unlikely
to negatively impact human healthand the environment; however, thisis a relatively new field of research
and TIP is engaged in continued

Understanding the potential
health and environmental
impacts of TRWP remains a
TIP priority. A full list of TIP
sponsored peer reviewed
studies is available via
www.wbcsd.org/tip.

Addressing TRWP: A multi-stakeholder approach
TRWP mitigation requires
the engagement of multiple
stakeholders to consider
relevant factors such as driving
behavior, road and vehicle
characteristics, tire design,transport infrastructure design
and the presence or capacity of
wastewater treatment plants.

The European Tyre and Rubber
Manufacturers’ Association(ETRMA) – with the facilitation of
CSR Europe – launched a multistakeholder TRWP initiative in 2018:
the European TRWP Platform.
The platform brings together
representatives from governments,
academia, non-governmentalorganizations and different
industries for open dialogue.
It aims to share scientificknowledge of the potential
effects of particles generated
during normal tire use andwear and co-design TRWP
mitigation solutions.
www.tyreandroadwear.com

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IMPACT PATHWAY 6: Products and Services - Accelerate the sustainable mobility
transition by raising awareness of the impact of user behavior, designing connected andintelligent tires, and providing innovative digital solutions.
The performance of tires,
including their safety,
has long been a focus forcontinuous improvement by
TIP member companies andthe tire sector more broadly.
As the transition to sustainablemobility progresses, driven
by innovation and the rapid
digitalization, automation andadoption of new technologies(such as artificial intelligence,

internet of things, 5G andmore), the sector will continue
to play an indispensable rolein ensuring safe mobility.
Users also have important
influence over the safety andenvironmental performanceof tires and various modesof transport through actions
including driving behavior andtire maintenance.

With autonomous, electricand connected vehicles,
mass transit and micromobility all becoming morecommonplace, the tire sector
has a tremendous opportunity
to design and manufacture
new tire solutions andengage stakeholders todrive sustainability progress(Table 9).

Table 9: An overview of the actions identified under impact pathway 6

SDG impact

Actions

Level ofimpacton SDGs

Time frame

Tire sector
contribution

SDG target
contribution

6.1 Promote safe mobility and contribute to reducing
global deaths and injuries from road traffic
accidents through engagement with stakeholders
to raise awareness for behavior change.

H

M

Lead

3.6*
11.2

6.2 Develop vendor and user awareness campaigns toimprove understanding of tire life cycle impacts andopportunities, and uptake of measures to reduce
environmental impacts.

H

S

Accelerate

3.6
4.7
11.2
12.8
13.3

6.3 Create and promote standards and governance toaccelerate data-sharing capacity among mobility
actors and with public authorities to improve tiresafety and efficiency (resource use) continuously.

H

M

Accelerate

3.6
11.2
12.2

6.4 Research the impacts (risks or benefits) of
emerging digital solutions and sustainable mobility
trends on the incumbent industry business models
to outline the opportunities and required shifts
towards sustainability.

M

M

Lead

3.6
9.5
11.2

6.5 Contribute to building new strategic frameworks for
improved modes of sustainable transport throughstrong engagement with cross-sectoral and multistakeholder groups.

H

L

Influence

11.2*By the end of 2020, it was intended that 21 of the 169 Sustainable Development Goal targets were to have been realized,
including SDG 3.6. In 2020, given the outlook that the target was unlikely to be met by the end of the year, the UN proclaimed
the period of 2021-2030 as the second Decade of Action for Road Safety and revised the target date for Target 3.6 to 2030.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

36

STAKEHOLDERS
The following stakeholders willneed to be involved to ensure thesuccess of the actions outlined inthis pathway: governments; tradeassociations and customers.

In addition, achieving Action 6.1 will
require the involvement of thesestakeholders: NGOs; Global New Car
Assessment Programme; original
equipment manufacturers; vendors.

Achieving Actions 6.2, 6.3 and 6.4
will require the involvement of thesestakeholders: sustainable mobility
actors; digital solutions and/or data
management providers.

BUSINESS EXAMPLES
Digital and smart solutions for safer and more sustainable mobility
Leading tire manufacturers aredeveloping smart solutions thatbring opportunities and benefits
for mobility stakeholders,
including increased safety,
new services and better
management of thetire life cycle.
With embedded sensors,
chips or tags, intelligent andconnected tires can transmit
real-time information to thevehicle or surrounding mobility
devices to help enable safe andsustainable mobility.
Toyo Tires is developing
tire sensing technologythat enables the realtime visualization of tire
performance. This technology
monitors tire and roadconditions while driving,allowing for the real-time displayof tire performance which
supports safer driving.

Sumitomo Rubber worked with
Kansai University in Japan todevelop technology that harnesses
the rotational movement of tires togenerate electricity as a potential
source of power for digital devices.
Goodyear has partnered withseveral companies to test
connected tires, gathering morethan 3 million miles of driving data.
Tires embedded with sensors
measure characteristics ofthe tire, such as tire wear, load,
inflation and temperature, alongwith road surface conditions,leading to potential enhanced
vehicle performance and safety.
Initial studies have shown thatconnected tires can improve avehicle’s stopping distance by asmuch as 30%.
As the world transitions to electricand autonomous vehicles,
intelligent tires can increaseelectric vehicle range and provide
valuable information about roadconditions to autonomous vehicles.

Michelin has developed
technology that enables
farmers to change tire pressure
from the tractor cabin when
they go from the field to theroad and vice-versa, helping
them protect the soil, improve
operational safety andoptimize the use of theirvehicles and tires.
With integrated technologies,
tire makers can provide
products and services that go
beyond tires, including fully
integrated fleet management
solutions. Bridgestone offers
a fleet optimization service
that more than 900,000
vehicle owners have adopted.
By managing data related tooverall vehicle performance(fuel efficiency, navigation,
maintenance) the service
enables real-time adjustments
to operations to contribute toimprovements in fleet safety,
efficiency and productivity
and has helped customers
achieve 10-25% reductions
in fuel consumption andcarbon emissions.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

37

Road safety education
SDG 3.6 specifically focuseson the urgent need to addressroad traffic safety. In August
2020, the UN General Assembly
adopted a resolution to improveglobal road safety, proclaiming
a new Decade of Action forRoad Safety 2021-2030. The
Plan of Action will align with theStockholm Declaration, whichemphasizes the importanceof a holistic approach to roadsafety and calls for continued
improvements in the designof roads and vehicles; theenhancement of laws and law
enforcement on behavioral risks
such as speeding and drinking
and driving; and the provision oftimely, life-saving emergency
care for the injured.12, 13, 14

Because tires are important to roadsafety, regional tire manufacturers’
associations have worked withpartners and stakeholders totarget tire dealers, authorities andconsumers with awareness-raising
campaigns on best practices andprocedures on tire maintenance,storage and service life. Programs
include ETRMA’s Tire Aware,
USTMA’s National Tire Safety
Week, and JATMA’s Tire
Safety Campaign.

Campaign, or Toyo Tires’ Tire
Safety Awareness Campaign
using a driving simulator. These
programs have reached millionsof drivers worldwide, passing
on essential know-how for theproper care and maintenance,and safer use of tires.
www.tyreaware.org/

TIP members have also run
their own awareness programs,
including Cooper’s satellite media
tour during US National Safety
Week, Hankook’s Road Safety
for Children program, Kumho
Tire’s General Public on Highway

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

38

IMPACT PATHWAY 7: Products and Services - Advance innovation in product, service
and business model design to enhance low-carbon and circular solutions while ensuring
sustainable management of end-of-life tires (ELT) around the world.
Whether through product,
service or business model
innovation, major opportunities
exist for tire companies toimprove business value –cost savings, access to newmarkets and more – by movingfrom linear to more circularvalue chains. A systematic life
cycle approach must be taken
to achieve a circular economy,
which can result in better
environmental performanceand improved security ofsupply of raw materials.
Indeed, tire companies are
already exploring beneficial

uses for ELT and emerging
technologies to recoverraw materials from ELT. The
sector also continues toinvest significant effort in the
research and development of
new products and services,seeking to optimize thebalance between related and/or interacting performance
characteristics such as wet
grip and rolling resistanceto allow improved fuelefficiency, longevity and othersustainability outcomes. The
design and manufacture of
new tire solutions is a corearea of competition between
tire companies that seek toinnovate new and proprietary
performance attributes
for their customers. This
Roadmap identifies a numberof opportunities for legallypermissible collaborations
among stakeholders andalso identifies opportunities
that individual companies
can choose to pursue within
their own value chains todifferentiate themselvesin comparison to others(Table 10).

Table 10: An overview of the actions identified under impact pathway 7

SDG impact

Actions

Level ofimpacton SDGs

7.1 Develop standards to assess life cycle
impacts of critical materials and businessmodels, for use by individual companies.

7.2 Establish cross-sectoral engagement
supporting and enabling individual companies
and their value chains to advance circularity
and the development of alternative materials
to reduce potential impacts on human healthor the environment.
7.3 Develop a standardized definition andmethodology for circularity to allow improved
tracking and understanding of individual company
circularity performance. Promote innovationand eco-design principles to underpin individualcompany efforts across value chains to extend tire
life, promote sustainable outcomes and transform
end-of-life management options.

7.4 Develop solutions to track and trace
the flow of ELTs.

Time frame

Tire sector
contribution

SDG target
contribution

M

S

Lead

8.4
12.2
12.5
12.8
13.3

H

L

Accelerate

8.4
12.2
12.5
12.8

H

S

Lead

8.4
12.2
12.5
12.8
13.3

M

M

Accelerate

12.2
12.5
12.8

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

39

7.5 Develop standards and scalable solutions that
individual companies can use to advance
product design to achieve more sustainable,
low-carbon / circular outcomes, including but
not limited to: promoting the appropriate reuse
retreading of tires, optimizing tread wear, andreducing rolling resistance.

H

L

Accelerate

8.4
12.2
12.5
12.8
13.3

7.6 Foster new or improved ELT markets,management systems and recycling
technologies that advance circularity.

M

M

Accelerate

8.4
12.2
12.5
12.8

7.7 Identify barriers, develop tools, exchange
best practice, improve access to informationand monitor progress on ELT collection andrecycling – and use this information to engage
stakeholders (including end-users and regulators
in countries where ELT infrastructure is lessdeveloped) to promote circularity.

M

S

Lead

4.7
8.4
12.2
12.5
12.8

STAKEHOLDERS
Trade associations will be
key to the success of all theactions outlined in this pathway.
Actions 7.1, 7.2, 7.3 and 7.5 will
also require involvement from:individual company value chains
including suppliers; original
equipment manufacturers; andcustomers; as well as research
institutes and academia.
NGOs; extended producer
responsibility schemes;
governments; recyclers andcollectors; original equipment
manufacturers and downstream
users will be vital to achieving
Action 7.4. Action 7.5 will require
the involvement of final users;
governments; NGOs; Global New
Car Assessment Programme (Global
NCAP); and vendors. Suppliers;
research institutes and academia;
original equipment manufacturers
and final users will be crucial torealizing Action 7.6.

In addition to trade associations,achieving Action 7.7 will require
input from or interaction
with: governments; individualcompany value chains including
suppliers, original equipment
manufacturers, and customers;
end-users; NGOs; stakeholders
in countries with the highest
potential by volume of ELT
generated (e.g., China) or low
collection rates.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

40

BUSINESS EXAMPLES
Bio-based materials
TIP members are investing in
R&D to develop alternatives tonatural rubber and petroleumbased products, for example:
Continental’s Taraxagum
project generates natural
rubber from dandelions,
opening up an alternative
source of raw material that wasused to develop Continental’s
first production-line bicycle tiremade from dandelion-sourced
natural rubber. The dandelions
are cultivated, extracted andprocessed in Germany, near
the tire production plant. Local
production and extractionof raw materials provides analternative to the long transportroutes associated with natural
rubber sourced from rubber
trees, CO2 emissions reductions
and the conservation of
resources. Continental’s vision
is to industrialize in 5-8 years
and replace 10% of natural
rubber by around 2035.
www.taraxagum.com

Manufacturers, including
Bridgestone and Cooper, haveinvested in the development of
Guayule, a rubber-producing
plant indigenous to the hot
and dry environments of theSouthwestern United States
and North-Central Mexico, as
an alternative to natural rubber
sourced from rubber trees.
Goodyear has replaced
petroleum-based components
with soybean oil in some tread
compounds. Soybean oil canenhance tire performance andis sourced from a renewable,
bio-based material. Additionally,
the use of soybean oil promotes
resource efficiency; only 65% ofsoybean oil produced in the US
is used in food applications, so
a significant surplus is available
for other applications. Goodyear
has successfully achieved its
goal of increasing soybean oil
consumption by 25% by 2020
vs. 2018 from suppliers focusedon sustainable sourcing andcontinues to work to fully replacepetroleum-derived oils by 2040.

Pirelli aims to use at least 40%
renewable materials in selectedconsumer tires by 2025 while
reducing fossil-derived materials
to less than 40% and enhancing
the potential of secondary
materials in other processes, forexample, developing lignin andderiving high-performance silica
from rice husk. Lignin is a natural
material sourced from paper
pulp with antioxidant properties
that can be used as a substitutefor fossil-derived products toimprove the performance of tires,a use for which Pirelli has alreadyobtained a trademark. Rice husk
is the main waste product of riceproduction and a source of silica
that Pirelli has industrialized fortire production. Where fossil fuels
are used to power manufacturing,
the life cycle carbon footprintof rice-husk silica results in a
reduction of one-and-a-half times
the amount of CO2 emitted per
kilogram of silica compared tothe conventional approach to
manufacturing that uses quartzsand silica.

Circular solutions: Recovered carbon black
Carbon black is the component
that facilitates the vulcanization(hardening) process in tire
production and gives tires
their distinct black color.
Bridgestone has been an equity
partner of Delta-Energy Group,
LLC since 2014 and, in 2019,
announced that a product of
this partnership was the tire
market’s first at-scale use ofrecovered carbon black (rCB).

This marked a significant milestone
in Bridgestone Group’s long-term
environmental vision of achieving
100% sustainable materials by
2050. The Delta-Energy Group
process to extract materials
produces 81% less CO2 per ton
compared to the use of virgincarbon black. By the end of 2020,
Bridgestone planned to increase
the use of rCB to 6,800 metric tons,
equivalent to about 2 million ELTs

and a reduction of about 11,000
metric tons of carbon emissions– equivalent to the emissions
resulting from powering 2,000
homes or more than 2,300
passenger vehicles for an
entire year. Every year, throughthe partnership with DeltaEnergy, Bridgestone will givematerial from millions of ELTs
new life by using them in newly
manufactured products.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

41Supporting global capacity building for improved end-of-life tire (ELT) management
Around 1 billion tires reach theend of their useful life as tires
every year. Recovering ELTs
reduces waste and provides afuel and material resource thatcan replace other resourceintensive materials.
The majority of tires arerecovered and reused. In fact,tires are one of the most heavily
recycled consumer products.
The global recovery rate isestimated to be between 70%
and 90%, with rates exceeding
90% in well developed markets.
Tire trade associations havebeen working with regional
stakeholders for several
decades to incentivize existing
markets and uses for ELTs,
to identify and develop newuses and markets, and to advance
regulations that foster sustainable
ELT markets.
An understanding of the statusof global ELT management andbest practices can help informregional-level actions aimed
at improved ELT management.
Since 2008, TIP has initiated andsupported extensive research on
ELT management systems globallyand is continually evaluating bestpractices, innovative methods,
and recovery rates. This researchis compiled in a series of reports,
highlighting that cooperation
between tire manufacturers,
retailers and governments isessential if ELT are to be managed
sustainably. The 2019 TIP report on
Global ELT Management: A global

state of knowledge on regulation,
management systems, impactsof recovery and technologies
provides an overview of ELT
data collected from 51 countries
and an analysis of the recovery
routes and most effective ELT
management methods.
TIP’s work on ELTs continues
and includes a series of targetedstakeholder dialogue eventsworldwide, including the US,
Europe and China, that aim
to further sustainable ELT
management through an actionoriented exchange of knowledge
and good practices between
stakeholders in the ELT
value chain.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

42

4

The road to 2030

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

43

4

The road to 2030

This Roadmap presents ashared vision for how the tiresector can drive progress toachieve the SDGs while creating
business value. It demonstrates
how the sector interacts
with the SDGs and presents
tangible actions that individualcompanies and the sector
together can use to maximize
positive impacts and minimize
negative impacts.
TIP members have an importantrole to play in leading theimplementation of the Roadmap– both collectively and individually– and are aware that achieving theSDGs will require collaboration
among all stakeholders inaccordance with competition
laws. Therefore, all membersof the sector (including those
who are not members of TIP),
alongside customers, consumers,

suppliers, governments,
academia and NGOs, areencouraged to engage with
the Roadmap in support of the2030 Agenda. TIP encourages
interested parties to contact TIP
with questions and ideas on
how to support projects orstrengthen partnerships toaccelerate SDG impact.

4.1 MEMBER ENGAGEMENT
AT THE FOREFRONTAs a leading group of tire
manufacturers, TIP members
understand that they have a
responsibility to drive progresson the SDGs within the industry.
They also have a central role toplay in engaging stakeholders
and advocating for sector-wide
progress across the Roadmap’s
impact pathways.

TIP members publicly report on
their sustainability performancein accordance with internationallyrecognized reporting practices
and standards, thereby
demonstrating leadershipand commitment toadvancing sustainability.
As members of WBCSD, TIP
members have also committed
to working to achieve ambitious
new WBCSD membershipconditions for climate, nature,human rights, diversity andtransparency by 2023.

Further, TIP members will:• Engage individually with members of their value chain and otherstakeholders to help advance the Roadmap;• Leverage existing associations (e.g., regional trade associations),
organizations and platforms, including the Global Platform for
Sustainable Natural Rubber (GPSNR), and projects, such as TIP,
to engage other actors on research, tools and frameworks thatcan contribute to the advancement of opportunities described inthis Roadmap; and• Explore new, legally permissible ways of working with theirpeers and value chain partners and stakeholders to further
enhance dialogue and advance and leverage the Roadmap todrive change.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

44

4.2 DRIVINGEVIDENCE-BASEDPROGRESS THROUGH
TIP’S WORK PROGRAM

sector. In delivering its mission to
anticipate, study and determine
key potential environmental andhuman health issues associatedwith the tire life cycle, TIP’s work
program will also contribute toadvancing the Roadmap. TIP
focuses on key areas of the tire

TIP facilitated the creation ofthis Roadmap to provide an
inspirational tool for the tire

life cycle, spanning the supply
chain, operations, and products
and services. It is also active inthe development of tools andframeworks that help various
members of the sector evaluate
and improve environmental
performance (Figure 11).

Figure 11: TIP work program

SUPPLY CHAIN

OPERATIONSPRODUCTS & SERVICES

Focus areas:
Materials &chemicals

Tire androad wear
particles

Sustainable
natural rubber
End-of-life tires

Tools andframeworks:

Key performanceindicators

Product categoryrules

The TIP work program will contribute to actions identified in the
Roadmap, including:• Delivering new research on tire materials and TRWP, contributing to theactions of impact pathway 5;• Increasing global knowledge of ELT management and engaging stakeholders
to advance sustainable ELT management practices, contributing to impact
pathway 7; and• And updating and developing new tools and frameworks that contribute tobetter understanding the potential impact of tires throughout their life cycleand driving improved sustainability performance, contributing to impact
pathways 2, 3, 6 and 7.

TIP will also continue to monitor and be supportive of GPSNR’s progress, contributing to impact pathway 1.
TIP delivers its work program against a backdrop of potentially relevant WBCSD and other industry and stakeholderdriven programs and projects, with which it can explore value-added engagement.

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

45

4.3 ANTICIPATING
FUTURE DEVELOPMENTS
AND COMMUNICATINGPROGRESS
TIP acknowledges thatmonitoring the progress ofcompanies and the sector in
their implementation of thisRoadmap will be important toensuring that the sector remains
focused on optimizing its
contributions to the SDGs. Withcurrent environmental KPIs15
for tire manufacturing in place,
TIP will develop any additional
indicators to measureprogress by 2023.

To ensure the sector’s
contributions to the SDG
agenda remain relevant andpartnerships continue to focus
on the areas where action ismost needed, implementationof the Roadmap will requiremonitoring of emerging trends
and developments that may
ultimately influence the priorities
outlined in this Roadmap.

to ensure delivery on the SDGs
remains optimal.
Get the latest information on the
progress of Roadmap delivery
at www.sustainabilitydriven.info;
discover more about TIP at www.
wbcsd.org/tip.

TIP will produce a progress
report by 2026 that will include
reflections on important
global developments andrecommendations for actions

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

46

References
1

Business and Sustainable
Development Commission,
2017, Better Business
Better World [Online]
Available at: http://report.
businesscommission.org/report2

United Nations Statistics
Division, 2020, The UN
Sustainable Development
Goals Report [Online] Available
at: https://unstats.un.org/sdgs/
report/2020

3

4

5

6

WBCSD, 2018, SDG Sector
Roadmap [Online] Available
at: www.wbcsd.org/Programs/
People/SustainableDevelopment-Goals/SDGSector-Roadmaps
WWF, 2021, Transforming the
global rubber market [Online]
Available at: https://www.
worldwildlife.org/projects/
transforming-the-globalrubber-market
WWF, 2021, Transformer
le marché et la production
mondiale du caoutchouc
naturel [Online] Available
at: https://www.wwf.fr/
champs-daction/foret/approvisionnementresponsable/caoutchoucnaturel
U.S. Tire Manufacturers
Association, 2021, What’s in a
Tire [Online] Available at: https://www.ustires.org/whats-tire-0

7

8

9

International Institute for
Sustainable Development,
2019, 177 Companies Have
Pledged to Reach Net-Zero
Emissions by 2050 [Online]
Available at: https://sdg.iisd.org/
news/177-companies-havepledged-to-reach-net-zeroemissions-by-2050/
World Economic Forum,
2019, Who’s promised netzero, and who looks likely to
get there? [Online] Available
at: https://www.weforum.org/
agenda/2019/12/countriescompanies-net-zero-carbonemissions/
Association of Chartered
Certified Accountants andEconomic and Social ResearchCouncil, 2014, The businesscase for diversity management[Online] Available at: https://www.accaglobal.com/content/
dam/acca/global/PDFtechnical/human-capital/pol-tptbcfdm-diversity-management.
pdf

11

European Foundation for the
Improvement of Living andWorking Conditions, 2017,
Decent work [Online] Available
at: https://www.eurofound.
europa.eu/observatories/
eurwork/industrial-relationsdictionary/decent-work

12

World Health Organization
2020, Decade of Action
for Road Safety [Online],
Available at: https://www.who.
int/groups/united-nationsroad-safety-collaboration/
decade-of-action-for-roadsafety-2021-2030

13

United Nations, 2020,
Improving Global Road Safety[Online], Available at: https://
undocs.org/en/A/RES/74/299

14Government of Sweden andWorld Health Organization,
2020, Road Safety Conference,
Stockholm Declaration [Online],
Available at: https://www.
roadsafetysweden.com/aboutthe-conference/stockholmdeclaration/

10

PWC, 2017, Magnet for
talent: Managing diversity as a
reputational risk and business
opportunity [Online] Available
at: https://www.pwc.co.uk/
human-resource-services/
assets/documents/diversityand-inclusion-reputation-2017.
pdf

15

WBCSD, 2020, Tire Industry
Project, Environmental Key
Performance Indicators
for Tire Manufacturing
2009-2019 [Online],
Available at: https://www.
wbcsd.org/Sector-Projects/
Tire-Industry-Project/IndustryEnvironmental-ImpactMeasurement

Sustainability Driven: Accelerating Impact with the Tire Sector SDG Roadmap

47

ACKNOWLEDGEMENTSDISCLAIMER

We would like to thank the following
organizations and people for theirvaluable contributions to thedevelopment of this Roadmap.

This publication has been developedin the name of WBCSD. Like other
WBCSD publications, it is the result ofa collaborative effort by members of
the secretariat and senior executives
from member companies. A wide rangeof members reviewed drafts, thereby
ensuring that the document broadly
represents the perspective of the
WBCSD membership. Input and feedback
from stakeholders listed above wasincorporated in a balanced way. This
does not mean, however, that every
member company or stakeholder agrees
with every word.

CONTRIBUTORSMembers of TIP (in alphabetical order):Bridgestone, Continental, Cooper
Tire, Goodyear, Hankook, Kumho Tire,
Michelin, Pirelli, Sumitomo Rubber, Toyo
Tires, and Yokohama Rubber.
COORDINATIONWBCSD: Anne-Cecile Remont,
Gavin Whitmore, James Gomme,
Uta Jungermann, Florian Micco,
Elisa Pesce, Sheryne Hafez
ERM: Bryan Hartlin, Rosie Powell-Tuck
TIP SDG Working Group Co-Chairs:
Ana Arce (Bridgestone), Maureen
DeSanzo (Goodyear), Romain Bentz(Michelin)
CONTRIBUTING STAKEHOLDERS
TIP and WBCSD would like to thankthe following Regional Tire Trade
Associations (RTTAs) for their
input: European Tyre and Rubber
Manufacturers’ Association Association(ETRMA), Japan Automobile Tyre
Manufacturers Association (JATMA),
Korea Tire Manufacturers Association(KOTMA), United States Tire
Manufacturers Association (USTMA).
TIP and WBCSD would also like to thankthe following organizations for theircontributions: International Institute ofSynthetic Rubber Producers (IISRP); Drive
Sustainability; Alliance for Automotive
Innovation (Auto Innovators); New Urban
Mobility Alliance (NUMO); International
Federation for Human Rights (FIDH);
World Wide Fund for Nature (WWF);
Rainforest Alliance; International Union
for Conservation of Nature (IUCN); The
Sustainability Consortium; China Tire
Retreading, Repairing, and Recycling
Association (CTRA); and International
Carbon Black Association.

ABOUT THE TIRE INDUSTRY
PROJECT (TIP)
TIP - currently comprised of 11
leading tire companies - is the primaryglobal forum for the tire industry on
sustainability issues. Formed in 2005,
TIP serves as a global, voluntary, CEOled initiative representing more than
60% of the world’s tire manufacturing
capacity. Its aim is to proactively identify
and study the potential human healthand environmental impacts associatedwith the life cycle impacts of tires
to proactively contribute to a moresustainable future.
Discover more about TIP: www.wbcsd.
org/tip
Follow the latest Roadmap
developments: www.sustainabilitydriven.
info

ABOUT THE WORLD
BUSINESS COUNCILFOR SUSTAINABLE
DEVELOPMENT (WBCSD)
WBCSD is a global, CEO-led organizationof over 200 leading businesses working
together to accelerate the transition toa sustainable world. We help make ourmember companies more successful andsustainable by focusing on the maximum
positive impact for shareholders, theenvironment and societies.
Our member companies come fromall business sectors and all major
economies, representing a combined
revenue of more than USD $8.5 trillionand 19 million employees. Our global
network of almost 70 national businesscouncils gives our members unparalleledreach across the globe. Since 1995,
WBCSD has been uniquely positioned
to work with member companies along
and across value chains to deliver
impactful business solutions to the mostchallenging sustainability issues.
Together, we are the leading voice ofbusiness for sustainability: united byour vision of a world where more than 9billion people are all living well and within
planetary boundaries, by 2050.
www.wbcsd.org
Follow us on Twitter and LinkedIn
COPYRIGHT
Copyright © WBCSD May 2021

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World Business Council
for Sustainable Development
Geneva, Beijing, Delhi, London, New York, Singapore
www.wbcsd.org