Bridgestone Corporation - Climate Change 2022
C0. Introduction

C0.1(C0.1) Give a general description and introduction to your organization.
The Bridgestone Group, headquartered in Tokyo, is the world’s largest tire and rubber manufacturer. We manufacture and sell a variety of tires, including those for passenger
cars, trucks and buses, construction and mining vehicles, aircraft, industrial machinery, agricultural machinery, and motorcycles. We also provide automotive parts,
automotive maintenance and repair services, raw materials for tires and other products. In the diversified products business, we produce and sell chemical and industrial
products. We also provide bicycle, golf, tennis, and other sporting goods that are more familiar to consumers. In addition, we have recently been going beyond simply sellingtires and diversified products on a standalone basis to develop a solutions business. This business combines products, maintenance and other services, with IT and sensing
technologies to provide solutions to the customers. These products and services are sold in over 150 nations and territories around the world.

C0.2(C0.2) State the start and end date of the year for which you are reporting data.

Reportingyear

Start dateEnd date

Indicate if you are providing emissions data for past reportingyears

Select the number of past reporting years you will be providing emissions data
for

January 1
2021

December 31
2021

No

<Not Applicable>

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

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

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

CDP

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

Provide your unique identifier

Yes, an ISIN code

JP3830800003

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

C1.1a
(C1.1a) Identify the position(s) (do not include any names) of the individual(s) on the board with responsibility for climate-related issues.
Position of Please explain
individual(s)Chief
Executive
Officer(CEO)

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

C1.1b(C1.1b) Provide further details on the board’s oversight of climate-related issues.
Frequency Governance
Scope of Please explain
withmechanisms boardwhich
into whichlevel
climateclimateoversight
relatedrelated issues
issues are are integratedascheduled
agendaitem
Scheduled Reviewing and <Not
– someguiding
Applicabl
meetings
strategye>Reviewing andguiding majorplans of action
Reviewing andguiding risk
management
policies
Reviewing andguidingbusiness plans
Setting
performance
objectives
Monitoring
implementation
andperformance ofobjectives
Monitoring andoverseeing
progressagainst goals
and targets foraddressing
climate-related
issues

CDP

Bridgestone, in accordance with its Articles of Incorporation and applicable laws, stipulates in the Regulations of the Board of Directors that the Board of Directors is thehighest decision-making body within the company. The restructuring of the Board’s authority conducted in February 2018 enables the Board to focus more on deliberations
concerning business strategy including: 1) Fundamental management policy includes: -The Environmental Mission Statement one of the important objectives of which is
CO2 reduction -The Bridgestone E8 Commitment: an axis to drive management while earning the trust of future generations through the pursuit of both social and customer
value. Bridgestone is committed to providing 8 Bridgestone-like values starting with the letter “E”. The 8 value includes Energy committed to the realization of a carbon
neutral mobility society. 2) Mid-Long Term Business Strategy: This is the new growth strategy, where sustainability is embedded as a core business driver. The Group will
create new value for society by addressing social issues and positively contributing to the achievement of the SDGs including Climate Change issues. By creating,balancing and expanding its social and customer value, the Group will further its competitive advantage. 3) Mid Term Business Plan: The Group's mid-term business planfor 2021-2023, based on the Mid-Long Term Business Strategy, sets out a Sustainability Business Framework to achieve carbon neutrality and a circular economy. This
includes CO2 reduction targets in Milestone 2030 (Reduce our absolute CO2 emissions by 50% versus 2011 and contribute to reducing more than 5 times our emissions).
To the Board, situation and progress of execution of the items above are reported quarterly. The progress and activities of mid-term strategy related to sustainability,
including environment and climate change issues, are reported and discussed twice a year by the Global Executive Committee (Global EXCO), Bridgestone highest-level
execution committee. In 2021, (1) Progress and strategy towards carbon neutrality targets/plans for 2023 and 2030. (2) Challenge and approach towards our Scope 3
emission reduction.

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

Primary
Explain why yourreason for organization does
no boardnot have at least one
levelboard member withcompetence competence on
on climate- climate-related
relatedissues and any plansissuesto address boardlevel competence inthe future

Bridgestone Corporation has the following nominating policy for appointment to the Board: The nominating policy for outside directors requires the<Notcandidate’s expertise, experience and ability to make judgements from an independent perspective. One director has excellent academic knowledge inApplicable>
the field of sociology and international business administration, as well as abundant wisdom regarding CSR and sustainability in Japan and overseas. He
was expected to contribute to the sustainability perspective, including climate-related issues, when nominating the outside director. The nominating policy
for members of the board who are not outside directors requires the candidate's scope of knowledge and experience regarding the business and its
operations. One Director has experience as Executive Officer in charge of Environment, and the other Director has also experience as Executive Officer incharge of CSR and Environment. These two directors were expected to contribute to the sustainability perspective, including climate-related issues, whennominating the board members.

<Not Applicable>

C1.2(C1.2) Provide the highest management-level position(s) or committee(s) with responsibility for climate-related issues.
Name of the position(s) and/or
committee(s)Reporting line Responsibility

Coverage of
responsibility

Frequency of reporting to the board on climate-related
issuesChief Executive Officer (CEO)<Not
Applicable><Not Applicable>

Quarterly

Both assessing and managing climate-related risks andopportunities

C1.2a(C1.2a) Describe where in the organizational structure this/these position(s) and/or committees lie, what their associated responsibilities are, and how climaterelated issues are monitored (do not include the names of individuals).

At Bridgestone, the Global CEO is the highest-level management position and has ultimate responsibility for management strategy and overall management including climaterelated issues. And the highest-level committee associated with the Bridgestone Group global business execution is the Global Executive Committee (Global EXCO).
Members of the Global EXCO are nominated from full-time corporate officers by the Global CEO /Joint Global COO.
Reporting to the Global EXCO, Bridgestone has the Global Sustainability Committee (GSC) that is led by the Joint Global COO and comprised of executive officers andprofessionals responsible for Sustainability and representatives of SBUs and functions.
Sustainability is led holistically and globally by the GSC with working groups of cross-functional, cross-regional leaders responsible for operationalizing the BridgestoneGroup’s sustainability framework. Under the GSC, Bridgestone has 7 working groups*. Each working group comprised of members from corresponding functions or relatedareas in each SBU and report to the GSC. Among the 7-working groups, the “Environment Working Group” and “Carbon Neutral Working Group” summarize and reportresults related to CO2 goals and management, and proposes strategies to the GSC, taking into account the latest social trends that might represent environmental
risks/opportunities. The Group also established a Global Sustainability Function with members from each region to activate its sustainability journey to ensure the successful
cultural, strategic and operational integration.
According to deliverables from the working groups including that from the Environment Working Group as written above, the GSC prioritizes Sustainability initiatives in areas
pertaining to a variety of global issues including climate change, formulates global strategies and tracks the progress of activities in each area. Then, the GSC reports to the
Global EXCO and ask them for decision making on important issues. Under this structure, the Global EXCO receives quarterly reports from the GSC, on plans and progress inaddressing climate-related issues, and the Global CEO makes decisions on key climate-related issues with Global EXCO members such as CO2 reduction targets.
As for risk management/assessment, the Bridgestone Group broadly divides risks into two categories: business strategic risks, which are related to management decisionmaking, and operational risks, which include climate change risks and are related to daily operations. The former is handled through business operations, while the latter ishandled by the Chief Risk Officer (CRO), who has overall responsibility for managing risks and reports to the Global CEO.
*7 working groups under the GSC: "People", "Environment", "Compliance, Fair Competition", "BCP, Risk Management", "Human Rights, Labor Practices", "Procurement" and“Carbon Neutral”

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

CDP

Yes

Comment

C1.3a(C1.3a) Provide further details on the incentives provided for the management of climate-related issues (do not include the names of individuals).
Entitled
toincentive

Type of Activity
incentive incentivized

Comment

All
Monetary Emissions reduction The Bridgestone Group Awards (BGA) are the highest global recognition for all employees that rewards efforts of organizations and individuals. The BGA 2021 were
employees reward
project
comprised of four categories: - Solution for Sustainability Business - Value Creation for Society - Value Creation for Customers - Management Fundamentals One of
Efficiency projectaward categories, Value Creation for Society, recognizes efforts related to social value creation with society and our partners, such as achieving a CO2 reduction target,
reducing energy use, and improving efficiency. This award program also functions as a system to raise employees' awareness and encourage environmental activities,
including financial rewards in some regional awards.
Corporate Monetary Emissions reduction We have introduced the “Performance-Based Stock Compensation for Sustainability” to evaluate important items related to sustainability and transformation promotion,
executive reward
targetincluding efforts toward carbon neutrality, for executive officers (including those who concurrently serve as Member of the Board). Efforts will be evaluated for eachteam
Other (pleasebusiness year by the Compensation Committee, and our company's shares will be delivered, and money will be paid according to the evaluation.
specify) (Important
items related tosustainability andtransformation
promotion)

C2. Risks and opportunities

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

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

To (years)

Short-term

05Medium-term

5

10Long-term

10

40Comment

C2.1b
(C2.1b) How does your organization define substantive financial or strategic impact on your business?
From a strategic point of view, Bridgestone defines Risk as “events (incidents, accidents, natural disasters, problems, etc.) that may cause losses to the organization,
employees, products and services, financial conditions, brands, customers, shareholders, business partners, and neighbouring residents, etc.” in the Risk Management Basic
Manual, and Climate Change is also included as a factor that causes these events. When the Strategic Business Unit (SBU) extracts risks, it evaluates the events related tonatural disasters, disaster prevention, procurement, and occupational health and safety that are judged to be climate change factors as climate change risks. The degree ofrisk impact is assessed quantitatively according to the Risk Assessment Criteria from 5 viewpoints: Amount of damage, Human life, Operational impact, Environmental andSocial trust. Then, it is comprehensively classified into five levels: Extensive impact, Substantial impact, Major impact, Moderate impact and Minor impact based on the impact
level of each viewpoint. Among them, Extensive impact, Substantial impact, Major impact are defined as substantive financial impact, which are equivalent or more than one
week impact on operational impacts or a major damage amount (assessed and judged around the order of USD 50 million).
And also, from a financial perspective, the threshold for the judgement is whether the risk is anticipated to cause more financial loss than a standardized amount.
The process for risk identification and assessment mentioned above is also applied to the risks other than environment related ones including climate change, so various risks
which we may face can be assessed in comparable manner.

C2.2(C2.2) Describe your process(es) for identifying, assessing and responding to climate-related risks and opportunities.
Value chain stage(s) covered
Upstream
Downstream
Risk management process
Integrated into multi-disciplinary company-wide risk management process
Frequency of assessment

CDPAnnually
Time horizon(s) covered
Short-term
Medium-termLong-term
Description of process
1. Risk Assessment Structure in the Bridgestone Group The Bridgestone Group broadly divides risks into two categories: business strategic risk directly related torealization of the Mid-Long Term Business Strategy, and operational risks related to daily operations. Through the dual promotion of the Group's global unified activities andautonomous risk management activities by branches, important risks common to the Group (Corporate risk, managing process of which is reported to the CRO once every
half a year) and risks of each site and Group company (Asset risk, countermeasures and yearly self-assessment of which are considered and conducted by each facility)
are identified. 2. The process for assessing the potential size and scope of identified risks In the Bridgestone group, both corporate officers and manufacturing facilities
conduct risk identification at least per year, utilizing globally common direction. The risk categories identified and addressed include ESG risks, including but not limited tooccupational health and safety, environmental protection including climate change, sustainability, supplier management and compliance programs, ethics and compliance.
Then, they evaluate risks, utilizing globally unified criteria which consists of viewpoints of their impact and possibility of occurrence. The Group standardized the degree of
impacts of risks by impact-type such as human life/health, financial loss, operational impact (period of suspension of sales and plant operation or time necessary for
response), social trust and so on, regardless of the possible timing of occurrence. The criteria to determine rank differs by the impact type. As for environment related risks
including climate change and CO2 emission etc., the Group considers the possible impact is substantive when it falls under one of the following criteria: “Strong feeling of
discomfort extending to areas surrounding the office/plant, accompanied by health damage in some cases, or health damage caused externally over a wide area”, “Excess
limit of financial amount (determined by company)”, “Over two weeks’ impact on division (period of suspension of sales and plant operation or time necessary for
response)”, or “Trust damaged in terms of the company’s reputation (falsified reports, organizational scandal)” . In identifying risks, those that are currently affected or that
may occur within the next five years are considered to be short-term, and those that may occur thereafter are considered to be medium-long term. 3. Case Study Using theprocess described above, Bridgestone identified disruption of supplies of raw material due to extreme weather events such as river flood as a risk in the sustainable
operations and suppliers category, and classified it as one of the major business strategic risks that could lead to suspension of continuous shutdowns with the extensive
impact based on the risk assessment criteria. Especially, productivity of natural rubber which is the main raw material in tires could decrease by droughts in South East
Asia as a primary growing area of Para rubber trees. So far, its probability of occurrence is not very high in the short term, but on the other hand, Bridgestone uses large
quantities of natural rubber in tires and other rubber products. In addition, the Group sources most of its natural rubber from Southeast Asia and owns two rubber farms inIndonesia. Therefore, shortage and cost increase of natural rubber due to extreme weather could adversely affect the Companies’ operating results and financial position
substantially so, the Group classifies it into Corporate Risk in medium term. As part of the risk mitigation measures, the Group is working to improve rubber productivity at
suppliers' farms. Bridgestone provides Hevea rubber tree seedlings to smallholder farmers and conducts technical training in key producing countries using the same
productivity-improvement techniques the Group developed for our own rubber farms at the Agricultural training center in North Sumatra. To stablize the supply of natural
rubber and the protection of rubber trees, Bridgestone established a breakthrough simple disease diagnostic technology for easily, quickly, and accurately diagnosing whiteroot disease affecting Hevea brasiliensis, traditionally a major source of natural rubber. This early detection of white root disease is expected to prevent the spread of
infection from afflicted trees to healthy ones. Through these efforts, we are augmenting output and decreasing the risk of short supply. Bridgestone has identified risks
related to demand trends in the automotive industry and tire market as a business strategic risk directly related to realization of the Mid-Long Term Business Strategy. On
the other hand, for Bridgestone, the demand shift due to growing needs for low fuel consumption performance is regarded as one of major opportunities. Bridgestone
provides products and services that can contribute to reducing CO2 emissions, such as fuel-efficient tires. So, changes on climate-related requirements and regulations in
the market may impact our sales. For example, against the growing expectations for fuel-efficient tires, if we provide tires with timely development or satisfactory
performance, we may rise in competitiveness and grow in market share. Demand for fuel-efficient tires is already rising, and the impact is expected to be significant for
Bridgestone, whose tire sales accounts for more than 80% of total sales. Therefore, the Group classifies response failure to market demand shifts as Corporate Risk in the
short term, and at the same time, we also see it as an opportunity to increase competitiveness by responding. The Group’s fuel-efficient tires, represented by ECOPIA,
contribute to greater vehicle fuel efficiency and meet a variety of customer needs, including superior levels of low-rolling resistance, lighter weights and other performance
metrics. In 2021, the contribution to CO2 reduction combined with the activities of the entire value chain is equivalent to approximately 1.6 million tons.
Value chain stage(s) covered
Direct operations
Risk management process
Integrated into multi-disciplinary company-wide risk management process
Frequency of assessment
Annually
Time horizon(s) covered
Medium-termLong-term
Description of process
1. Risk Assessment Structure in the Bridgestone Group The Bridgestone Group broadly divides risks into two categories: business strategic risks, which are related to
management decision-making, and operational risks, which include climate change risks and are related to daily operations. The former is handled through business
operations, while the latter is handled by the Chief Risk Officer (CRO), who has overall responsibility for managing risks and reports to Global CEO. The Group promotes
risk assessment as a part of comprehensive activities to appropriately manage risks common to the operations, with consideration for the scale and characteristics of eachsite and Group company and without limitation of time period (Six years or more). Through the dual promotion of the Group's global unified activities and autonomous risk
management activities by branches, important risks common to the Group (Corporate risk, managing process of which is reported to the CRO once every half a year) andrisks of each site and Group company (Asset risk, countermeasures and yearly self assessment of which are considered and conducted by each facility) are identified. 2.
The process for assessing the potential size and scope of identified risks In the Bridgestone group, both corporate and facilities conduct risk identification at least once a
year, utilizing globally common direction. Then, they evaluate risks, utilizing globally unified criteria which consists of viewpoints of their impact and possibility of occurrence.
The Group standardized the degree of impacts of risks by impact-type such as human life/health, financial loss, operational impact (period of suspension of sales and plant
operation or time necessary for response), social trust and so on, regardless the possible timing of occurrence. The criteria to determine rank differ by the impact-type. But
as for environment related risks including climate change and CO2 emission etc., the Group consider its possible impact is substantive when it falls under one of thefollowing criteria: “Strong feeling of discomfort extending to areas surrounding the office/plant, accompanied by health damage in some cases, or health damage caused
externally over a wide area”, “Excess limit of financial amount (determined by company)”, “Over two weeks’ impact on division (period of suspension of sales and plant
operation or time necessary for response)”, or “Trust damaged in terms of the company’s constitution (falsified reports, organizational scandal)”. On the other hand, we also
estimate possibility of occurrence and classify them into 4 ranks based on the likelihood. 3. How climate-related risks are identified and assessed at a company/asset level
As the result of the evaluation based on impact and possibility of occurrence, the risks “with a high possibility of occurring and major impact” and “with a significant impact of
it should occur, although its possibility is low” are considered “Significant risk” and classified into “Corporate risk”. And others are into “Asset Risk”. 4. Case Study <Transition risk> Through the process written above, for Bridgestone, increasing production cost due to tightening of regulations on CO2 emissions and increased
introduction of carbon tax, is considered a major risks. Considering the fact that carbon tax has been introduced in many countries where Bridgestone has locations,
including the EU, South Africa and Canada in recent years, its probability of occurrence is very high. On the other hand, since the introduction of carbon tax varies fromcountry to country, its impact is considered to be gradual in the mid-long term. For Bridgestone, which has facilities in over 20 countries, increases in production costs due
to laws and regulations or carbon taxes may result in restrictions on the use of existing equipment and production suspension, which could adversely affect the Companies’
operating results and financial position. As the risk mitigation strategy the Group is promoting activities to minimize CO2 emissions, such as maximizing energy efficiency,

CDPincreasing use of renewable energy, and promoting manufacturing and engineering innovation, etc. As a concrete example of maximizing energy efficiency, Bridgestone
has conducted Group-wide energy surveys to identify energy loss since 2009. We are continuously developing the ability of our personnel to recognize and implement
energy-saving opportunities, and our proficient staff is able to earn distinctions by becoming energy diagnosis technicians. Energy diagnosis technicians have already been
assigned to every tire plant in Japan, and we will continue to increase technician numbers throughout Asia, the Americas and Europe. In addition, the internal guidelines
stipulate that a comprehensive evaluation for the realization of a sustainable society including CO2 reduction should be made when making investment decisions. Whenintroducing large-scale equipment, we will also consider CO2 emission costs.

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

Relevant,
alwaysincluded

Recently, various regulations have been introduced for the purpose of curbing climate change. With respect to tires also, maximum limits on rolling resistance and the labelling system havebeen introduced. Following such new regulations, operational cost such as to develop low rolling resistance tires, to measure rolling resistance coefficient value and to print labels has
been increased. There is a possibility of further increase of operational cost in case such regulations become stricter and/or expand globally. For example, Europe (EU member states),South Korea, Brazil and the Middle East (GCC, Israel) have already introduced the maximum limit and labelling systems for rolling resistance. Studies of introducing regulations areunderway in the United States, India and China, and there is a possibility of further expansion in the future. Bridgestone’s tire sales accounts for more than 80% of total sales, and since wesell a wide range of tires in over 150 countries, such as for passenger cars, truck and bus, and light truck, in each country that has introduced or is considering the labelling system andpromoting development of low rolling resistance tires as represented by ECOPIA which superior level of fuel efficiency and other performance. Therefore, its impact is significant. The
global Environment Working Group is monitoring social trends including current regulations and Bridgestone encourages the development and launch of low rolling resistance tires tocontribute to CO2 emissions reduction activities.

Emerging
regulation

Relevant,
alwaysincluded

There are discussions about introducing carbon pricing in many countries, and since Bridgestone has facilities in over 20 countries, there is a possibility of increasing operational cost. For
example, the current carbon tax rate in Japan is 289 yen/tCO2e, in the case the carbon tax rises to 1,000 yen in the future, the impact will be 840,000,000 yen. If the carbon tax increases
gradually in the future, it is considered that the impact will be large. The global Environment Working Group is monitoring social trends including emerging regulations such as carbon tax,
etc. and Bridgestone continues to encourage activities to reduce CO2 emissions.

Technology Relevant,alwaysincluded

There is a possibility of sales decrease in the case of becoming less competitive because of delay of low carbon technology development enhancing energy efficiency of
products/manufacturing. We estimate that the potential financial impact is 30.03 billion yen per 1% decreasing of annual sales. It will be a significant impact for Bridgestone, whose tire
sales account for more than 80% of total sales. By introducing such energy- efficient technologies, Bridgestone encourages providing products and services that can contribute to reduce
CO2 emissions, such as fuel-efficient tires.

Legal

Relevant,
alwaysincluded

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

MarketRelevant,
alwaysincluded

Bridgestone encourages providing products and services which can contribute to reducing CO2 emissions, such as fuel-efficient tires. However, changes on climate-related requirementsin the market may impact our sales. For instance, expectations for fuel efficient tires and retread tires are increasing in our markets. However, there is a possibility of losing competitivenessand drop in market share in case of delaying the development and providing tires which can not improve customer satisfactions related to CO2 reductions. We estimate that the potential
financial impact is 30.03 billion yen per 1% decreasing of annual sales. It will be a significant impact for Bridgestone, whose tire sales accounts for more than 80% of total sales. In
addition, in case that global temperature becomes significantly higher and snowfall becomes lower, demand for winter tires might be lower. The global Environment Working Group ismonitoring social trends including market requirements from customers such as automakers.

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

AcutephysicalRelevant,
alwaysincluded

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

Chronic
physicalRelevant,
alwaysincluded

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

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

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

CDP

Emerging regulation

Carbon pricing mechanisms

Primary potential financial impact
Increased indirect (operating) costs
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
Introducing carbon pricing in various countries would cause increase of operational cost since Bridgestone has facilities in over 20 countries. For example, in October 2012,
the Tax for Climate Change Mitigation was introduced in Japan. In response to such introduction, the Bridgestone Group is paying more taxes directly according to the useof fuel and indirectly according to the use of electricity. Specifically, by using a CO2 emissions factor of each fossil fuel, the tax rate per unit quantity (kilo litter or tonne) is
set so that each tax burden is equal to 289 yen per tonne of CO2 emissions. For Bridgestone, it is an important climate risk to consider because approx. 32% (46 facilities
as of 2021) of our manufacturing facilities are located in Japan and CO2 emission of these facilities accounts for approx. 25% of our Scope1 & Scope 2. Therefore, there isa risk of a further increase in the operational cost if the tax rate increases.
Time horizon
Medium-term
Likelihood
LikelyMagnitude of impact
High
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
840000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Financial impact is estimated to 289 yen/tCO2 based on the current carbon tax rate. Although it depends on the degree of increase the tax rate, the figure shown in the“Potential financial impact 840,000,000 yen” is a calculation to 1,000 yen increase case. This 1,000 yen increase is the lowest of the four options for the carbon tax increase
estimated by the Ministry of the Environment, Government of Japan in 2021: 1,000 yen, 3,000 yen, 5,000 yen, and 10,000 yen. In the breakdown of CO2 emissions(Scope1, 2) in 2021, Japan's emissions were around 840,000 tonnes. (840,000 tCO2 * 1,000 yen/tCO2 = 840,000,000 yen) This is the financial impact in Japan, and further
impact is expected if the carbon pricing is introduced in various countries where we operate.
Cost of response to risk
6285000000
Description of response and explanation of cost calculation
To mitigate this risk, Bridgestone has two approaches to reduce the impact of future carbon taxes by reducing CO2 emissions. One is to include the evaluation from theviewpoint of CO2 emission cost in the equipment introduction study. The internal guidelines stipulate that a comprehensive evaluation including the realization of asustainable society such as CO2 reduction should be made when making investment decisions. The carbon price of CO2 emission cost is set accordingly consideringbusiness characteristics and regional situations of each business unit, however the common default value for reference is updated once a year. Based on this information,
each business unit will install equipment while considering reducing the future impact of carbon prices. The other is to improve energy efficiency with existing equipment. To
maximize energy efficiency, we are promoting conversion to energy that produces little CO2 emissions and also reducing energy use itself. Energy saving initiatives at
production sites are one of our primary activities. We have been implementing CO2 reduction measures such as the introduction of high efficiency equipment, installingsteam turbine generators, converting to fuel emitting less CO2 and so on. In 2021, as an example, we implemented 260 projects with a payback period of 4-10 years. CO2
emission reductions per year from projects completed in 2021 are approximately 8,000 tonnes. Investments mainly for enhancing energy saving through improvements ofequipment, including upgrading equipment to high efficiency equipment and converting them to inverter, at Bridgestone plants amounted to 6,285 million yen in 2021. In thecalculation, those that contribute to energy saving (efficiency improvement of buildings such as heat insulation, repair, air conditioning, lighting / efficiency improvement ofprocesses such as heat recovery, fuel conversion, and equipment replacements) were extracted from the list of capital investment in 2021 at the production facilities, andthe investment amount was totalled.
Comment
Identifier
Risk 2
Where in the value chain does the risk driver occur?
Upstream
Risk type & Primary climate-related risk driver
Chronic physical

Changing precipitation patterns and types (rain, hail, snow/ice)Primary potential financial impact
Increased direct costs
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
Bridgestone’s main business is tires whose raw materials consist of natural rubber. Currently, natural rubber is almost entirely made from the sap (latex) of the Hevea
rubber tree. 90% of the the Hevea rubber supply is grown in Southeast Asia. Due to droughts in the tropical rainforests caused by El Nino, the deciduous period for pararubber tree becomes longer and the period during which sap can be obtained becomes shorter, thereby leading to a decrease in yield. As a result, the balance of supply
and demand is expected to be upset and the price of natural rubber, which plays a vital role as a raw material of tires, is expected to surge. If the price of natural rubber

CDPrises and it becomes difficult to procure such rubber, the cost of tire production will increase. This in turn is expected to result in lower profit or a decrease in share due tohigher tire prices. Bridgestone sources most of its natural rubber from Southeast Asia and owns two rubber farms in Indonesia. Therefore, we are aware that this risk has asignificant impact.
Time horizon
Medium-term
Likelihood
LikelyMagnitude of impact
Medium-high
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
4611000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Financial impact is estimated to 1 yen/kg based on our total amount of raw materials used for production. Although it depends on the degree of increase the raw material
prices, the figure shown in the “Potential financial impact 4,611,000,000 yen” is a calculation when the price of all raw materials increases by 1 yen/kg based on our latest
data. Our total amount of raw materials used for production, including natural and synthetic rubber, is 4,611 thousand tonnes in 2021. (4,611,000 tonnes * 1 yen/kg =4,611,000,000 yen)
Cost of response to risk
95500000000
Description of response and explanation of cost calculation
Bridgestone is reducing the above risks through two approaches: improving the rubber productivity and diversifying natural rubber supply sources. To improve productivity,
Bridgestone provides rubber tree seedlings to smallholder farmers and conducts technical training with the same productivity-improvement techniques the Group developedfor its own rubber farms. In Southeast Asia, white root rot disease (WRD) is one of the major factors affecting the productivity of natural rubber. Detection accuracy of thisdisease is low and damage is likely to spread. To respond to this issue, Bridgestone promoted development of technologies that accurately diagnosis the disease. In 2020,
we developed a diagnostic technology that can successfully identify diseased trees across vast farm areas quickly and with about 90% accuracy, regardless of type or age.
The drone-based technology merges aerial photography and artificial intelligence (AI) image analysis for disease detection. This technology makes it possible to diagnose
and treat trees with WRD at early stages and thereby contributes to improved productivity at rubber farms. Through these efforts, we are augmenting output and preparing
for the risk of being unable to procure. To diversify natural rubber supply sources, we are researching alternative plants other than Hevea brasiliensis. Bridgestone ispromoting various research projects utilizing partnerships aimed at practical applications for guayule, a shrub that can be cultivated on land native to the arid region
spanning the south-western United States to northern Mexico. Aiming for commercializing production by 2026, with full-scale production by 2030, we will continue toimprove guayule productivity through sustainable methods, establish new production processes, improve logistics, and promote other initiatives. The research anddevelopment expenses of the Global Group, including above measures like establishing disease diagnostic technology and conducting research on genome decoding
aimed at breed improvement totalled 95.5 billion yen per year in 2021. We see this as a risk management cost and this data can be referenced in Financial Data on Global
website as R&D Expenses.
Comment
Identifier
Risk 3
Where in the value chain does the risk driver occur?
Downstream
Risk type & Primary climate-related risk driverTechnology

Unsuccessful investment in new technologies

Primary potential financial impact
Decreased revenues due to reduced demand for products and services
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
Recently, various regulations have been introduced to curb climate change. With respect to tires, maximum limits on rolling resistance and the labelling system have been
introduced. Although tires do not emit GHG when they are used, passenger cars and trucks emit a large volume of GHG. Improving fuel consumption, would be acountermeasure against such emissions. The impact of resistance by tire is said to be about 10-20% for passenger cars and about 20-30% for trucks, though this depends
on driving conditions. Resistance by tire mentioned here is referred to as “rolling resistance” which is resistance when a tire rolls. In other words, the same vehicle will havebetter fuel consumption if the tire rolling resistance is low. As such, each country is adopting the following systems as a measure to lower rolling resistance.1. Set amaximum value for rolling resistance and prohibit sale if this maximum value is exceeded. (Maximum limit) 2. Grade rolling resistance according to 5-7 levels and carry outlabelling. For example, Europe (EU member states), South Korea, Brazil and the Middle East (GCC, Israel) have already introduced the maximum limit and labellingsystems. Further studies are underway in the United States, India and Thailand, and there is a possibility of further expansion in the future. In addition, Japan has
introduced the labelling system as a voluntary industry standard and China is also considering introducing it. Sales in the regional segments including countries wherelabeling systems are under consideration account for more than our 70% of total sales, and failure to respond could result in a decline in sales, so the impact would besignificant. Bridgestone considers that these systems could be are a risk to decrease sales units if investment in new technology for better rolling resistance in align withother performances including price is unsuccessful. Therefore, we are developing products with better rolling resistance to prevent reduction of sales volume.
Time horizon
Short-term
Likelihood

CDP

Very likely
Magnitude of impact
High
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
30030000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
The global tire market is valued at approximately 167 billion US dollars in 2019 (Reference: Tire Business – Global Tire Company Rankings) and is expected to grow two to
three-fold by 2050. Although it depends on the degree of decrease in actual sales, “Potential financial impact 30,030,000,000 yen” shows the values per 1% decrease insales based on our latest data. Our tire sales in 2021 was about 3,003 billion yen. (3,003,000,000,000 yen * 0.01 = 30,030,000,000 yen)
Cost of response to risk
95500000000
Description of response and explanation of cost calculation
The most important factor to prevent this risk is the development of technology for reducing tire-rolling resistance. To this end, we are developing technology for tires inoverall focusing on the molecular structure of raw materials, weight reduction, internal structure of tires, and tire groove configuration, among other things. As example,
Bridgestone is developing and expanding fuel-efficient tires equipped with ENLITEN, an innovative tire technology that combines environmental and driving performance. In
2021, ENLITEN was adopted as the tire to be installed on new vehicles by multiple OEMs in recognition of its environmental performance, and is expanding further. We
invest in development aiming to reduce rolling resistance every year. The entire research and development expenses of the Global Group, including technology
development for reducing tire-rolling resistance totalled 95.5 billion yen per year in 2021. This data can be referenced in Financial Data on Global website as R&D
Expenses. In addition, retreading tires, the replacement of the worn tread, can contribute to improving resource productivity and reducing CO2 emissions. Based on thepremise that Bridgestone tires are used three times by customers, comparing the use of three new tires with the use of one new fuel-efficient tire retreaded twice, theamount of raw materials used and CO2 emissions during the entire life cycle, excluding the use phase, can be reduced by about half. The Group is developing anddeploying retreading solutions that include multiple retreads using our unique technologies. * Comparison with tire size 225/40R18
Comment
Identifier
Risk 4
Where in the value chain does the risk driver occur?
Downstream
Risk type & Primary climate-related risk driver
Reputation

Increased stakeholder concern or negative stakeholder feedback

Primary potential financial impact
Decreased access to capital
Climate risk type mapped to traditional financial services industry risk classification<Not Applicable>
Company-specific description
Disclosure of GHG related information is increasingly being required around the world. If Bridgestone stocks are deemed to be outside the scope of ESG investment byfinancial institutions due to our failure to disclose information or negative campaigns are conducted by NGOs, there is a risk that this would lead to a decline in the stock
price. In 2021, the number of letters and inquiries about climate change, especially from investors, increased by 30% from the previous year. Thus, it is expected thatrequests for disclosure of climate change information to the Company will increase further in the future, and the reputational risk is high. We should be managed properly by
the measures as written below.
Time horizon
Short-term
Likelihood
About as likely as not
Magnitude of impact
Medium-low
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
714000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Financial impact is estimated to 1 yen/share based on our stock price. Although it depends on the degree of decrease actually stock price, the figure shown in the “Potential
financial impact 714,000,000 yen” is a calculation of 1 yen decline case. Number of shares issued was about 713,698,000 share in the end of 2021. (714,000,000 share * 1
yen = 714,000,000 yen) It brings more difficult access to capital.

CDPCost of response to risk
35400000
Description of response and explanation of cost calculation
Expectations for climate change disclosure to our company are high, and we believe that appropriate disclosure can enhance our brand value. To this end, we believe it isnecessary to properly understand not only GHG emissions but also the information required by stakeholders, such as governance and strategies for addressing climatechange, and to disclose reliable information in a timely manner through the appropriate channels. To respond to the needs of stakeholders, we are following the frameworkof the TCFD recommendations in our information disclosure on our corporate website. To ensure transparency and reliability of the data, we also obtained a third-party
verification of our 2021 calculation results through an external organization. We have received third-party assurance for key environmental data since 2015, and our 144
production sites' CO2 emissions Scope 1, 2 and our Scope 3 emissions have been verified on an ongoing basis as reported in C10. In addition, we use our corporatewebsite and Global Sustainability Report to make it possible for all stakeholders to access information of our various activities. As the result of such effort by 2021, we wereranked A on CDP Supplier Engagement, DJSI Asia Pacific, FTSE4Good Index Series, and ISS ESG Corporate Rating etc. as of December 2021. We spent approx. 35.4
million yen in 2021 in total for implementing the measures above including obtaining a third-party verification of our 2021 GHG calculation results and issuing an Integrated
Report.
Comment

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

C2.4a
(C2.4a) Provide details of opportunities identified with the potential to have a substantive financial or strategic impact on your business.
Identifier
Opp1
Where in the value chain does the opportunity occur?
Downstream
Opportunity type
Products and services
Primary climate-related opportunity driver
Development and/or expansion of low emission goods and services
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
Recently, various regulations have been introduced with the purpose of curbing climate change. With respect to tires, maximum limits on rolling resistance and the labellingsystem have been introduced. “Rolling resistance” is resistance arising when a tire rolls, and the same vehicle will have better fuel consumption if the tire rolling resistance islow. Therefore, each country is adopting the following systems as a measure to lower rolling resistance. 1. Set a maximum value for rolling resistance and prohibit sale if
this maximum value is exceeded. (Maximum limit) 2. Grade rolling resistance according to 5-7 levels and carry out labelling. For example, several regions and countries
such as Europe (EU member states), South Korea, Brazil and the Middle East (GCC, Israel) have already introduced the maximum limit and labelling systems, and Japan
has introduced only the labelling system as a voluntary industry standard. Bridgestone’s tire sales accounts for more than 80% of total sales, and since we sell a wide
range of tires in over 150 countries, such as for passenger cars, truck and bus, and light truck, in each country that has introduced or is considering the labelling system andpromoting development of low rolling resistance tires as represented by ECOPIA which superior level of fuel efficiency and other performance. Therefore, its impact issignificant. Bridgestone considers the introduction of these systems could be comparatively large opportunity to fairly disclose and appeal to consumers the maximum limit
and grading of rolling resistance of our products and result in the increased revenues. Bridgestone’s fuel-efficient tires, represented by ECOPIA, contribute to greater
vehicle fuel efficiency and meet a variety of customer needs, including superior levels of low-rolling resistance, lighter weights and other performance metrics. In 2021, thecontribution to CO2 reduction combined with the activities of the entire value chain is equivalent to approximately 1,579,000t-CO2. Bridgestone believes that it can respondto the labelling system through the development of such fuel-efficient tires and appeal to the demand for fuel-efficient tires.
Time horizon
Short-term
Likelihood
Very likely
Magnitude of impact
High
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
30030000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
The global tire market is valued at approximately 167 billion US dollars in 2019 (Reference: Tire Business – Global Tire Company Rankings) and is expected to grow two to
three-fold by 2050. Financial impact is estimated to 1% based on our tire sales. Although it depends on the degree of increase actually sales, the figure shown in the“Potential financial impact 30,030,000,000 yen” is a calculation when the sales of tire business increases 1%. Our sales of tire business in 2021 was about 3,003 billion yen.

CDP(3,003,000,000,000 yen * 0.01 = 30,030,000,000 yen)
Cost to realize opportunity
95500000000
Strategy to realize opportunity and explanation of cost calculation
The most important factor in taking advantage of such systems is the development of technology to reduce tire-rolling resistance. In the Mid Term Business Plan, theBridgestone Group is challenging to realize a sustainable business framework, which ties in efforts for resource circulation, CO2 emission reduction and achieving carbon
neutrality with our business model. In this strategy, it is important to reinforce “Dan-totsu” (the absolute and clear leaders) products, so we are developing technology fortires, focusing on the overall molecular structure of raw materials, weight reduction, internal structure of tires, and tire groove configuration, among other things. At the sametime, we are implementing the sales strategy of focusing on expanding sales of “ECOPIA” tires with substantially lower rolling resistance as a global brand. We havesuccessfully been increasing sales of “ECOPIA” brand products and will foster this brand continuously. In addition , Bridgestone is developing and expanding fuel-efficienttires equipped with ENLITEN, an innovative tire technology that combines environmental and driving performance. In 2021, ENLITEN was selected as the tire to be installedon new vehicles. We will continue to develop these next-generation fuel-efficient tire technologies and expand sales of fuel-efficient tires. In order to promote thedevelopment of such low rolling resistance tires, we have set a goal of reducing rolling resistance, and have achieved a 24% reduction in 2020 compared to 2005. In 2021,
we continued to reduce the tire rolling resistance, and the contribution to CO2 reduction combined with the activities of the entire value chain is equivalent to approximately
1.6 million tons. In addition, we sets the focused target towards 2030: contributing to global CO2 emissions reduction across the lifecycle and value chain (Scope 3) of its
products and services exceeding five times its operation’s (Scope 1 and 2) CO2 emissions. To do so, we define a key action towards 2030: developing products andservices that contribute to CO2 emissions reduction (e.g. fuel-efficient tires with low rolling resistance). The entire research and development expenses of the Global Group,
including technology development for reducing tire-rolling resistance totalled 95.5 billion yen per year in 2021. * Comparison with tire size 225/40R18
Comment
Identifier
Opp2
Where in the value chain does the opportunity occur?
Upstream
Opportunity type
Resilience
Primary climate-related opportunity driver
Resource substitutes/diversification
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
Currently, natural rubber, the main raw material of tires, is almost entirely produced from the sap of para rubber trees. 90% of growing areas of para rubber trees are in
Southeast Asia and its price often fluctuates due to issues such as demand change, climate change and speculation etc. Therefore, finding a substitute for the raw material
source will be one key factor to enhance competitiveness and resilience of Bridgestone’s business. The Bridgestone Group proactively conducts research and production ofnatural rubber resources consisting of Guayule cultivated in arid climates as substitutes for para rubber trees. Additionally, we have successfully developed a rubbermaterial with a "double network" structure in collaboration with 12 research organizations. It combines hard, energy-absorbing properties with soft, supple properties. Whilemaintaining the fuel efficiency of conventional fuel-efficient rubber (made with standard rubber), the new material is about five times stronger, making it possible to produce
thinner and lighter tires. We expect this new technology would contribute to reducing natural rubber usage amount. Through these activities, we can use this opportunity todifferentiate ourselves in terms of diversity of raw material source and cost competitiveness and supply of tires. Increased availability of natural rubber resources could
contribute to the financial impact of stabilized sales, increased market share, and lower procurement costs.
Time horizon
Medium-term
Likelihood
LikelyMagnitude of impact
Medium-high
Are you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
221000000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
Financial impact is estimated to 1% based on tire sales per market share. Although it depends on the degree of expansion of actually market share, the figure shown in the“Potential financial impact 166,000,000,000 yen” is a calculation when the market share increases 1%. Our tire sales in 2021 was about 3,003 billion yen and the latest ourtire share is 13.6% . (3,003 billion / 0.136 * 1%= 221 billion)
Cost to realize opportunity
95500000000
Strategy to realize opportunity and explanation of cost calculation
The Bridgestone Group is diversifying the regions where it produces natural rubber while also expanding the range of renewable resources of reinforced plant fibers it uses
for securing raw materials. We are developing technology to synthetic rubber and carbon black, which are made from finite resources, are instead synthesized fromrenewable resources. To aim at easing the overconcentration of natural rubber producing areas in Southeast Asia, we conduct research and development of guayule as a
new natural rubber source replacing para rubber tree to stabilize supply. As guayule grows in arid regions, unlike Para rubber tree, and the rubber component contained in
its tissue has similar properties to the natural rubber harvested from the para rubber tree, it is expected to be a new natural rubber source. We commenced experimental
production of natural rubber harvested from guayule in 2015. BSAM (Bridgestone Americas Inc) announced the results of this collaborative project in January 2021. They
were able to fully sequence and assemble a guayule genome, making it possible to identify genes for important traits. Through the joint work, Bridgestone developed
mapping populations and paved the way towards selecting genes from inherent genetic diversity to breed highly productive varieties of guayule. Furthermore, Bridgestone

CDPCorporation is developing a new technological innovation to increase the productivity of guayule farms through a joint project with Kirin Holdings. Combining the world-classbiotechnologies of Kirin Holdings and the guayule cultivation expertise of Bridgestone, the project aims to deliver large-scale propagation of guayule plants from high-quality
seeds. Aiming for commercializing production by 2026, with full-scale production by 2030, we will continue to improve guayule productivity through sustainable methods,
establish new production processes, improve logistics, and promote other initiatives. The entire research and development expenses on Group/Global basis, including
development of alternative resources above, totalled 95.5 billion yen per year in 2021. This data is can be referenced in Securities report.
Comment
Identifier
Opp3
Where in the value chain does the opportunity occur?
Downstream
Opportunity type
Products and services
Primary climate-related opportunity driver
Shift in consumer preferences
Primary potential financial impact
Increased revenues resulting from increased demand for products and services
Company-specific description
Bridgestone delivers a wide range of products to customers around the world, including tires, rubber and other diversified products. We have been providing best-in-classservices, sensor devices, data-driven technology and tire asset management systems as “Solution Business” that enable increased productivity for our customers. Amongthe customers, Commercial Fleet operators are under constant pressure to maximize their fleet performance whilst minimizing costs. Bridgestone’s integrated solution
offering, combining premium products, extensive services and state of the art digital platforms provide fleet customers with safer, more sustainable and economical mobility.
From climate-related viewpoint, improvement of fuel efficiency brought by our solution have been contributing to CO2 reduction. In case that stricter emission control and/or
carbon pricing etc. are introduced with the rise of social momentum in future, CO2 emission reduction would become more important theme for such operators. We
consider that this increased demand for CO2 emission reduction is an opportunity to increase revenues in the Mobility Solutions business.
Time horizon
Short-term
Likelihood
Very likely
Magnitude of impact
MediumAre you able to provide a potential financial impact figure?
Yes, a single figure estimate
Potential financial impact figure (currency)
32000000000
Potential financial impact figure – minimum (currency)<Not Applicable>
Potential financial impact figure – maximum (currency)<Not Applicable>
Explanation of financial impact figure
We are scaling up the Mobility Solutions business by deploying Webfleet Solutions’ system and expertise globally from Europe as a Center of Excellence. In addition,
Bridgestone acquired Azuga Holdings in 2021 and this will accelerate Bridgestone’s progress toward delivering sustainable mobility solutions that improve fleet efficiency,
safety, vehicle uptime and customer service. Through these efforts, we plan to increase sales in the Mobility Solutions business from 23.3 billion yen in 2021 to 32.0 billion
yen in 2022.
Cost to realize opportunity
109300000000
Strategy to realize opportunity and explanation of cost calculation
With recent developments like MaaS (Mobility as a Solution) and CASE (Connected, Autonomous, Shared, Electric), the mobility industry is facing a once-in-a-century paceof change. As mobility continues to rapidly evolve, it has the strong potential to solve many of the challenges affecting society. The Bridgestone Group’s mobility solutions
business creates new value by combining its wealth of knowledge about tires with tire and mobility data to contribute to world mobility. For customers, the Group’s solutions
that maximize tire performance help optimize operations and introduce damage prevention measures that avoid downtime, improve vehicle performance and reduce TCO(Total Cost of Ownership). For society, the value the Group co-creates with customers and partners reduces CO2 emissions and helps realize a circular economy. Based on
this strategy, Bridgestone has focused on the solutions business, including the acquisition of Bandag in 2007 and the introduction of a package of new tires, retreaded tires
and tire maintenance services for fleets. Moreover, Webfleet solutions joined our business from 2019. “WEBFLEET” service supports transportation operation andcontributes to improved safety, efficiency and productivity by managing various data related to vehicle operations. It also contributes to improved fuel efficiency and reduced
CO2 emissions by streamlining operations. To date, 900,000 vehicles have used WEBFLEET. By combining vehicle operations data with the Bridgestone Group’s
knowledge of tire wear and durability, it can provide a wider range of solutions, including products and services based on customers’ unique operating conditions and needs.
As an example, one customer reported that WEBFLEET reduced fuel consumption costs by 10% and CO2 emissions by 2000 tonnes. Additionally, data on vehicle
operating and tire usage conditions is being deployed by R&D teams to more rapidly develop high-quality tires that meet customers’ evolving needs. Based on the strategy,
Bridgestone will maximize the value of the solution to meet the needs of customers and create business opportunities that can contribute from the perspective of climatechange. The figure of “Cost to realize opportunity“ the net of payments for acquisition of the Webfleet solutions (former TOMTOM TELEMATICS) totalled 109.3 billion yen
per year in 2019.
Comment

C3. Business Strategy

CDP

C3.1
(C3.1) Does your organization’s strategy include a transition plan that aligns with a 1.5°C world?
Row 1
Transition planYes, we have a transition plan which aligns with a 1.5°C world
Publicly available transition plan
Yes
Mechanism by which feedback is collected from shareholders on your transition plan
We have a different feedback mechanism in place
Description of feedback mechanism
We receive feedback every year from institutional investors who are shareholders on our annual Sustainability Report, which includes our transition plan. In 2021, we
received feedback from four companies. In addition, we hold dialogues with institutional investors as shareholders on ESG issues, including our transition plan. In 2021, we
held dialogues with 8 companies on the topic of transition plans.
Frequency of feedback collection
Annually
Attach any relevant documents which detail your transition plan (optional)
Explain why your organization does not have a transition plan that aligns with a 1.5°C world and any plans to develop one in the future<Not Applicable>
Explain why climate-related risks and opportunities have not influenced your strategy<Not Applicable>

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

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

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

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

Physical climate RCP
scenarios
8.5

Company- <Not
wide
Applicable>

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

Physicalclimatescenarios

RCP 1.9

Company- <Not
wide
Applicable>

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

Transition
scenarios

IEA NZE
2050

Company- <Not
wide
Applicable>

On the 1.5 and/or 2 degree scenario, we assume that physical impact such as flood, water shortage caused by climate change won’t be as significant as in the 4
degree scenario so the risks to focus is strong rise of social demand and stricter policy. The following demands and stricter policies are assumed in the NZE 2050
scenario: - CO2 price in advanced economies is assumed to rise to 130USD/t-CO2 in 2030 and 250USD/t-CO2 in 2050 - CO2 price in the other major economies
including China, Brazil, Russia and South Africa is assumed to rise to 90USD/t-CO2 in 2030 and 200USD/t-CO2 in 2050 - No new internal combustion engine (ICE)
car sales in 2035

Transition Customized
scenarios publicly
availabletransition
scenario

Company- 1.6ºC – 2ºC
wide

PRI Forecast Policy Scenario is used as a supplement to IEA NZE 2050 scenario to identify transition risks and opportunities. On the 1.5 and/or 2 degree scenario,
we assume that physical impact such as flood, water shortage caused by climate change won’t be as significant as in the 4 degree scenario so the risks to focus isstrong rise of social demand and stricter policy. The following demands and stricter policies are assumed in the PRI Forecast Policy Scenario: - Major tropical forest
countries are assumed to end deforestation by 2030 - Net deforestation is assumed to stop in 2030

C3.2b

CDP

(C3.2b) Provide details of the focal questions your organization seeks to address by using climate-related scenario analysis, and summarize the results withrespect to these questions.
Row 1
Focal questions
The impact of climate change risks and opportunities on future automobile/tire market and natural rubber is continuing to increase so this is very important issue for
Bridgestone as a tire manufacturer. For this reason, we verify whether the significant business risks and opportunities identified in the scenario analysis have been
incorporated in our mid-long term strategy and the other plans looking ahead for 2030 and 2050. The scenarios and the resulting assumptions take into account thecharacteristics of the tire industry, such as natural rubber procurement and its major production regions. We conducted scenario analysis with business projections as of2030 and/or 2050. The scope targets the tire business, which is our core segment that accounts for more than 80% of sales. There are 90 tire-related production bases in
the Americas, Europe/Middle East/Africa/Russia, China/Asia Pacific and Japan. We selected 4 degree / 1.5 and/or 2 degree scenarios to clarify climate risks widely on
overall aspects (including procurement, manufacturing, logistics etc. not limiting to our product/service). We consider the 1.5 and/or 2 scenarios would be appropriate
representatives of contrast viewpoints of “low carbon society” and society where climate change actualizes due to increasing of carbon emission. 1) List climate risks on the
scenarios widely 2) Estimate financial impacts of the risks and opportunities with the following inputs and their future prediction. -Financial information (Sales, cost,
operating profit, capital expenditure etc.) -Non-financial information (CO2 emission, energy consumption, material consumption, water intake etc.) -External information(Carbon price/tax, price of renewable energy, material, water etc.) 3) Evaluate importance of each risk based on the impacts and probability
Results of the climate-related scenario analysis with respect to the focal questions
We found the following risks and opportunities are especially significant for us on the scenario. [Physical risks and opportunities related to climate change] - Risks related tothe procurement of raw materials as a result of changing rainfall patterns leading to poor harvesting of natural rubber. - Risks of stronger typhoons and increased frequencyof flooding and drought, which pose the risk of interrupting business activities. - Risk of lower demand for winter tires due to reduced snowfalls. - Opportunities tocommercialize natural rubber derived from guayule, which grows in arid regions. Risks due to poor harvesting of natural rubber derived from Para rubber trees, which arefound predominantly in tropical regions. [Risks and opportunities of transition to a decarbonized society] - Risk of adverse effects on operating results and financial position,such as limitations on business activities and increased costs, if R&D expenses required to meet the rapidly changing needs of society and customers do not produce
sufficient results when systems and regulations to combat climate change are introduced (for example, carbon taxes, CO2 emission reduction obligations and emissions
trading systems, systems and regulations related to low-fuel consumption performance of tires, systems and regulations related to recycling used tires, etc.). - Opportunities
associated with changes in competitive factors due to changes in mobility needs (for example, increased demand for tires for electric vehicles, increased demand for tires
and solutions that help customers reduce CO2 emissions). - Risk of increased price of natural rubber caused by stronger demand for forest protection and shortage of its
supply - Opportunities to commercialize the recycling business resulting from increased regulation around the recycling of used tires. The results of the scenario analysis
verified that the significant business risks and opportunities identified in the scenario analysis have already been incorporated in our mid-long term strategy towardachieving carbon neutrality or the other plans looking ahead for 2030 and 2050. The Group is working to reduce the risks of transition to a decarbonized society by reducing
CO2 emissions throughout its value chain, while at the same time reducing physical risks through adaptive measures such as diversifying natural rubber supply sources
through initiatives to commercialize guayule, a rubber-producing plant that grows in arid regions. The details are described at C3.3.

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

Yes

The tire industry has introduced maximum limits on rolling resistance and a labeling system in response to climate change, and Bridgestone has taken steps to adapt its sales strategy.
The introduction of these regulations is expected to increase in the future, so there is a risk that sales will decline if we are unable to respond to these regulations. The potential of
financial impact to net sales is estimated 30.03 billion yen per 1% of our sales decrease by occurrence of the risk, in the short term. Since this risk impact is high, in the Bridgestone Midterm Business Plan, we will expand next-generation eco-friendly products as a new premium to minimize these risks and differentiate from other products and services by contributing to
CO2 reduction and resource productivity improvement. And in 2019, Bridgestone launched “ENLITEN,” an innovative tire technology that is optimal for EV fitment and combines
environmental and driving performance. Benefiting car manufacturers, drivers and environment, tires with embedded ENLITEN technology also improves the vehicle handing andstability to increase driving pleasure. And in 2021, we promoted the sales expansion of ENLITEN, and it was selected as the tire to be installed on new vehicles one after another.

Supplychain
and/or
value
chain

Yes

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

Investment Yes
in R&D

Currently, natural rubber, the main raw material used in the manufacturing of tires, is almost entirely produced from the sap of para rubber trees. 90% of para rubber trees are grown inSoutheast Asia and the price often fluctuates due to issues such as demand change, climate change and speculation etc. Against this background, Bridgestone decided to conduct
research to find a substitute for the raw material source in order to enhance competitiveness and resilience of its business. In 2020, we successfully developed a rubber material with a"double network" structure in collaboration with 12 research organizations. It combines hard, energy-absorbing properties with soft, supple properties. While maintaining the fuelefficiency of conventional fuel-efficient rubber (made with standard rubber), the new material is about five times stronger, making it possible to produce thinner and lighter tires. In the
mid-term, we will promote R&D activities, such as the development of fuel-efficient tires and alternative materials to natural rubber, which will contribute to the mid-term target “Milestone2030”*. * Contribute to global CO2 emissions reduction across the lifecycle and value chain (Scope 3) of our products and services exceeding five times our operation’s (Scope 1 and 2)
CO2 emissions by 2030 (vs 2020)

Operations Yes

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

C3.4

CDP

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

Description of influence

Row Revenues
The factor that particularly affected financial plans related climate risk was access to capital: In the face of calls for companies to step up their efforts on climate change, there is a risk that their1
Direct costs access to mid and long-term capital will be reduced if they fail to adequately address the issue. To address this risk, companies are linking their borrowing from financial institutions to ESG risk
Indirectassessments to promote their own climate change initiatives, and are also making their borrowing more transparent by making it consistent with the Sustainability Linked Loan Principles. As
costspart of this activity, Bridgestone Americas, Inc. issued a $1.1 billion sustainability-linked credit facility in 2021, one of the first of its kind in the U.S. tire industry. Bridgestone partnered with SMBC
Capitalto execute this inaugural syndicated sustainability-linked credit facility. The financing features a sustainability-linked pricing adjustment mechanism that adjusts interest rate based on the ESG
expenditures Risk Rating of Bridgestone, as determined by Sustainalytics, as well as by the ESG rating of FTSE Russell, both leading independent providers of environmental, social and governance ratings.
CapitalAs Bridgestone sustainability ratings improve, borrowing costs will be reduced. The sustainability mechanism was structured in accordance with the Sustainability-Linked Loan Principles
allocation
promulgated by the syndicated loan market industry associations. Bridgestone set a new vision of “continuing to provide social and customer value as a sustainable solutions company toward
Acquisitions 2050.” and the Mid-Long Term Business Strategy was also introduced in the same year. Under the Sustainability Framework in this strategy, we aim to complete the Sustainability Business
andModel across our “produce and sell”, “provide value at use”, and “renew” business areas by 2030. This will facilitate a circular economy where business value is sustainably generated, linked
divestments with efforts toward resource circulation and achieving carbon neutrality. Other financial plans affected are as follows. Revenues: We promoted sales expansion of eco-products/services such as
Access to
the ECOPIA and ENLITEN brand as an opportunity to increase profits as the market changing to low-carbon. In Japan, the ratio of environmental products in 2021 was 95.6%. Direct costs:
capitalIncreased procurement costs due to a rubber supply shortage is a major risk for Bridgestone. Therefore, we set a Global Sustainable Procurement Policy to help identify and evaluate qualified
Liabilities
suppliers and promote best practices on our value chain. Capital allocation: The entire research and development expense of the Global Group including costs for developing eco-related
technology (i.e. developing tires with low rolling resistance), machines/equipment (i.e. tire building machine with low energy consumption) etc. totalled 95.5 billion yen per year in 2021. Expenses
and investments mainly for introducing equipment for energy saving, including upgrading them, at Bridgestone plants amounted to 6,285 million yen in 2021. Access to capital: Introducing highly
efficient equipment to manufacturing facilities is one important measure for CO2 reduction and we have promoted and will promote this.

C3.5(C3.5) In your organization’s financial accounting, do you identify spending/revenue that is aligned with your organization’s transition to a 1.5°C world?
Yes

C3.5a
(C3.5a) Quantify the percentage share of your spending/revenue that is aligned with your organization’s transition to a 1.5°C world.
Financial Metric
Revenue
Percentage share of selected financial metric aligned with a 1.5°C world in the reporting year (%)
3
Percentage share of selected financial metric planned to align with a 1.5°C world in 2025 (%)
Percentage share of selected financial metric planned to align with a 1.5°C world in 2030 (%)
Describe the methodology used to identify spending/revenue that is aligned with a 1.5°C world
The above shows the percentage of truck and bus retread tire sales (global) in 2021. A retread tire reuses a used tire by replacing the worn tread with a new tread on theexisting casing. The Climate Bonds Taxonomy defines the Facilities for the Re-use of Materials as assets and projects which are considered to be automatically compatible
with a 1.5˚C degree decarbonisation trajectory. And the SASB Standard for Auto Parts sector and the draft of IFRS Climate-related Disclosures for Auto Parts sector (as ofMarch, 2022) define the following Accounting Metrics and its examples: TR-AP-410a.1. Revenue from products designed to increase fuel efficiency and/or reduce
emissions* *Examples of products that may increase fuel efficiency and/or reduce emissions include (...) low rolling resistance (LRR) new and retread tire technologies In
addition, we plan to offer approximately 90 ENLITEN equipped products for passenger car and light truck tires from 2022 to 2030, aiming to achieve 100% fitment of
ENLITEN by 2030. ENLITEN is the innovative tire technology optimized to fit EVs and the considerable reduction in tire weight and rolling resistance and longer wear life
per raw material help to conserve resources and lower the environmental impact.

C4. Targets and performance

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

C4.1a(C4.1a) Provide details of your absolute emissions target(s) and progress made against those targets.
Target reference number
Abs 1Year target was set
2019
Target coverage
Company-wide

CDP

Scope(s)Scope 1
Scope 2
Scope 2 accounting method
Market-based
Scope 3 category(ies)<Not Applicable>
Base year
2011
Base year Scope 1 emissions covered by target (metric tons CO2e)
2069200
Base year Scope 2 emissions covered by target (metric tons CO2e)2328777
Base year Scope 3 emissions covered by target (metric tons CO2e)<Not Applicable>
Total base year emissions covered by target in all selected Scopes (metric tons CO2e)4397976
Base year Scope 1 emissions covered by target as % of total base year emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year emissions in Scope 2
100
Base year Scope 3 emissions covered by target as % of total base year emissions in Scope 3 (in all Scope 3 categories)<Not Applicable>
Base year emissions covered by target in all selected Scopes as % of total base year emissions in all selected Scopes
100
Target year
2030
Targeted reduction from base year (%)
50
Total emissions in target year covered by target in all selected Scopes (metric tons CO2e) [auto-calculated]
2198988
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
1722210
Scope 2 emissions in reporting year covered by target (metric tons CO2e)
1664403
Scope 3 emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total emissions in reporting year covered by target in all selected scopes (metric tons CO2e)
3386613% of target achieved relative to base year [auto-calculated]
45.9922018674045
Target status in reporting year
Underway
Is this a science-based target?
Yes, we consider this a science-based target, and the target is currently being reviewed by the Science Based Targets initiative
Target ambition
Well-below 2°C aligned
Please explain target coverage and identify any exclusions
Bridgestone set a Mid-term Targets, Milestone 2030. Focused target: Reduce our absolute CO2 emissions (Scope 1 and 2) by 50% by 2030
Plan for achieving target, and progress made to the end of the reporting year
Bridgestone has set an interim target of reducing Scope 1 and 2 emissions by 30% or more by 2023, compared to 2011. To achieve the targets above, we define thefollowing key actions in Milestone 2030: - Continuously improve energy efficiency in operations to reduce total energy consumption - Enhance renewable electricity ratio Promote manufacturing and engineering innovation In addition, we also set a target for our production sites to increase the renewable electricity ratio to 50% or more by2023. In 2021, we continued its efforts to improve energy efficiency and introduce renewable energy sources, and achieving 25% reduction compared to 2011.
List the emissions reduction initiatives which contributed most to achieving this target<Not Applicable>
Target reference number
Abs 3Year target was set
2019
Target coverage
Company-wide

CDP

Scope(s)Scope 1
Scope 2
Scope 2 accounting method
Market-based
Scope 3 category(ies)<Not Applicable>
Base year
2011
Base year Scope 1 emissions covered by target (metric tons CO2e)
2069200
Base year Scope 2 emissions covered by target (metric tons CO2e)2328777
Base year Scope 3 emissions covered by target (metric tons CO2e)<Not Applicable>
Total base year emissions covered by target in all selected Scopes (metric tons CO2e)4397976
Base year Scope 1 emissions covered by target as % of total base year emissions in Scope 1
100
Base year Scope 2 emissions covered by target as % of total base year emissions in Scope 2
100
Base year Scope 3 emissions covered by target as % of total base year emissions in Scope 3 (in all Scope 3 categories)<Not Applicable>
Base year emissions covered by target in all selected Scopes as % of total base year emissions in all selected Scopes
100
Target year
2050
Targeted reduction from base year (%)
100
Total emissions in target year covered by target in all selected Scopes (metric tons CO2e) [auto-calculated]0
Scope 1 emissions in reporting year covered by target (metric tons CO2e)
1722210
Scope 2 emissions in reporting year covered by target (metric tons CO2e)
1664403
Scope 3 emissions in reporting year covered by target (metric tons CO2e)<Not Applicable>
Total emissions in reporting year covered by target in all selected scopes (metric tons CO2e)
3386613% of target achieved relative to base year [auto-calculated]
22.9961009337022
Target status in reporting year
Underway
Is this a science-based target?
No, but we are reporting another target that is science-based
Target ambition<Not Applicable>
Please explain target coverage and identify any exclusions
The Number “100” written in “Targeted reduction from base year (%)” indicates our long-term environmental vision of "Contribute towards carbon neutral (2050 andbeyond)”.
Plan for achieving target, and progress made to the end of the reporting year
To achieve Bridgestone’s long-term environmental vision by 2050, the Group had previously conducted global initiatives its mid-term 2020 targets under Milestone 2020,
reduced emissions footprint from customers’ use of Bridgestone tires will exceed the Group’s emissions from raw material procurement, product manufacturing, distribution
and its products’ after-use, and reached ahead of schedule. As part of reviewing initiatives for the next decade until 2030, the Group conducted an assessment of thebusiness impact of environment-related social issues as well as its potential impact on society. It has applied the assessment results into the strategic and business plans to
set Milestone 2030. See Abs 1 in C4.1a for progress on the Milestone 2030.
List the emissions reduction initiatives which contributed most to achieving this target<Not Applicable>

C4.2

CDP

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

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

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

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

0

To be implemented*

148

23955

Implementation commenced*

35

13317

Implemented*

77

8364

Not to be implemented

0

0

C4.3b

CDP

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

Other, please specify (Lighting)

Estimated annual CO2e savings (metric tonnes CO2e)
1878
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 1
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
74700000
Investment required (unit currency – as specified in C0.4)
373500000
Payback period
4-10 years
Estimated lifetime of the initiative
6-10 years
Comment
Initiative category & Initiative type
Energy efficiency in production processes

Other, please specify (Process optimization)

Estimated annual CO2e savings (metric tonnes CO2e)
43757
Scope(s) or Scope 3 category(ies) where emissions savings occur
Scope 1
Voluntary/Mandatory
Voluntary
Annual monetary savings (unit currency – as specified in C0.4)
1182297000
Investment required (unit currency – as specified in C0.4)
5911513000
Payback period
4-10 years
Estimated lifetime of the initiative
6-10 years
Comment

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

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

C4.5a

CDP

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

Other, please specify (Fuel-efficient tires)

Description of product(s) or service(s)Tires that have reduced tire rolling resistance which influences vehicle fuel efficiency. A wide-ranging line-up is available, from passenger car tires to tires for trucks/buses,
and the design facilitates rolling resistance in order to enhance fuel efficiency. We are developing and expanding fuel-efficient tires equipped with ENLITEN, an innovative
tire technology that combines environmental and driving performance, and mobility solutions that provide fleet management services.
Have you estimated the avoided emissions of this low-carbon product(s) or service(s)YesMethodology used to calculate avoided emissions
Other, please specify ("Tyre LCCO2 Calculation Guidelines" published by Japan Automobile Tyre Manufacturers Association (JATMA))
Life cycle stage(s) covered for the low-carbon product(s) or services(s)Use stage
Functional unit used
One fuel-efficient passenger car tire is installed (Fuel-efficient tyre B tyre in the JATMA Guidelines: size 195/65R15, rolling resistance coefficient 6.2 N/kN, driving life
30,000 km)
Reference product/service or baseline scenario used
One conventional passenger car tire is installed (Conventional PC tyre in the JATMA Guidelines: size 195/65R15, rolling resistance coefficient 10.5N/kN, driving life 30,000
km)Life cycle stage(s) covered for the reference product/service or baseline scenario
Use stage
Estimated avoided emissions (metric tons CO2e per functional unit) compared to reference product/service or baseline scenario
0.251
Explain your calculation of avoided emissions, including any assumptions
CO2 reduction using fuel-efficient tires during the product use stage. Reasons for the possibility of reduction: Improvement of tire rolling efficiency can contribute to fuelefficiency improvement/CO2 reduction when customers use one’s vehicles. Since the tire fuel efficiency or its standards differ by country, we approximate CO2 emissions.
We estimate the above “Estimated Avoided Emissions” based on "Tyre LCCO2 Calculation Guidelines" published by JATMA. This figure the following: For every 1%
reduction in rolling resistance coefficient of passenger car tire, each tire contributes 251.1 kgCO2e reduction*. When we calculate using the "Estimated Avoided Emission",
our reduction rate of the tire rolling resistance coefficient and the 2021 sales volume of our passenger cars tire, it contributed about 9,000,000 tonnes of CO2 reduction in
2021 compared with our products in 2005. * Calculation Methodology: Estimated avoided emissions per tire was calculated using the following formula Difference in GHG
emissions (250.5 kgCO2e for conventional tire - 155.1 kgCO2e for fuel efficient tire) / Difference in tire rolling resistance (100% for conventional tire - 62% for fuel efficienttire)
Revenue generated from low-carbon product(s) or service(s) as % of total revenue in the reporting year
79

C5. Emissions methodology

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

C5.1a
(C5.1a) Has your organization undergone any structural changes in the reporting year, or are any previous structural changes being accounted for in thisdisclosure of emissions data?
Row 1
Has there been a structural change?
Yes, a divestment
Name of organization(s) acquired, divested from, or merged with
Firestone Building Products
Details of structural change(s), including completion dates
LafargeHolcim has acquired Firestone Building Products (FSBP), a leader in commercial roofing and building envelope solutions with 15 manufacturing facilities, on April 1,
2021. FSBP manufacturing facilities are not included in the emission data in this disclosure from this reporting year (FY2021).

CDP

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

Row 1

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

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

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

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

Row 1

Base year recalculation

Base year emissions recalculation policy, including significance threshold

Yes

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

C5.2(C5.2) Provide your base year and base year emissions.
Scope 1
Base year start
January 1 2011
Base year end
December 31 2011
Base year emissions (metric tons CO2e)
2069200
Comment
Scope 2 (location-based)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 2 (market-based)
Base year start
January 1 2011
Base year end
December 31 2011
Base year emissions (metric tons CO2e)2328777
Comment
Scope 3 category 1: Purchased goods and services
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
13335981
Comment
Scope 3 category 2: Capital goods
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
922548Comment

CDP

Scope 3 category 3: Fuel-and-energy-related activities (not included in Scope 1 or 2)
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
536621
Comment
Scope 3 category 4: Upstream transportation and distribution
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
682672
Comment
Scope 3 category 5: Waste generated in operations
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)185999Comment
Scope 3 category 6: Business travel
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
18667
Comment
Scope 3 category 7: Employee commuting
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
66166
Comment
Scope 3 category 8: Upstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
CO2 emissions from Bridgestone's upstream leased assets are included in Scope 1 and 2, and are not subject to being calculated as Scope 3.
Scope 3 category 9: Downstream transportation and distribution
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
515674
Comment

CDP

Scope 3 category 10: Processing of sold products
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
3002
Comment
Scope 3 category 11: Use of sold products
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
91995418
Comment
Scope 3 category 12: End of life treatment of sold products
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
2043095
Comment
Scope 3 category 13: Downstream leased assets
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Bridgestone had no downstream leased assets in 2021.
Scope 3 category 14: Franchises
Base year start
January 1 2019
Base year end
December 31 2019
Base year emissions (metric tons CO2e)
72420
Comment
Scope 3 category 15: Investments
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Our business does not generate CO2 emission through investment.
Scope 3: Other (upstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment
Scope 3: Other (downstream)
Base year start
Base year end
Base year emissions (metric tons CO2e)
Comment

CDP

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

C6. Emissions data

C6.1
(C6.1) What were your organization’s gross global Scope 1 emissions in metric tons CO2e?
Reporting year
Gross global Scope 1 emissions (metric tons CO2e)
1722210
Start date
<Not Applicable>
End date<Not Applicable>
Comment

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

C6.3(C6.3) What were your organization’s gross global Scope 2 emissions in metric tons CO2e?
Reporting year
Scope 2, location-based
2062166
Scope 2, market-based (if applicable)
1664403
Start date
<Not Applicable>
End date<Not Applicable>
Comment

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

C6.4a

CDP

(C6.4a) Provide details of the sources of Scope 1 and Scope 2 emissions that are within your selected reporting boundary which are not included in yourdisclosure.
SourceGHGs except CO2
Relevance of Scope 1 emissions from this source
Emissions are relevant and calculated, but not disclosed
Relevance of location-based Scope 2 emissions from this source
Emissions are not relevant
Relevance of market-based Scope 2 emissions from this source (if applicable)
Emissions are not relevant
Explain why this source is excluded
At production sites in Japan and the Americas, GHGs except CO2 are collected but are excluded because emissions are minimal relative to CO2.
Estimated percentage of total Scope 1+2 emissions this excluded source represents
0
Explain how you estimated the percentage of emissions this excluded source represents- CH4 and N2O: Calculated by multiplying the amount of steam used by CO2 emission factors - HFC: Calculated from HFC emitted from a part of one’s own sites andmultiply it by total CO2 emissions for proportional allotment
SourceOffice/storages etc., nonproduction sites (supplementary facilities of plants are excluded)
Relevance of Scope 1 emissions from this source
Emissions are not relevant
Relevance of location-based Scope 2 emissions from this source
Emissions are not relevant
Relevance of market-based Scope 2 emissions from this source (if applicable)
Emissions are not relevant
Explain why this source is excluded
Office energy is collected at major sites but excluded because emissions are minimal.
Estimated percentage of total Scope 1+2 emissions this excluded source represents
Explain how you estimated the percentage of emissions this excluded source represents
Calculated by multiplying energy consumptions by CO2 emission factors. Some sites for which data was not available are estimated from CO2 emissions per site for whichdata is available.

C6.5(C6.5) Account for your organization’s gross global Scope 3 emissions, disclosing and explaining any exclusions.
Purchased goods and services
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
13038530
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the purchased amount of each raw material with CO2 emission factors for each raw material determined by Japan Rubber Manufacturers
Association calculation methods.
Capital goods
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)835780Emissions calculation methodology
Spend-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the capital expenditures material with CO2 emission factors determined by Japanese Ministry of the Environment

CDP

Fuel-and-energy-related activities (not included in Scope 1 or 2)
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
448019Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the energy consumption with CO2 emission factors determined by DEFRA
Upstream transportation and distribution
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
680060Emissions calculation methodology
Average data method
Distance-based method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain[Ground transportation] Calculated by multiplying purchased amount of each raw material with CO2 emission factors for each raw material determined by Japan Rubber
Manufacturers Association calculation methods. [Marine transportation] The result for 2008 is calculated based on the volume and distance of marine transportation withrespect to the CO2 emission factors of the GHG protocol for shipment. It is calculated as a ratio of the purchased raw materials for 2020 and 2008.
Waste generated in operations
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
151377
Emissions calculation methodology
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the amount of waste generated with CO2 emission factors determined by Japanese Ministry of the Environment
Business travel
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
17633
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated using Bridgestone's calculation method based on the "Tyre LCCO2 Calculation Guidelines Ver. 3.0.1” (The Japan Automobile Tyre Manufacturers Association,
Inc), citing fuel consumption data from the International Council on Clean Transportation and Department for Environment, Food & Rural Affairs (DEFRA).
Employee commuting
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
62501
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the amount of waste generated with CO2 emission factors determined by Japanese Ministry of the Environment

CDPUpstream leased assets
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
CO2 emissions from Bridgestone's upstream leased assets are included in Scope 1 and 2, and are not subject to being calculated as Scope 3.
Downstream transportation and distribution
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
430729Emissions calculation methodology
Spend-based method
Site-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
2
Please explain
CO2 per unit sales is calculated from CO2 emitted from a part of one’s own store and multiply it by total sales for proportional allotment
Processing of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
2616
Emissions calculation methodology
Average data method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculate the power consumed during tire installation by multiplying installation power per tire by the number of tires sold.
Use of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
95664694
Emissions calculation methodology
Methodology for direct use phase emissions, please specify (Calculated from our Tyre sales unit and CO2 emission per 1 tire when it used based on ”Tyre LCCO2
Calculation Guidelines Ver. 3.0" by The Japan Automobile Tyre Manufacturers Association, Inc.(JATMA) March 2021)
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated from our Tyre sales unit and CO2 emission per 1 tire when it used based on ”Tyre LCCO2 Calculation Guidelines Ver. 3.0" by The Japan Automobile Tyre
Manufacturers Association, Inc.(JATMA) March 2021
End of life treatment of sold products
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
2016749
Emissions calculation methodology
Waste-type-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculated by multiplying the purchased quantity of each raw material with CO2 emission factors determined by Japan Rubber Manufacturers Association calculation
methods.

CDP

Downstream leased assets
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Bridgestone had no downstream leased assets in 2021.
Franchises
Evaluation status
Relevant, calculated
Emissions in reporting year (metric tons CO2e)
72538
Emissions calculation methodology
Average data method
Site-specific method
Percentage of emissions calculated using data obtained from suppliers or value chain partners
0Please explain
Calculate by multiplying CO2 emission per typical shop by the number of franchise shops
Investments
Evaluation status
Not relevant, explanation provided
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Our business does not generate CO2 emission through investment.
Other (upstream)
Evaluation status
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain
Other (downstream)
Evaluation status
Emissions in reporting year (metric tons CO2e)<Not Applicable>
Emissions calculation methodology<Not Applicable>
Percentage of emissions calculated using data obtained from suppliers or value chain partners<Not Applicable>
Please explain

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

CDP

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

Comment

11339

C6.10
(C6.10) Describe your gross global combined Scope 1 and 2 emissions for the reporting year in metric tons CO2e per unit currency total revenue and provide any
additional intensity metrics that are appropriate to your business operations.
Intensity figure
0.00000104
Metric numerator (Gross global combined Scope 1 and 2 emissions, metric tons CO2e)
3386613
Metric denominatormetric ton of product
Metric denominator: Unit total
3246057
Scope 2 figure used
Market-based% change from previous year
1.2
Direction of change
Decreased
Reason for change
The Bridgestone Group is working to minimize its CO2 emissions by maximizing energy efficiency and expanding its use of renewable energy at manufacturing and otherfacilities. In 2021, BSEMIA completes the transition of electricity use to 100% renewable energy at all tire plants producing new tires in Europe. Additionally, the Group has
switched all electricity used to renewable energy sources at its four plants in Japan (Hikone, Shimonoseki, Tosu, and Kitakyushu), two plants in China (Tianjin and Wuxi)
and its plant in Bari, Italy. The Chonburi plant in Thailand installed 2,160 photovoltaic panels on its roof and started supplying 1MW of solar power in 2021.

C7. Emissions breakdowns

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

C7.2

CDP

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

Scope 1 emissions (metric tons CO2e)

United States of America

333556

Canada21018

Mexico104652

Costa Rica

12271

Argentina

19946

Brazil72288

France0Belgium

3854

Spain

51116

Poland

15774

Italy

30287

Hungary13145

United Kingdom of Great Britain and Northern Ireland

403

Turkey52008

South Africa

34312

Liberia

9738

Thailand

256272Indonesia

82287

Taiwan, China

6932

India

16032

Australia

62

Malaysia

46

Philippines

0

Viet Nam

4717

China

59854

Japan

513127

Russian Federation

8511

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

C7.3a(C7.3a) Break down your total gross global Scope 1 emissions by business division.
Business division

Scope 1 emissions (metric ton CO2e)Tire

1638162

Others

84048

C7.5

CDP

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

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)

United States of America

489755419092

Canada

15905

15905

Mexico

56685

56809

Costa Rica

331

331

Argentina

14771

14771

Brazil

27377

27377

France1357

1169

Belgium

2042

2146

Spain

40935

0

Poland165371

27672

Italy

1708

0

Hungary17653

0

United Kingdom of Great Britain and Northern Ireland

215

0Turkey

83406

60058

South Africa

45018

45018

Liberia00Thailand

212124209135Indonesia

71889

71889

Taiwan, China

28726

28726

India

91700

82980

Australia

4305

4305

Malaysia

557

557

Philippines

3181

3181

Viet Nam

17887

17887

China

261477234361

Japan

396641

329883

Russian Federation

11152

11152

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

C7.6a(C7.6a) Break down your total gross global Scope 2 emissions by business division.
Business division

Scope 2, location-based (metric tons CO2e)

Scope 2, market-based (metric tons CO2e)Tires

18642861485454

Others197880178949

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

C7.9a

CDP

(C7.9a) Identify the reasons for any change in your gross global emissions (Scope 1 and 2 combined), and for each of them specify how your emissions compare
to the previous year.
Change in Direction Emissions
Please explain calculation
emissions of change value(metric(percentage)
tons
CO2e)
Change in46913
renewableenergyconsumption

Decreased 1.5

In 2021, BSEMIA completes the transition of electricity use to 100% renewable energy at all tire plants producing new tires in Europe. Additionally, the Group
has switched all electricity used to renewable energy sources at its four plants in Japan (Hikone, Shimonoseki, Tosu, and Kitakyushu), two plants in China(Tianjin and Wuxi) and its plant in Bari, Italy. The Chonburi plant in Thailand installed 2,160 photovoltaic panels on its roof and started supplying 1MW of solar
power in 2021. This results in a total reduction of 46,913 tons of CO2 from 2020. Therefore, the same amount which is equivalent to 1.5% was reduced from2020. (-46,913 / 3,162,390) * 100 = -1.5% *Previous year(2020) Scope 1 + 2 emission was 3,162,390 tCO2e

Otheremissions
reduction
activities

Decreased 11.1

We are continuously developing the ability of the personnel to recognize and implement energy-saving opportunities. In Milestone 2030, we aim to improve ourenergy efficiency by 0.5% per year. We reduced 351,890 tonnes as a result of energy-saving activities in 2021. Since Scope 1 and 2 emissions were
3,162,390 tonnes the previous year, that represents a 11.1% reduction from 2020. (-351,890 / 3,162,390) * 100 = -11.1% *Previous year(2020) Scope 1 + 2
emission was 3,162,390 tCO2e351890

Divestment<Not
Applicable>

Acquisitions<Not
Applicable>

Mergers<Not
Applicable>

Change in
output635620

Increased 20.1

In 2020, due to the impact of COVID-19, the production volume decreased by 902 thousand tonnes from the previous year, and in 2021 that production
increased by 462 thousand tonnes from the previous year. Therefore, the associated Scope 1 and 2 emissions increased by 635,620 tonnes in 2021.
(+635,620 / 3,162,390) * 100 = +20.1% *Previous year(2020) Scope 1 + 2 emission was 3,162,390 tCO2e

Change in74899
methodology

Decreased 2.4

Electricity emission factors was updated to the latest figures. The values on the left was difference between Scope1 + 2(Market-based) emission in 2021 withthe latest electricity emission factors and that with the factors of previous year. (-74,899 / 3,162,390) * 100 = -2.4% *Introduction of renewable electricity in 6
plants written in the first column was excluded from this calculation *Previous year(2020) Scope 1 + 2 emission was 3,162,390 tCO2e

Change inboundary<Not
Applicable>

Change inphysicaloperatingconditions<Not
Applicable>

Unidentified<Not
Applicable
>

Other

62386

Increased 2

Due to changes in the composition of energy sources, impacts of located production variation, etc. (+62,386 / 3,162,390) * 100 = +2.0% *Previous year(2020)
Scope 1 + 2 emission was 3,162,390 tCO2e

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

C8. Energy

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

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

Yes

Consumption of purchased or acquired electricity

Yes

Consumption of purchased or acquired heat

No

Consumption of purchased or acquired steam

Yes

Consumption of purchased or acquired cooling

No

Generation of electricity, heat, steam, or cooling

Yes

C8.2a
CDP

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

Total (renewable and non-renewable) MWh

Consumption of fuel (excluding feedstock)

Heating value

LHV (lower heating value) 27996

MWh from renewable sources

68241406852136

Consumption of purchased or acquired electricity<Not Applicable>

72037339339944654366

Consumption of purchased or acquired heat

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

Consumption of purchased or acquired steam<Not Applicable>

0346671

346671

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

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

42419<Not Applicable>

42419

Total energy consumption<Not Applicable>

79078711104804

11895592

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

Yes

Consumption of fuel for the generation of heat

Yes

Consumption of fuel for the generation of steam

Yes

Consumption of fuel for the generation of coolingNo

Consumption of fuel for co-generation or tri-generation

Yes

C8.2c
(C8.2c) State how much fuel in MWh your organization has consumed (excluding feedstocks) by fuel type.
Sustainable biomass
Heating value
LHV
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam0
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment
Other biomass
Heating value
LHV
Total fuel MWh consumed by the organization
27996
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam
27996
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment

CDP

Other renewable fuels (e.g. renewable hydrogen)Heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam0
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment
Coal
Heating value
LHV
Total fuel MWh consumed by the organization
100236
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam
100236
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment
Oil
Heating value
Total fuel MWh consumed by the organization
725247
MWh fuel consumed for self-generation of electricity
191860
MWh fuel consumed for self-generation of heat
354637
MWh fuel consumed for self-generation of steam
178750
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment

CDP

Gas
Heating value
Total fuel MWh consumed by the organization
5998658
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat
1029011
MWh fuel consumed for self-generation of steam
3562627
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
1407020
Comment
Other non-renewable fuels (e.g. non-renewable hydrogen)Heating value
Total fuel MWh consumed by the organization0
MWh fuel consumed for self-generation of electricity0
MWh fuel consumed for self-generation of heat0
MWh fuel consumed for self-generation of steam0
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
0
Comment
Total fuelHeating value
Total fuel MWh consumed by the organization
6852136
MWh fuel consumed for self-generation of electricity
191860
MWh fuel consumed for self-generation of heat
1383648
MWh fuel consumed for self-generation of steam
3869609
MWh fuel consumed for self-generation of cooling<Not Applicable>
MWh fuel consumed for self- cogeneration or self-trigeneration
1407020
Comment

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

Generation that is consumed by theorganization (MWh)Gross generation from renewable sources Generation from renewable sources that is consumed by the(MWh)organization (MWh)Electricity 726936

726936

42419

42419

Heat

11185581118558

0

0

Steam

36831723683172

22219

22219

Cooling

0

0

0

0

C8.2e

CDP

(C8.2e) Provide details on the electricity, heat, steam, and/or cooling amounts that were accounted for at a zero or near-zero emission factor in the market-based
Scope 2 figure reported in C6.3.
Sourcing method
Purchase from an on-site installation owned by a third party
Energy carrier
Electricity
Low-carbon technology typeSolar
Country/area of low-carbon energy consumption
India
Tracking instrument used
Contract
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)5017
Country/area of origin (generation) of the low-carbon energy or energy attribute
India
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2019
Comment
Sourcing method
Purchase from an on-site installation owned by a third party
Energy carrier
Electricity
Low-carbon technology typeSolar
Country/area of low-carbon energy consumption
China
Tracking instrument used
Contract
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)2959Country/area of origin (generation) of the low-carbon energy or energy attribute
China
Commissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2018
Comment
Sourcing method
Purchase from an on-site installation owned by a third party
Energy carrier
Electricity
Low-carbon technology typeSolar
Country/area of low-carbon energy consumption
ThailandTracking instrument used
Contract
Low-carbon energy consumed via selected sourcing method in the reporting year (MWh)410
Country/area of origin (generation) of the low-carbon energy or energy attribute
ThailandCommissioning year of the energy generation facility (e.g. date of first commercial operation or repowering)
2021
Comment

C8.2g(C8.2g) Provide a breakdown of your non-fuel energy consumption by country.
Country/area
United States of America

CDP

Consumption of electricity (MWh)1283386
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1283386
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
CanadaConsumption of electricity (MWh)123198Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
123198Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
MexicoConsumption of electricity (MWh)142712
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
142712Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Costa Rica
Consumption of electricity (MWh)56095
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
56095
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Argentina
Consumption of electricity (MWh)51431
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
51431
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
BrazilConsumption of electricity (MWh)262990Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
262990Is this consumption excluded from your RE100 commitment?
<Not Applicable>

CDPCountry/area
FranceConsumption of electricity (MWh)3516
Consumption of heat, steam, and cooling (MWh)5412
Total non-fuel energy consumption (MWh) [Auto-calculated]8928
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Belgium
Consumption of electricity (MWh)12394
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
12394
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Spain
Consumption of electricity (MWh)206428Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
206428Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
PolandConsumption of electricity (MWh)213790Consumption of heat, steam, and cooling (MWh)107829Total non-fuel energy consumption (MWh) [Auto-calculated]
321619Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Italy
Consumption of electricity (MWh)5992
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
5992
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Hungary
Consumption of electricity (MWh)77697
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
77697
Is this consumption excluded from your RE100 commitment?

CDP

<Not Applicable>
Country/area
United Kingdom of Great Britain and Northern Ireland
Consumption of electricity (MWh)1031
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
1031
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
TurkeyConsumption of electricity (MWh)193478Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
193478Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
South Africa
Consumption of electricity (MWh)48308
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
48308
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Liberia
Consumption of electricity (MWh)38897
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
38897
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
ThailandConsumption of electricity (MWh)451176
Consumption of heat, steam, and cooling (MWh)86417
Total non-fuel energy consumption (MWh) [Auto-calculated]
537593Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/areaIndonesia
Consumption of electricity (MWh)94379
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]

CDP94379Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Taiwan, China
Consumption of electricity (MWh)38870
Consumption of heat, steam, and cooling (MWh)33314
Total non-fuel energy consumption (MWh) [Auto-calculated]
72184
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
India
Consumption of electricity (MWh)126937
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
126937Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Australia
Consumption of electricity (MWh)6285
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
6285
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Malaysia
Consumption of electricity (MWh)841
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]841
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Philippines
Consumption of electricity (MWh)4734
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
4734
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Viet Nam
Consumption of electricity (MWh)27570
Consumption of heat, steam, and cooling (MWh)CDP

0Total non-fuel energy consumption (MWh) [Auto-calculated]
27570
Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
China
Consumption of electricity (MWh)379573
Consumption of heat, steam, and cooling (MWh)113698
Total non-fuel energy consumption (MWh) [Auto-calculated]
493271Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/areaJapan
Consumption of electricity (MWh)815257
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
815257Is this consumption excluded from your RE100 commitment?
<Not Applicable>
Country/area
Russian Federation
Consumption of electricity (MWh)29819
Consumption of heat, steam, and cooling (MWh)0Total non-fuel energy consumption (MWh) [Auto-calculated]
29819
Is this consumption excluded from your RE100 commitment?
<Not Applicable>

C9. Additional metrics

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

C10. Verification

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

Third-party verification or assurance process in place

Scope 2 (location-based or market-based)

Third-party verification or assurance process in place

Scope 3

Third-party verification or assurance process in place

C10.1aCDP

(C10.1a) Provide further details of the verification/assurance undertaken for your Scope 1 emissions, and attach the relevant statements.
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Limited assurance
Attach the statement
Independent Assurance Statement for Bridgestone 2021.pdf
Page/ section reference
Please refer to the page 2 for the actual value
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.1b
(C10.1b) Provide further details of the verification/assurance undertaken for your Scope 2 emissions and attach the relevant statements.
Scope 2 approach
Scope 2 location-based
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Limited assurance
Attach the statement
Independent Assurance Statement for Bridgestone 2021.pdf
Page/ section reference
Please refer to the page 2 for the actual value
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100
Scope 2 approach
Scope 2 market-based
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Limited assurance
Attach the statement
Independent Assurance Statement for Bridgestone 2021.pdf
Page/ section reference
Please refer to the page 2 for the actual value
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

C10.1cCDP

(C10.1c) Provide further details of the verification/assurance undertaken for your Scope 3 emissions and attach the relevant statements.
Scope 3 category
Scope 3: Purchased goods and services
Scope 3: Capital goods
Scope 3: Fuel and energy-related activities (not included in Scopes 1 or 2)
Scope 3: Upstream transportation and distribution
Scope 3: Waste generated in operations
Scope 3: Business travel
Scope 3: Employee commuting
Scope 3: Downstream transportation and distribution
Scope 3: Processing of sold products
Scope 3: Use of sold products
Scope 3: End-of-life treatment of sold products
Scope 3: Franchises
Verification or assurance cycle in place
Annual process
Status in the current reporting year
Complete
Type of verification or assurance
Limited assurance
Attach the statement
Independent Assurance Statement for Bridgestone 2021.pdf
Page/section reference
It is listed on the page 2 and 3 of the assurance statement.
Relevant standard
ISO14064-3
Proportion of reported emissions verified (%)
100

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

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

Verification Please explain
standard

C8. Energy

EnergyISAE 3000
consumption

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

C11. Carbon pricing

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

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

C11.1b

CDP

(C11.1b) Complete the following table for each of the emissions trading schemes you are regulated by.
EU ETS% of Scope 1 emissions covered by the ETS
6% of Scope 2 emissions covered by the ETS
0Period start date
January 1 2021
Period end date
December 31 2021
Allowances allocated17425
Allowances purchased
0
Verified Scope 1 emissions in metric tons CO2e
103238
Verified Scope 2 emissions in metric tons CO2e0
Details of ownership
Facilities we own and operate
Comment

C11.1c(C11.1c) Complete the following table for each of the tax systems you are regulated by.
Japan carbon tax
Period start date
January 1 2021
Period end date
December 31 2021
% of total Scope 1 emissions covered by tax
29.8
Total cost of tax paid
148293675
Comment% of emission covered by tax was calculated by Scope1 emission in Japan divided by global Scope1 emission. And total cost of tax paid was calculated by Scope1
emission in Japan multiplied Japan Carbon tax rate (289yen/tCO2e) *In addition, the carbon tax is indirectly affect electricity price in the Scope 2.

C11.1d(C11.1d) What is your strategy for complying with the systems you are regulated by or anticipate being regulated by?
As a strategy to comply with the EU ETS, the Japanese carbon tax and other regulated carbon pricing systems, Bridgestone aims to minimize the additional cost of CO2
emissions and achieve the Milestone 2030 "Reduce our absolute CO2 emissions (Scope 1 and 2) by 50% by 2030 (versus 2011)", by actively and steadily promoting the
reduction of CO2 emissions on a global basis.
To this end, we are promoting CO2 reduction through approaches Energy saving, Renewable energy introduction, and Enlightenment activities to raise employees’
environmental awareness.
Typical energy saving initiatives are introduction of highly efficient equipment. As example in 2018, Bridgestone’s Turkish affiliate Brisa Bridgestone Sabancı Lastik Sanayi ve
Ticaret A.Ş.(BRISA) established a new manufacturing facility for radial tires in Aksaray Province, Turkey with investment which amounted to 300 million USD. This new plantachieved 30% energy saving and contributes to our manufacturing with less CO2 emission. We also promote the introduction of renewable energy, and complete thetransition of electricity use to 100% renewable energy at all tire plants producing new tires in Europe in 2021. Additionally, the Group has switched all electricity used torenewable energy sources at its four plants in Japan (Hikone, Shimonoseki, Tosu, and Kitakyushu), two plants in China (Tianjin and Wuxi) and its plant in Bari, Italy. The
Chonburi plant in Thailand installed 2,160 photovoltaic panels on its roof and started supplying 1MW of solar power. As a result of these renewable energy introductions, wereduced CO2 emissions by 46,913 tonnes in 2021 compared to BAU case.
In addition, as part of our efforts to raise the environmental awareness of our employees, we provide not only on-site training but also continuing education using e-leaning.

C11.2(C11.2) Has your organization originated or purchased any project-based carbon credits within the reporting period?
No

CDP

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

C11.3a(C11.3a) Provide details of how your organization uses an internal price on carbon.
Objective for implementing an internal carbon price
Drive energy efficiency
Drive low-carbon investment
GHG Scope
Scope 1
Scope 2
Scope 3
Application
Applied to decisions of investment for equipment
Actual price(s) used (Currency /metric ton)
11200
Variance of price(s) used
If the actual price is available in each regional system, the price is applied preferentially. If not, the price above is utilized commonly inside company as a guide andreviewed once a year.
Type of internal carbon priceShadow priceImpact & implication
Because the proportion of Bridgestone’s CO2 emissions that are subject to EU-ETS with high carbon pricing is small (6.0% in 2021), we have introduced internal carbon
pricing for CO₂ reduction since 2011. By utilizing internal carbon pricing, the impact of CO₂ reduction/increase is taken into account as a factor in investment decision, andis intended to promote investment toward carbon neutrality. Carbon price of CO2 emission cost is set accordingly considering business characteristics and regionalsituations of each business unit, however the common default value for reference is updated once a year. When it is expected that the CO2 emission impact from theinvestment will be large, the business unit will calculate the investment payback period including the CO2 emission cost due to carbon pricing, and use it as the basis formaking decision on investment profitability. Common internal carbon price is set accordingly considering market price of CO2 emission cost such as EU-ETS and otherfactors, and reviewed once a year. In 2022, the price was updated to $100* per tonne of CO2 and the scope of application was extended to investment related to Scope 3.
Internal carbon pricing is embedded in the standard process of evaluation of profitability on investment. Quantitative changes in CO2 emissions by the investment arecalculated and the impact of CO2 emission cost based on internal carbon price is included in the calculation of payback period and it is used as the basis for making
decision on investment. The internal carbon pricing has been applied to a variety of investment such as introduction of energy-efficient equipment, self-generation system by
renewable energy for CO2 reduction, etc. * The 11,200 yen reported in the "Actual price(s) used" above is the $100 multiplied by 112 yen/$, which is the exchange rate
forecast for the fiscal year 2022 in the Consolidated Financial Statements for Q1 2022 (issued on May 11, 2022).

C12. Engagement

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

C12.1aCDP

(C12.1a) Provide details of your climate-related supplier engagement strategy.
Type of engagement
Engagement & incentivization (changing supplier behavior)
Details of engagement
Run an engagement campaign to educate suppliers about climate change
Other, please specify (Engaging suppliers to take the third party assessment on sustainability including environment/climate change related aspect)% of suppliers by number
62% total procurement spend (direct and indirect)% of supplier-related Scope 3 emissions as reported in C6.5
100
Rationale for the coverage of your engagement
Coverage: All Tier 1 tire material suppliers. Tier 1 suppliers indicate suppliers that supply materials directly to the Bridgestone Group. Rationale for the coverage: The Tier 1
tire material suppliers are subject to our engagement and third party assessment because of their relatively large size and frequency of our purchases.
Impact of engagement, including measures of success
The Global Sustainable Procurement policy defines the four major areas impacted throughout Bridgestone’s supply chain: “Transparency”, “Compliance”, “QCD
(Quality/Cost/Delivery) and Innovation”, “Sustainable Procurement Practices” incorporating environmentally responsible procurement including measures for climatechange, reduction of GHG emission as well as the use of energy. Through a partnership with EcoVadis, risk and performance ratings for global supply chains, Bridgestone
conducts assessing suppliers’ current sustainability practices, as well as the possible support needed to improve performance. In order to assess the increased awarenessand sustainability practices of the procurement policies by suppliers through these activities, we have asked our suppliers to undergo an evaluation by EcoVadis. We have
set the following KPI as one of measures of success: 95% or more of its spend basis for the Group’s Tier 1 tire material suppliers will have completed an EcoVadis
enhanced ESG risk assessment by the end of 2023. We conduct sustainable procurement seminars in all business regions for certain suppliers based on the sustainableprocurement policy and the results of their ESG risk assessments, to help support their efforts to complete the EcoVadis assessment and improve ESG activities. In 2021,
148 suppliers, consisting primarily of important suppliers for Bridgestone’s global business and its business in Japan, were invited to the annual online conference in Japan.
Owning to our educational activities for the suppliers, as of March 31st 2022, 95% of the Group’s Tier 1 tire material suppliers completed the third-party assessment with
EcoVadis. This activity could be an opportunity for suppliers to confirm and improve their actions for preventing climate change further.
Comment

C12.1d(C12.1d) Give details of your climate-related engagement strategy with other partners in the value chain.

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

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

C12.2aCDP

(C12.2a) Provide details of the climate-related requirements that suppliers have to meet as part of your organization’s purchasing process and the compliancemechanisms in place.
Climate-related requirement
Climate-related disclosure through a non-public platform
Description of this climate related requirement
To better understand the strengths and vulnerabilities of suppliers, the Group worked with EcoVadis to conduct enhanced environmental, social and governance (ESG) risk
assessments of the Group's new and existing major, Tier 1 tire material suppliers. Consistent with the sustainable procurement policy, the ESG issues assessed include
energy consumption, water, biodiversity, pollution, waste, customer safety, industrial safety, labor practices, human rights, corruption, bribery, fraud, money laundering, andsustainable procurement. The Bridgestone Group’s goal is to increase EcoVadis assessments from 95% as of March 2022 to 95% or more of its spend basis for theGroup’s direct material suppliers by 2023.
% suppliers by procurement spend that have to comply with this climate-related requirement100% suppliers by procurement spend in compliance with this climate-related requirement
95
Mechanisms for monitoring compliance with this climate-related requirement
Supplier self-assessment
Supplier scorecard or rating
Response to supplier non-compliance with this climate-related requirement
Retain and engage

C12.3(C12.3) Does your organization engage in activities that could either directly or indirectly influence policy, law, or regulation that may impact the climate?
Row 1
Direct or indirect engagement that could influence policy, law, or regulation that may impact the climate
Yes, we engage indirectly through trade associations
Does your organization have a public commitment or position statement to conduct your engagement activities in line with the goals of the Paris Agreement?
Yes
Attach commitment or position statement(s)Bridgestone Environmental Policy.pdf
Describe the process(es) your organization has in place to ensure that your engagement activities are consistent with your overall climate change strategy
The Bridgestone Group is promoting co-creation with stakeholders by encouraging open innovation in technology, business models and design, and combining
technologies in various fields. For climate change action, the Group is also working with other organizations and businesses to accelerate carbon neutral initiatives.
Primary reason for not engaging in activities that could directly or indirectly influence policy, law, or regulation that may impact the climate<Not Applicable>
Explain why your organization does not engage in activities that could directly or indirectly influence policy, law, or regulation that may impact the climate<Not Applicable>

C12.3b

CDP

(C12.3b) Provide details of the trade associations your organization engages with which are likely to take a position on any policy, law or regulation that may
impact the climate.
Trade association
Other, please specify (Japan Climate Change Initiative (JCI))Is your organization’s position on climate change consistent with theirs?
Consistent
Has your organization influenced, or is your organization attempting to influence their position?
We publicly promote their current position
State the trade association’s position on climate change, explain where your organization’s position differs, and how you are attempting to influence theirposition (if applicable)
The JCI, as non-state actors such as companies and local governments, pledge to stand at the forefront of global challenges in order to realize the decarbonized society
envisioned by the Paris Agreement . In April 2021, Bridgestone endorsed a message by JCI calling for the government of Japan to set ambitious greenhouse gas emission
reduction targets to realize the goals of the Paris Agreement. The message, which calls for a 2030 reduction target of "going beyond 45% - aiming for a 50% emission
reduction", was delivered as an open letter to Japan’s Prime Minister, Foreign Minister, Minister of Economy, Trade and Industry, and Minister of the Environment, andpublished by various media outlets.
Funding figure your organization provided to this trade association in the reporting year, if applicable (currency as selected in C0.4) (optional)
Describe the aim of your organization’s funding<Not Applicable>
Have you evaluated whether your organization’s engagement with this trade association is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Trade association
Other, please specify (The Japan Rubber Manufacturers Association (JRMA))Is your organization’s position on climate change consistent with theirs?
Consistent
Has your organization influenced, or is your organization attempting to influence their position?
We publicly promote their current position
State the trade association’s position on climate change, explain where your organization’s position differs, and how you are attempting to influence theirposition (if applicable)
JRMA has been set as a trade association’s target for 2030 in line with the national policy calling for the ongoing reduction of CO2. Based on the targets of industry groups
including JRMA, Japan’s reduction targets submitted to COP21 were drawn up. Every year, they give a follow-up report on the reduction status to the government andsteadily promoted activities to reduce the emission. According to the follow-up report which they issued in January 2022 , their CO2 emission intensity in 2020 was 93.9% vs2005. At the Environmental Committee, Bridgestone leads industry activities and summarizes the opinions as the chairperson.
Funding figure your organization provided to this trade association in the reporting year, if applicable (currency as selected in C0.4) (optional)
Describe the aim of your organization’s funding<Not Applicable>
Have you evaluated whether your organization’s engagement with this trade association is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned
Trade association
Other, please specify (The Japan Automobile Tyre Manufacturers Association, Inc. (JATMA))
Is your organization’s position on climate change consistent with theirs?
Consistent
Has your organization influenced, or is your organization attempting to influence their position?
We publicly promote their current position
State the trade association’s position on climate change, explain where your organization’s position differs, and how you are attempting to influence theirposition (if applicable)
JATMA is one of the major tire industry associations in the world, and has established the Tire Labelling System in 2010, and has been contributing to increase the ratio of“Fuel Efficient Tires" in the market. (In the lifecycle of tire, CO2 emission in usage stage consists of more than 80%) In 2015, JATMA compiled and announced the benefitsof CO2 emission reduction through reduced rolling resistance of passenger car tires from 2006 to 2012. In 2022, JATMA issued a report on the contribution of rolling
resistance coefficient (RRC) of tires for CO2 reduction. According to the report, CO2 emission per tire has been reduced by 15.9% in 2020 , compared to 2006. Our
employees have participated in various committees and presented our opinions. At the Environmental Committee, Bridgestone leads industry activities and summarizes theopinions as the chairperson.
Funding figure your organization provided to this trade association in the reporting year, if applicable (currency as selected in C0.4) (optional)
Describe the aim of your organization’s funding<Not Applicable>
Have you evaluated whether your organization’s engagement with this trade association is aligned with the goals of the Paris Agreement?
Yes, we have evaluated, and it is aligned

C12.4

CDP

(C12.4) Have you published information about your organization’s response to climate change and GHG emissions performance for this reporting year in places
other than in your CDP response? If so, please attach the publication(s).
Publication
In mainstream reports
StatusComplete
Attach the document
Annual Securities Report_2021 (Japanese).pdf
Page/Section reference
Bridgestone's Annual Securities Report is issued in Japanese as required by the Financial Instruments and Exchange Act. Governance: page 46 Strategy: page 12-13
Risks & opportunities: page 14 and 16 Emission target: page 13
Content elements
Governance
Strategy
Risks & opportunities
Emission targets
Comment
Bridgestone publishes the English version of its Annual Securities Report below: https://www.bridgestone.com/ir/library/securities_report/

C15. Biodiversity

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

Scope ofboardlevel
oversight

The highest-level committee associated with the Bridgestone Group global business execution is the Global Executive Committee (Global EXCO). Members of the Global EXCO are <Notnominated from full-time corporate officers by the Global CEO/Joint Global COO. Reporting to the Global EXCO, Bridgestone has the Global Sustainability Committee (GSC) that is Applicabl
led by the Joint Global COO and comprised of executive officers and professionals responsible for Sustainability and representatives of SBUs and functions. Sustainability is lede>holistically and globally by the GSC with working groups of cross-functional, cross-regional leaders responsible for operationalizing the Bridgestone Group’s sustainability
framework. Under the GSC, Bridgestone has 7 working groups. Each working group comprised of members from corresponding functions or related areas in each SBU and reportto the GSC. Among the 7-working groups, the “Environment Working Group” summarize and report results related to biodiversity, and proposes strategies to the GSC, taking into
account the latest social trends that might represent environmental risks/opportunities. Then, the GSC reports to the Global EXCO for decision making on important issues. Under
this structure, the Global EXCO receives quarterly reports from the GSC on plans and progress in addressing climate-related issues and the Global CEO makes decisions on key
biodiversity issues with Global EXCO members. Situation and progress of mid-term strategy related to CSR and sustainability are reported quarterly.

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

Biodiversity-related public commitments

Initiatives endorsed

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

C15.3(C15.3) Does your organization assess the impact of its value chain on biodiversity?

Row 1

CDP

Does your organization assess the impact of its value chain on biodiversity?

Portfolio

Yes, we assess impacts on biodiversity in both our upstream and downstream value chain<Not Applicable>

C15.4(C15.4) What actions has your organization taken in the reporting year to progress your biodiversity-related commitments?
Have you taken any actions in the reporting period to progress your biodiversity-related commitments?
Row 1 Yes, we are taking actions to progress our biodiversity-related commitments

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

C15.5(C15.5) Does your organization use biodiversity indicators to monitor performance across its activities?

Row 1

Does your organization use indicators to monitor biodiversity performance?

Indicators used to monitor biodiversity performance

Yes, we use indicators

Pressure indicators
Response indicators

C15.6(C15.6) Have you published information about your organization’s response to biodiversity-related issues for this reporting year in places other than in your CDP
response? If so, please attach the publication(s).
Report typeContent elements

Attach the document and indicate where in the document the relevant biodiversity information is
locatedIn voluntary sustainability report or other voluntarycommunications

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

2022 Integrated Report.pdf (page: 51-52, 74-76, 91-93) Global Sustainable Procurement
Policy_V2.0.pdf (page: 20-22)
2022 Integrated Report.pdf
Global Sustainable Procurement Policy_V2.0.pdf

C16. Signoff

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

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

Row 1

CDP

Job title

Corresponding job category

Joint Global COO

Chief Operating Officer (COO)