The Bridgestone Group is committed to the global realization of a sustainable society. By evolving into a sustainable solutions company and through all its corporate activities, the Group is taking steps to positively impact
the journeys of its customers and society at-large.
Shojiro Ishibashi, founder of the Bridgestone Group, believed a business that contributes to society will be forever profitable. This belief directly links to the concept of sustainability. As the current business environment
and society’s and customers’ needs rapidly change, this belief is becoming more important than ever.
Serving society with superior quality. This statement was formalized as the Bridgestone Group’s mission in 1968 based on the philosophy of its founder, and has remained unchanged throughout the Group’s history. Introduced in
2017, “Our Way to Serve” is the compass for employees at all levels of the Bridgestone Group’s worldwide organization, as they incorporate the Group’s mission into their everyday responsibilities. The Group’s mission and
“Our Way to Serve,” together with the Sustainability Framework, articulate the Group’s approach to sustainability, and are guiding principles as it strives to achieve sustainable growth with society, customers and partners
by creating social and customer value.
“Our Way to Serve”
In 2017, the Bridgestone Group redefined its global corporate social responsibility (CSR) commitment, “Our Way to Serve.” This commitment is closely linked to the Group’s mission of “Serving Society with Superior Quality” and
reflects the recognition that the best companies not only perform for their shareholders, but also contribute to a better world.
“Our Way to Serve” inspires employees of the Bridgestone Group to continue to do great work by doing good for the world. It serves as a compass, organizing the Group’s efforts under the three Priority Areas of Mobility, People
and Environment. Along with these Priority Areas, the Group continues to strengthen its governance and compliance and exhibits the behaviors expected of any responsible company through its Management Fundamentals. The Management
Fundamentals exemplify the Group’s commitment to leadership in the six major areas of Compliance and Fair Competition, Business Continuity (BCP) and Risk Management, Human Rights and Labor Practices, Safety and Industrial
Hygiene, Procurement, and Quality and Customer Value.
“Our” refers to the individual leaders and employees at all levels of Bridgestone’s worldwide organization, while “Serve” means all team members incorporating the Priority Areas and Management Fundamentals into their consciousness
and plans as they work, fulfill their roles, and go about their everyday duties.
Through “Our Way to Serve”, the Bridgestone Group leverages its strengths and competencies, which include thousands of teammates worldwide, a global network, industry leadership and a history of innovation, to improve the way
people move, live, work and play.
To realize its vision and the Mid-Long Term Business Strategy, the Group continues to prioritize “Our Way to Serve” in all that it does. Guided by “Our Way to Serve”, the Group is integrating sustainability into its culture,
business strategy and operations. A recent employee survey showed that 97% of those who responded are aware of “Our Way to Serve.”*1
16,675 teammates responded to the online survey. (Respondents are those teammates who have email addresses and most are managers and staff.)
Areas in which the Bridgestone Group can utilize its strengths and competencies to generate common value (value for both customers and society) through innovation and cutting-edge technology.
Areas for measures essential for a responsible corporation, such as compliance with ISO26000, and adherence to basic rules and social norms.
Contributing to the SDGs to solve global challenges
The United Nations Sustainable Development Goals (SDGs) outlines a global agenda to tackle the world’s most pressing social, environmental and economic challenges by 2030 to realize a sustainable society. As society continues
to transform itself in pursuit of these common global goals, the Group will further its contributions to society as a sustainable company in line with the SDGs. It will leverage its strengths and competencies to help address
the challenges facing the world.
The COVID-19 pandemic exposed the vulnerability of society and forced everyone to reconsider almost every aspect of daily life. It reminds people of the challenges to achieving the SDGs, and also represents a turning point
in the transformation of society to achieve the SDGs by 2030.
Striving toward living well within planetary boundaries, the Group contributes to the achievement of 13 of the 17 SDGs through all corporate activities and across its entire value chain, focusing on the three Priority Areas
of “Our Way to Serve”: Mobility, People and Environment.
Major contributions of the Bridgestone Group
Offer tire safety checks and education around the world (3.6)
Support the provision of health services and health check-ups for communities (3.8)
Provide school facilities to children with limited educational opportunities and vocational training programs (4.1, 4.4, 4.5)
Promote diversity and inclusion in line with the Group’s Global Human Rights Policy (5.5)
Execute water stewardship plan, reducing water withdrawal per unit at manufacturing facilities (6.4)
Enhance renewable electricity ratio (7.2)
Introduce lower rolling resistance tires for better fuel economy (7.3)
Improve energy efficiency in manufacturing processes (7.3)
Execute Code of Conduct that covers a broad range of ethics and compliance topics, including anti-corruption and anti-bribery (16.5)
Promote open innovation to address social issues (17.6)
The SDGs identified by the Group are also aligned with the Tire Sector SDG Roadmap developed by the World Business Council for Sustainable Development’s (WBCSD) Tire Industry Project (TIP). The Roadmap offers a framework for action that outlines impactful pathways for the entire sector to contribute to
the ambitions of SDGs. It also aims to guide, inform and support decision-making along the value chain, encourage stakeholder dialogue and inspire action-oriented initiatives among industry peers and beyond. As co-chair
of the TIP Working Group, the Bridgestone Group was an active contributor to the development of the Roadmap and participated in the consultation process with a range of global stakeholders from industry associations, NGOs
and subject matter experts.
In 2020, the Group identified a new vision of “Toward 2050, Bridgestone continues to provide social value and customer value as a sustainable solutions company.” As a result, the Group’s Mid-Long Term Business Strategy places
sustainability at its core.
To understand where it can impact society and customers through its business and value co-creation with partners, the Group introduced its Sustainability Framework that explains how it will become a sustainable solutions company.
The Sustainability Framework identifies the main themes and activities of focus over the coming years.
The area in the red arrow extending to the left, Sustainability Business, indicates the Group’s intention to promote and expand its business models to develop the competitive advantage detailed in its Mid-Long Term Business
Strategy. This includes continued efforts to advance the tire and rubber, solutions and recycle businesses, and to contribute to a circular economy and carbon neutrality across the Group. In doing so, the Group will create
social and customer value.
The second layer, Build trust to propagate value co-creation, represents the importance of fostering trust with customers and partners. These relationships establish the Group as a preferred partner to co-create innovations
that will contribute to its Mid-Long Term Business Strategy. The wider and deeper this trust, the greater the opportunities for the Sustainability Business that provides social and customer value.
Finally, the third layer, Management Fundamentals for value creation, reminds the Bridgestone Group of the indispensable foundation of corporate governance and Management Fundamentals as it accelerates its sustainability journey.
These efforts go beyond risk avoidance to finding innovative ways to transform risk to opportunity.
Process of prioritizing sustainability focus items
To develop the Sustainability Framework, the Group conducted a materiality assessment in 2020, gathering input from internal and external stakeholders via surveys and interviews, which provided the Group a comprehensive look
at material issues to clarify social expectations and sustainability priority items. Based on the assessment, the Group identified the following 26 material issues.
Product and solutions
・Circular economy and end-of-life tires
・Operational waste and hazardous substances
・Community engagement and support
・Local jobs and infrastructure
・Road safety and consumer education
・Social supply chain and human rights
・Attracting, developing and retaining talent
・Diverse and inclusive culture
・Safety, health and wellness
・Natural rubber and materials
・Product impact and efficiency
・Product safety, quality and reliability
・Product and solution innovation
・Ethics and compliance
・Global uncertainty and business resilience
・Government relations and public policy
・Technology and cybersecurity
The Group categorized these material issues into following focus items based on the Sustainability Framework to align them with the Group’s broader business strategy and business needs. To operationalize the Sustainability
Framework, the Group is developing the targets, KPIs and metrics it needs to track.
The three icons in the table represent the connection with its three Priority Areas of Mobility, People and Environment outlined in “Our Way to Serve.” Of course, as a dynamic document, this sustainability approach will continue
to evolve while the Sustainability Framework remains constant.
Integrating sustainability across the Bridgestone Group
The Bridgestone Group continues to integrate sustainability culturally, strategically and operationally across the organization as part of its Mid-Long Term Business Strategy.
The Group incorporates its Sustainability Framework and “Our Way to Serve” into its business, values and brand every day to ensure that it becomes an integral part of teammates’ lives, in all that they do.
With sustainability as its core, the Group is working toward its Mid-Long Term Business Strategy and Mid Term Business Plan, aligned with its Sustainability Framework.
For the detail of Mid-Long Term Business Strategy and Mid Term Business Plan, see “IR Library.”
The Global Sustainability Committee (GSC) that reports to the Global Executive Committee (Global EXCO), the highest level committee overseeing the Bridgestone Group’s business strategy and execution, is responsible for holistically
leading the Bridgestone Group’s Sustainability Framework. The Committee includes working groups of cross-functional, cross-regional leaders from throughout the Group.
The Global COO, who sits as chair of the GSC, directs the Group’s sustainability strategy and advances the GSC’s recommendations to the Global EXCO. The Group's sustainability initiatives are reported to the Board of Directors.
Strategic Business Unit
Bridgestone Japan including Japan Tire, Diversified Products Solutions Business, G-MAA Solutions Business (Mining, Aircraft, Agriculture) and Sports/Cycles Business
Bridgestone Americas including the United States, Canada, Latin America, the Caribbean and Liberia;
Bridgestone Europe, Russia, Middle East, India, and Africa
The Bridgestone Group is eternally committed to serving society with superior quality.
The group will fulfill our responsibilities decisively. As you reach for the future, the Group will remain by your side.