Governance
Global Enterprise Risk Management

The world has seen, and will continue to see, volatility relating to disruptive innovations in technology, cyberattacks, geopolitical disputes and macroeconomic risks, and catastrophic events (such as resource scarcity, natural disasters, humanitarian crises, as well as outbreaks, epidemics, and pandemics). While change is constant, the challenges of recent and future years require global companies such as Bridgestone to build and sustain the resilience of their operations. Bridgestone’s 2030 Long Term Strategic Aspiration recognizes these challenges and focuses efforts on becoming a resilient ”excellent” Bridgestone.

To this end, Bridgestone is committed to enhancing its global and regional programs to manage risks, including its ability to identify, assess, mitigate, and respond to significant enterprise-wide risks. As part of its ongoing efforts to manage global risks and ensure that it delivers on its Mission of “Serving Society with Superior Quality,” Bridgestone continues to strengthen its Global Enterprise Risk Management (ERM) program through advanced enterprise-wide technology, ongoing risk assessments, proactive sensing, and scenario planning. It is also focused on mitigation strategies that will enable Bridgestone to remain resilient and, on some occasions, transform volatility into opportunity.

Bridgestone is continuously working toward its goals of fulfilling its enterprise risk management mission, and has measurable KPIs for each of these goals, which include:

1. Continuing to implement a globally-aligned risk management framework to define key elements of the risk management programs.
2. Conducting regular assessments to identify, assess, prioritize, and mitigate risks at both global and regional levels.
3. Tracking and reporting on key risks and mitigation strategies to address risks at both global and regional levels.
4. Ensuring an effective risk response by reducing the number and impact of significant risks, and improving response times to address and mitigate risks and emerging trends.
5. Demonstrating how effective risk management leads to cost reductions and increased opportunities to achieve strategic objectives.

Bridgestone’s enterprise risk management program is built on a framework that strives for alignment between its global and regional risk management programs and the different risks faced by the organization around the world.

In early 2022, Bridgestone established the Global Management Risk Committee (GMRC). The GMRC, chaired by Global ERM Leader, is a chartered committee consisting of representatives from Global committees and functions, as well as others with relevant expertise within the organization. In addition, global and regional enterprise risk management leaders and professionals attend meetings to provide programmatic updates and ensure the overall global alignment and maturity of the program. The GMRC meets several times a year through a regular cadence of meetings and on an ad hoc basis and it has direct oversight of the most significant enterprise-wide global risks and the overall global ERM program. The GMRC evaluates various global risks from short-, medium-, and long-term perspectives, and provides oversight and guidance for the relevant leaders and cross-functional groups within the organization who are charged with leading risk management efforts. The GMRC additionally reviews relevant industry best practices and provides guidance and support for the Global ERM Department to facilitate and integrate risk management training across the organization. Members of the GMRC also periodically provide updates and reports to the Global CEO, Global EXCO members, and board members. These periodic updates provide regular opportunities for senior leadership to engage with the global program, provide direction, and help ensure that risk management is part of Bridgestone’s strategic planning and decision making.

Under the GMRC, certain global working groups and short-term task forces address priority global management risks. The GMRC oversees efforts to address these priority global management risks and collaborates, through risk owners, with the Global Research & Development Committee on initiatives in 6PPD/TRWP, and with the Global Supply Chain Management, Global Procurement, Global Finance, Global Communications, and other departments on geopolitical risks. The GMRC also works closely with other Bridgestone global committees, including the Sustainability Committee, to integrate sustainability into ERM processes. For example, materiality assessments from Bridgestone’s sustainability program inform its global and regional risk management programs. Additionally, the Global Standards and Regulations Roundtable is under the GMRC’s oversight.

In addition to the GMRC, Bridgestone also maintains a Global Enterprise Risk Management (ERM) team. The Global ERM team consists of risk leaders and dedicated enterprise risk management professionals globally and from each region. The team meets frequently and has direct responsibility for the design and implementation of enterprise risk management at the global and regional levels, including investment in and use of leading risk management technology and systems. It also has responsibility for continuous enhancement of Bridgestone’s business continuity and crisis management activities. The Global ERM team helps ensure the alignment of Bridgestone’s Global Enterprise Risk Management Standards on global risk-related activities together with risk-related activities for each strategic business unit and region. The efforts of the team help build and sustain a culture of resilience (including, for example, by periodically conducting risk identification exercises and reporting on risk management activities), proactively conducting risk sensing and scenario planning, and embedding enterprise risk management in strategic planning and decision-making throughout the organization. Each of the regional risk leaders are also responsible for driving and coordinating operational risk mitigation and management activities at the department and strategic business unit (SBU) levels in their respective regions. Finally, each of the SBU board of directors has relevant committees which provide additional oversight of Bridgestone’s risk management efforts.

Global Enterprise Risk Management Structure (As of January 2026)

*The GMRC and Global ERM teams collaborate with a number of global departments and committees, including the Global Procurement Committee (GPROC), to manage and mitigate risks associated with the sustainable procurement of raw materials.

In addition to the internal resources that focus on global risk management, Bridgestone also periodically engages different external experts and other third parties to help support the global and regional risk management programs. These third parties periodically provide support for risk-related activities (such as risk identification and validation exercises), advising on particular risk topics (such as geopolitical disputes), and other program enhancements.

The Global Enterprise Risk Management program seeks to evaluate and capitalize on the best industry-leading frameworks, including the framework provided by the Committee of Sponsoring Organizations & Treadway Commission (COSO), the International Organization for Standardization (ISO 31000), the Risk Management Society (RIMS), and other industry-leading thought leaders. Bridgestone developed the Global Enterprise Risk Management program based on elements of these industry-leading frameworks and thought leadership. Its Global Enterprise Risk Management Standards are reviewed and updated as needed to respond to the changing business landscape.

Bridgestone conducts regular risk assessments to identify, assess, validate, and develop appropriate response strategies for its most significant risks and to ensure that strategic planning is aligned with addressing these risks.

The assessment process includes identifying a theme and category for each identified risk and evaluating risk based on likelihood and impact scales. This assessment takes into consideration quantitative (e.g., financial, operational, strategic) as well as qualitative (e.g., reputational) analysis. Additionally, management preparedness and existing controls are in place to review and manage identified risks.

Risk Rating criteria (from the Global Enterprise Risk Management Standards)

The Global Management Risk Committee (GMRC) conducts a bi-annual, Group-wide process to identify potential risks facing the overall organization as well as each strategic business unit (SBU). Once risks are identified, Bridgestone appoints responsible individuals, and the risk leaders collaborate to drive and coordinate risk mitigation and management activities at the global, SBU, and department levels. The GMRC meets periodically to formulate appropriate response strategies, and thereby verifies their effectiveness. The outcomes of these discussions and monitoring activities are reported to G-EXCO and further to the Board of Directors.

In 2025, Bridgestone conducted Enterprise Risk Assessments (ERAs) while analyzing differences and commonalities in results across regions and businesses. The findings were presented within the GMRC and subsequently approved by G-EXCO. Through this process, Bridgestone identified new global risks requiring focused attention, as well as ongoing risks that continue to require mitigation efforts.

As shown in the organizational chart, these risks are managed by Functional Support Areas and Active Management Areas. Under the GMRC, dedicated global working groups—composed of senior leaders and subject matter experts—are driving cross-functional risk mitigation efforts.

Priority global management risks include the following.

• Functional Support Areas:

  - Risk sensing

  - Crisis communications

• Active Management Areas:

  - TRWP/6PPD

  - EUDR

  - Data governance

  - Supply chain resilience

Mitigation measures for risks that have been addressed, including measures for some of the risks identified for 2025, are outlined below.

Bridgestone has approximately 130 manufacturing plants and R&D facilities worldwide and operates in more than 150 countries and regions. This extensive global presence exposes Bridgestone to risks stemming from changes in geopolitical situations, such as elections, trade wars, military actions, and societal conflicts and disputes. These incidents, categorized within geopolitical and societal conflicts, could disrupt logistics and trade, cause price increases, impact the availability of raw materials, utilities, or intermediates, and result in sanctions or otherwise impact operations. Examples include possible fundamental changes in multilateral institutions such as the United Nations and NATO, potential conflicts in the Taiwan Straits, volatility in American trade and foreign relations policies, and the continuing conflict in the Middle East.

The risks posed by such geopolitical disputes can have significant implications for Bridgestone’s business operations, leading to operational disruptions, reduced income, increased expenses, and potential impacts on the safety of employees and customers. To address geopolitical risks, the GMRC Sensing Function continuously monitors international tensions, political and economic situations, regulatory trends, and other factors that may impact Bridgestone’s people, assets, business, or reputation. The Sensing Function coordinates with the full GMRC, other global committees and functions, and G-EXCO to ensure that these risks are being actively managed and mitigated by teams of people with the appropriate skill sets.

Bridgestone faces various cybersecurity risks, including new, emerging, and significantly heightened threats. These risks are evaluated across multiple categories, such as data protection, threat and vulnerability management, and security governance. Long-term and externally influenced risks include economic instability and escalating geopolitical tensions between countries where Bridgestone operates. These conditions could lead to actions and attacks by state-sponsored threat actors, activist hacker groups, or other malicious actors. Due to its operations spanning over 150 countries, the vast range of products it offers, and its large threat landscape, Bridgestone is exposed to a wide range of cybersecurity risks, influenced by the varying cultural and regulatory environments of different regions. Furthermore, due to the significant risks of privacy and personal data breaches, which could undermine customer trust, Bridgestone considers protecting customers' personal information a critical responsibility across its entire business, including the tire, solutions, and diversified products segments.

Bridgestone has created a global Information Security Committee under the global Information Technology Committee (GITC) to secure the enterprise while supporting agile and resilient operations. The global Information Security Committee consists of the Chief Information Security Officers (CISOs) and Information Security leaders from four regions. The committee takes a wide range of measures to maintain and strengthen the Company’s global information security program, in alignment with a strong global consensus and coordinated actions across all four regions, including but not limited to the following:

• Implementing global information security policies and controls based on the ISO/IEC 27001 information security controls.
• Enhancing awareness of information security among employees through e-learning programs and phishing awareness campaigns.
• Protecting data with technical cybersecurity measures such as encryption, data access restrictions, and threat detection monitoring.
• Assisting in prioritizing global initiatives that help with continuous improvement and adapting to industry changes.
• Establishing an escalation process to enable rapid response to security incidents and minimize negative impact, and communicating this process to all employees through both e-learning and in-person training.
• Engaging in annual IT audits conducted by KPMG AZSA LLC, and conducting annual internal information security audits.

Bridgestone has established this global structure to quickly respond to information security incidents and regularly conducts both internal and external audits to verify the effectiveness of security controls. Additionally, Bridgestone continues to strengthen measures to provide effective monitoring of its websites, networks, and other systems, as well as the improvement of security controls such as email filtering to help detect of suspicious emails.

Bridgestone Corporation and its Group companies take a systematic approach to IT security under the direction of the leader of the GITC to detect and prevent IT security incidents, including leaks of customer data and other confidential information. The Company formulates corporate standards and rules on IT security, which are reviewed and revised to stay abreast of technological advancements and changes in IT risks. It sets particularly strict standards for information systems that handle personal information.

Bridgestone sells products in more than 150 countries worldwide, and the potential of a data security incident or ransomware attack which may impact its business operations could vary considerably from region to region based on local laws and regulations. The impact of a data security incident could lead to significant operational disruption and/or result in fines and penalties or damages under various privacy and data security laws, rules, regulations, or lawsuits brought by impacted individuals. A data security incident might also damage the Bridgestone brand now and in the future. Based on the complexity of cybersecurity threats, Bridgestone reviews multiple information and communication security categories when evaluating emerging cyber risks, including topics such as data protection, threat and vulnerability management, identity and access management, and security governance.

The Bridgestone Code of Conduct contains a specific section on privacy and personal data. Furthermore, to comply with data protection laws and regulations, certain SBUs have appointed a designated data protection lead (if required by law) or privacy officer and continue to implement and maintain robust privacy programs and associated policies. They have further developed methods to monitor and comply with the emerging privacy laws being adopted by an increasing number of governments in their territories.

The privacy professionals in the various Bridgestone Group companies have focused on compliance with the privacy laws such as Europe’s General Data Protection Regulation (GDPR) and other privacy laws in the EMEA region, Brazil’s Lei Geral de Proteção de Dados (LGPD) and other privacy laws in Latin America, the California Consumer Privacy Act (CCPA) and the 18 other U.S. state privacy laws that have been passed as of February 2025, as well various data protection acts in the APIC region.

Bridgestone and its Group companies in Japan believe that protecting personal information is an important employee responsibility. Bridgestone in Japan has formulated a Privacy Policy that reflects these principles. Based on this policy, the Company conducts ongoing training for all its employees and its Group companies’ employees in Japan and maintains a well-defined structure for information management.

For the privacy policy, also please see: Privacy Policy | Bridgestone

Key risks to the sustainable procurement of raw materials include threats to the sufficient supply of natural rubber due to external factors such as natural disasters, climate change, war, and political, civil, and social unrest. The interrelationship of these external factors manifests as emerging risks, including geopolitical and societal conflicts, environmental degradation (such as deforestation, water scarcity, loss of biodiversity), human rights concerns, and more restrictive farmland expansion. The demand for tires is expected to expand along with global population growth and motorization. Natural rubber consumption is also expected to increase globally in the coming years, making the realization of a sustainable natural rubber supply chain a business imperative which Bridgestone is committed to pursuing. Additionally, the length of time required to implement sustainable practices to safeguard the environment, uphold human rights, and develop a greater supply of natural rubber and alternative sources presents an emerging risk that will persist over the long term. Any disruption in sustainable materials procurement, not only of natural rubber but also other critical raw materials, would adversely impact global tire supplies as well as Bridgestone’s business performance and brand reputation.

Furthermore, in the mid- and long-term the continuity and sustainability of the natural rubber industry is heavily reliant on the activities of suppliers, such as replanting rubber trees and expanding the capability of supply chain participants to address social requirements. Bridgestone's extensive reliance on natural rubber means that supply disruptions could impact multiple product lines and regions.

With these risks in mind, Bridgestone has reinforced its commitment to sustainability by adopting a Global Sustainable Procurement Policy and by reaffirming its corporate responsibility commitment. Bridgestone will continue conducting business in ways that improve the natural rubber supply chain, supporting technological innovation and advancement that enhances the viability of the natural rubber economy. Additionally, Bridgestone will take measures to mitigate negative impacts related to procurement, logistics, the supply chain, and processes for both natural rubber and other critical raw materials, ensuring sustainable procurement practices.

For more detailed mitigation activities, please also see: Procurement | Social | Sustainability | Bridgestone Corporation

<TRWP>

Friction between tires and the road surface is essential for securing a safe and comfortable journey. Particles generated by this friction are called tire and road wear particles (TRWP). Consisting of a mixture of tread (tire surface) and road pavement materials, TRWP is affected by a complex range of factors, including road conditions, weather, vehicle and tire characteristics, and driving behavior. Because effectively addressing the issue of TRWP requires a correct understanding of its physical and chemical characteristics and the overall picture of its potential environmental impact, Bridgestone has positioned TRWP as an industry-wide challenge and is actively taking part in and spearheading relevant initiatives as a global tire industry leader.

Bridgestone’s approach

• Through the Tire Industry Project (TIP) facilitated by the World Business Council for Sustainable Development (WBCSD), the industry is advancing research on the physical and chemical characteristics of TRWP, its distribution in the environment, and its potential environmental impact. Bridgestone takes a leading role in these initiatives as a Co-Chair company. TIP research results have indicated that TRWP poses a low risk of environmental toxicity, but we are also working to further accelerate and expand research in this area by strengthening collaboration with experts outside the industry.

  • Following its inaugural conference held in Munich in Germany in 2024, the Tire Emissions Research Conference was held in Boston in September 2025 with the support of TIP. The conference fostered active discussions on research into emissions, potential environmental impact, and mitigation measures at the stage of tire use. Around 140 participants from various countries attended, including researchers from Bridgestone. A third conference is due to be held in Cambridge in the U.K. in December 2026.

  • Through TIP, we are also taking part in the Open Call for Projects, which provides research grants for publicly solicited proposals. For the first open call, we solicited proposals for research on field sampling, characterization, analysis of substances generated during tire use, as well as mitigation measures to reduce their potential environmental impact, resulting in five research projects being launched. For the second round, we are soliciting proposals for research on potential environmental impacts from tire wear emissions during tire use, and plan for research to start around September 2026.

  • Bridgestone is also contributing to the development of globally consistent international (ISO) standards through TIP, including efficient methods of generating and collecting TRWP samples, which is crucial for conducting accurate and consistent research on the characteristics and potential environmental impact of TRWP. Following the development and publication of an international standard in 2024 (ISO 22638: Rubber — generation and collection of tire and road wear particles (TRWP) — road simulator laboratory method), we are also contributing to a study targeting the international standardization of TRWP quantification methods in soil, sediment, and the ambient air.

• On its own, Bridgestone is actively pursuing initiatives, particularly those related to understanding and visualizing the characteristics and potential environmental impact of TRWP, as well as its mitigation.

  • Bridgestone announced a TRWP vehicle collection method for passenger car tires in 2025, and has since made continuous improvements to enhance collection efficiency. We have also developed an industry-first TRWP vehicle collection method for truck and bus tires. We presented this new method at the Tire Technology Expo 2026 held in March 2026 in Hanover, Germany. By utilizing the TRWP efficiently collected by the newly developed vehicle collection method for truck and bus tires, and by widely sharing our findings and creating opportunities for co-creation, we will accelerate research aiming to understand the potential environmental impact of TRWP.

  • Along with various related organizations from industry, government, and academia, including the University of Tokyo, Bridgestone is also participating in a project to develop multi-lock biopolymers that are marine degradable using non-food biomass as a raw material. This project is part of the Moonshot Research and Development Program^* led by Japan’s Cabinet Office. Bridgestone’s role in the project is to develop tires from a rubber compound using non-food biomass as a raw material, to make rubber particles biodegradable. We are developing polymers and tires that combine toughness and biodegradability, and marine field tests carried out since 2023 have confirmed the biodegradation of the rubber under development.

    * The Moonshot Research and Development Program sets ambitious goals to attract people, and to promote challenging R&D projects with the aim of resolving difficult societal issues while bringing together the wisdom of researchers.

  • Bridgestone is building up its mobility tech business to offer solutions that enable each customer to use tires safer, longer, better, and more efficiently by proposing optimal driving and operating routes (shortest routes, avoidance of traffic congestion, reduction of stop and go frequency, etc.), tailoring the proposals to each customer through a real (physical) and digital approach.

Bridgestone will continue to pursue innovation to address the potential impact of TRWP across the value chain, from the “produce and sell” phase and the “use” of its tires. While gaining a more in-depth fundamental understanding of TRWP, we will continue to pursue initiatives to reduce and minimize TRWP generation, such as the development of long-life products with improved wear resistance, ongoing investments in R&D, and collaboration with our solutions business. Through these efforts, Bridgestone strives to achieve “Ecology: Committed to advancing sustainable tire technologies and solutions that preserve the environment for future generations” as described in the corporate commitment, the E8 Commitment.

<6PPD>

An antioxidant and antiozonant widely used in the tire industry, 6PPD is also currently an indispensable material in the industry in terms of supporting safe and comfortable mobility. Recognizing that studies have pointed out that 6PPD-quinone^*, a transformation product of 6PPD, is affecting coho salmon in the state of Washington in the United States, Bridgestone is actively working with the industry in evaluating alternatives.

* 6PPD-quinone is not used in tires.

The U.S. Tire Manufacturers Association (USTMA) is currently representing the industry in evaluating alternatives to 6PPD, and Bridgestone is actively cooperating in this endeavor as a USTMA member company.

On its own as well, Bridgestone is working with raw materials partners to evaluate the performance of rubber and tires that include alternative materials. In addition, in collaboration with Japan’s National Institute of Advanced Industrial Science and Technology, we are working to establish a simple and rapid safety evaluation method, with a view to future international standardization. Building on these activities with our co-creation partners, we are actively pursuing the development of candidates as alternatives to 6PPD.

Bridgestone is committed to addressing the challenges related to both TRWP and 6PPD. As an industry leader, we will actively participate in and spearhead various initiatives within the industry, while continuing to act on our own to support mobility with safety and peace of mind for people by strengthening our research and development.

Some of the mitigation and management approaches to Bridgestone’s global risks are reflected in the Integrated Report 2026 as part of its strategic, operational, and financial planning.