Social | Talent creativity
Respecting diversity, equity and inclusion (DE&I)

The Global Executive Committee (Global EXCO) is the highest global level executive body within the Group overseeing business strategy and execution and consists of executive officers of the Company and leaders responsible for major business entities and functions. With five of its 13 members from countries other than Japan, this committee shows the Group’s respect for the inclusion of diverse perspectives and values in management decision-making. In addition, in terms of management and execution, committees have been established based on management strategy and issues, and each committee promotes initiatives to resolve issues across the regions and organizations with global talent as members under Global EXCO.

In order to develop the next generation of management leaders, as the Group pushes forward with leadership development by region and country, we have also been developing "Bridgestone NEXT100", a program to develop the next-generation management leaders since 2020. This program nominates approximately 100 individuals globally each year (30 from Japan, 30 from the Americas, 20 from Europe, 20 from Asia / divided into three levels of Next, Advancing, and Developing Executive) to take part in this program. The individuals participate in a town hall meeting with global / regional management, and various management / executive meetings. Five individuals from the program have been appointed to the position of Vice President and Senior Officer or higher so far. Participants across each of the Group’s Strategic Business Units (SBU) work to build uniquely Bridgestone-like global management talent to create new DNA. This new DNA builds upon its existing Bridgestone DNA of "Focus on quality," "Respect for being on-site," "Being attentive and supportive of customer problems," and "Challenging spirit."

The Group has customized DE&I programs that reflect the context, rules, traditions and regulations of the individual countries and regions in which it operates.

Bridgestone Asia Pacific, India and China (BSAPIC) cultivates an inclusive culture where every teammate feels valued, empowered, and supported. We uphold our values of transparency, respect, accountability, collaboration, and embracing Change (TRACE), ensuring a workplace where individuals can thrive. With 'Safety First, Always' as our foundation, we foster an environment where open dialogue is encouraged, concerns can be raised without fear of retaliation, and diverse perspectives are embraced. By recognizing every contribution and staying committed to innovation, we create a workplace where authenticity and trust drive our shared success. BSAPIC embraces diversity in generation, gender, nationality and experience with our commitment to fostering an inclusive and engaged workforce and community. BSAPIC outlines our approach to DE&I as follows:

Inclusive Workplace Culture

BSAPIC strives to cultivate a workplace where all employees feel valued, respected, and empowered to contribute their unique perspectives. Through corporate policies, training programs, and employee engagement activities, BSAPIC promotes awareness, understanding, and appreciation of diversity with the essence of engaged workforce and employee well-being. As part of our ongoing commitment to integrity and inclusion, BSAPIC emphasized the importance of respect for diversity, equity and inclusion during the “BSAPIC Integrity Day 2025.” The event reinforced a culture of speaking up and strictly prohibiting discrimination and harassment and retaliation and acts of reprisal of any kind.

Enhancing Inclusive Work Practices On-Site (Genba)

The voice of operators (VOO) and our front-line tire fitter working groups’ focus on enhancing their working environment is in our DNA. It allows our retail tire technicians to share and suggest ideas for improvements required to be implemented with the management; with a focus on enhancing the workflow and processes (authority and empowerment), working conditions and safety. The outcomes of the working groups will be shared with the representatives across stores and zones to better leverage all improvement ideas. The appreciation of Direct (wages) employees’ contribution to the company is valued by other teammates through the program “Day in the Life”. Employees are encouraged to shadow the work in a day of a Tire Technician to gain appreciation of the role expectations in delivering superior quality to our customers.
Besides the standing labor relations’ communication sessions, group companies held various workshops, engagement and competency enhancement activities such as delegation of authority training, traffic safety training, regular standard education training and 70-20-10 learning rules training with the primary objective to enhance and uplift our Direct (wages) skillsets.

Equal Opportunity In Career and Development

BSAPIC is committed to providing equal opportunities for all employees and applicants, regardless of race, ethnicity, gender, generation, sexual orientation, marital status, disability, or any other characteristic protected by law. Its hiring, promotion, and compensation practices are guided by ability, merit, contribution and performance, ensuring a fair and level playing field for all talents. We equip teammates with tools, guidance, and autonomy to reach their career goals—whether through skill-building programs, leadership coaching, or hands-on experience in key projects. By fostering a culture of internal mobility, we prioritize career advancement, cross-functional learning, and internal capability development as a core part of our talent strategy. The annual career development and discussion process empowers employees to own their career milestones to advance their career in Management or Professional specialist career tracks, with the key focus in devising career development goal(s) on how to achieve the next milestone. The ongoing dialogues between employees and their respective Manager are pivotal in alignment and helping talent to upskill and reskill in the competency and skills area required. BSAPIC leverages talent analytics as part of an annual talent review process to analyze the current representation across gender, experience, nationality, and generation both regionally and by group company, to build its talent pipeline based on the philosophy, employee’s aspiration and potential. In Australia and New Zealand, a strong learning culture is felt throughout the company. We empower learners at all levels to thrive and maximize their productivity. As a Registered Training Organization (RTO), we nurture talent to build a successful career from the ground up. Employees have access to accredited training programs and certifications while they work, such as a Certificate II in Automotive Tire Servicing Technology, to gain hands-on training from industry leaders in our Bridgestone ANZ Award-Winning Apprenticeship Program.

Bridgestone EMEA (BSEMEA) is committed to fostering a diverse, equitable, and inclusive workplace where all employees feel respected, supported, and able to contribute at their best. Diversity enables a stronger understanding of our customers, enhances employee engagement, and brings a broader range of perspectives that lead to better decision making and more innovative outcomes.

Employee Resource Groups

Employee Resource Groups (ERGs) bring together employees and allies based on shared characteristics, life experiences, and interests. They are critical in helping BSEMEA value employee differences. In 2025, the ERGs continued to organize a variety of personal and professional development programs and networking opportunities that are open to all BSEMEA teammates. These programs included interviews and panel discussions with senior leaders, unconscious bias workshops, and curated LinkedIn Learning courses.

BSEMEA continues to support two ERGs, which play a central role in amplifying diverse voices and strengthening inclusion across the region:

• BWIN - supporting women employees and allies
• BPROUD - supporting LGBTQIA+ employees and allies

In 2026 and beyond

BSEMEA continues to strengthen cultural diversity across the region by bringing together talent from a broad range of backgrounds, experiences, and nationalities. Over the past years, the organization has increasingly focused on building an international and inclusive workforce, reflected in the diverse representation within our headquarters and across our geographies. BSEMEA remains committed to creating a workplace where everyone feels valued, respected, and empowered to contribute to their full potential.
A monthly Free to Be Newsletter was launched to provide centralized communication on Employee Resource Groups (ERGs), Free to Be Moments and Free to Be Programming across BSAM and BSEMEA. This effort builds on the monthly Free to Be Moments and quarterly Free to Be Conversations introduced in 2024. Panelists from the United States, Canada, Latin America, Europe, the Middle East and Africa covered topics such as psychological safety, inclusive leadership, empowering teammates and leading with impact.

In 2026, we are reshaping the governance of our ERGs to ensure stronger alignment with our values and our business priorities. This includes clarifying how ERGs operate, how decisions are made, and how initiatives are selected and delivered. By strengthening our governance model, we aim to create more intentional, impactful, and sustainable ERG projects that truly support our people and reinforce the culture we want to build. In 2026 we will also continue the West work on leveraging and embedding the enablers of inclusion across all our talent processes and key projects.

In order to continuously provide social and customer value through being attentive to and supportive of customer problems and needs more proactively, the Group believes that it is important to expect and facilitate all employees to support an inclusive workplace environment mutually and to promote diversity in perspectives and better decision-making as an organization. In this regard, the Group is empowering women and developing female leaders, while considering the conditions in each individual region and country where it operates.

As of December 2025, the percentage of female employees in each of the Group's segments was as follows.

• Ratios are based on full-time Bridgestone Group employees. Data (as of December 31, 2025) covers 115,284 employees (99.4% of the Group).
• “Japan" includes "Japan," "Other" and "Company-wide (common)" segments in the Annual Securities Report.
• The definitions of each category are as follows.

  - Top managerial positions : Officer-equivalent (Executives & VPs)
  - Managerial positions : Persons in charge of the management of an organization (Line managers)
  - Junior managerial positions : Persons who contribute to the organization with their individual knowledge and experience, or are in a position to guide the organization’s day-to-day management objectives, which include leaders who manage and oversee teams in manufacturing sites and other sites (Genba)

International Women’s Day (IWD)

BSAPIC has been commemorating International Women’s Day (IWD) since 2019 and advocating for its significance each year through a more structured and consistent approach across the 10 countries and regions of BSAPIC. SBU guidelines were introduced to group companies in promoting women’s empowerment and celebrating achievements, while showcasing its ongoing commitment to gender’s equality. Observed globally by industry, governments, educational institutions and community groups, BSAPIC’s annual participation in IWD aims to recognize the social, economic, cultural and political achievements of women. It also seeks to raise awareness of the challenges women continue to face, contributing to the collective efforts to forge a gender-equal world.

The 2026 International Women’s Day theme, “Equality. Empowerment. Advancement For All” reflects our Bridgestone E8 Commitment – particularly the value of Empowerment: contributing to a society that ensures accessibility and dignity for all. Our dedication to advancing diversity, equity and inclusion is deeply embedded in the Bridgestone Code of Conduct, which underscores the importance of embracing differences and ensuring equal opportunities for all, regardless of background or origin.
Across BSAPIC Group Companies, IWD was marked by a diverse range of initiatives, from community outreach to the celebration of women’s career growth within Bridgestone. In Thailand, the focus was on social responsibility projects designed to provide direct support to women’s health and wellbeing. These efforts included hands-on workshop where teammates sewed breast prostheses for cancer patients, alongside with charity markets and clothing donation drive that channeled essential resources back into the local community. Meanwhile, In the ANZ and India regions, women were recognized for their contributions and professional impact within the organization, highlighting the importance of women’s visibility and representation.
These initiatives exemplify our TRACE values, where mutual respect is foundational to how we engage with one another. Every BSAPIC teammate can make a difference through daily actions and conscious effort within our sphere of influence. By championing these initiatives, we continue to foster a workplace where inclusion is not just encouraged but actively practiced.

BSAM remains committed to creating a uniting, empowering, and pioneering culture and work environment where employees feel supported, trusted, valued and motivated.

Bridgestone’s Women’s Initiative Network (BWIN) employee resource group (ERG) offered several programs that further supported their mission to champion diversity, foster gender equity and empower women to excel and lead with excellence. A few 2025 highlights include running year-round BWIN mentoring circles open to all employees to nurture professional and personal growth and distributing a monthly BWIN member spotlight recognizing women’s achievements, community involvement, perspectives and inspirational advice.
Additionally, BWIN hosted panels and workshops to discuss topics such as how to apply Artificial Intelligence (AI) to their career, leading through change, and paper planning. BWIN also hosted a 2025 International Women’s Day celebration, featuring an inspiring guest speaker who shared valuable insights on empowering decision-making tools, practical business strategies and resilience.

Bridgestone EMEA (BSEMEA) is committed to creating an environment where every employee can thrive. With this commitment, specifically related to gender diversity and equity, BSEMEA has continued to empower and grow female talent across the business. A few initiatives worth noting are below.

Women in Motion, a year-long leadership program focused on advancing gender diversity and developing female talent across BSEMEA was finalized in 2025 with the scope moving to a refreshed leadership development portfolio aligned with our evolving talent strategy.

In addition to this program, Bridgestone’s Women’s Initiative Network (BWIN) employee resource group (ERG) delivered a robust and diverse calendar of initiatives across BSEMEA in 2025, reinforcing its mission to champion diversity, foster gender equity, and empower women to lead and grow. A few 2025 key highlights include:

• running year-round BWIN mentoring circles to nurture professional and personal growth
• hosting e-coffee sessions to learn from various leaders inside and outside the company and discuss topics such as women’s leadership, sustainability and DE&I
• celebrating International Women’s Day with Women’s Talk 2, a flagship event open to all employees that showcased inspiring stories and insights from female leaders
• hosting networking training workshops and a ‘Jobinar’ to provide employees with career guidance
• running multiple onboarding sessions across the year to increase awareness and engagement of BWIN

These wide-ranging initiatives demonstrate BWIN’s strategic and grassroots approach to building a more inclusive, connected, and empowering culture for women at Bridgestone.

In March 2021 the Group joined The Valuable 500, a global initiative launched at the World Economic Forum’s annual meeting in Davos, Switzerland in January 2019. The Valuable 500 aims to help business leaders transform their businesses and unlock the social and economic value of people living with disabilities around the world. It gains the endorsement of the CEOs from 500 companies worldwide. The concept of The Valuable 500, which respects diversity and promotes inclusion, has much in common with the Group’s corporate philosophy and is aligned with the intended direction of its Global Human Rights Policy.

Sharing the belief of The Valuable 500 with other world leaders, the Group will strengthen its diversity initiatives, including building a diverse workplace that empowers employees with disabilities. The Group will work to create a more inclusive society that promotes good physical and mental health through co-creation with communities and strategic partners.

In 2004, Bridgestone established Bridgestone Empowerment Co., Ltd., a special subsidiary for the purpose of employing people with disabilities, and Bridgestone has been actively working to hire people with disabilities. In addition, with the goal of achieving the legally mandated employment ratio at Bridgestone and all of its 16 group companies in Japan^*, Bridgestone has been taking systematic actions to increase these opportunities. As of January 2026, the total employment ratio of people with disabilities across all 17 companies (when including the special subsidiary) was 2.88%.
Bridgestone Empowerment Co., Ltd. started with seven employees with disabilities and five other staff members and has expanded its business within the group to hire 238 employees with disabilities and 75 other staff members as of January 2026.

At the company's headquarters (Kodaira, Tokyo) and branch offices (Nagoya in Aichi, Ichikawa in Chiba, Yokohama in Kanagawa, Chuo-ku in Tokyo, Nasushiobara in Tochigi, Ageo in Saitama, Amagi in Fukuoka and Hikone in Shiga), the following values serve as its fundamental philosophies as it aims to be a company where each and every employee can work with energy and enthusiasm:

1. Harmony with local communities
2. Harmony with Bridgestone employees
3. Building environments helping employees with disabilities to be independent in society

These efforts include helping each employee establish goals they want to achieve each year while maintaining close interaction with local organizations and special support schools connected to employment of people with disabilities. The special subsidiary’s business lines include cleaning services, printing of promotional materials and business cards and mail pickup and delivery services, and support for tire testing.

In April 2011, Bridgestone also opened a vocational education and training school, Work Education Center Hikone, at its Hikone Plant to support social participation through employment and independence for people with disabilities. The center is operated by Kansai Fukushi Gakuen, an organization operating schools for social welfare. During the two-year education and training period, participants are provided education on basic knowledge and manners as members of society, as well as on-the-job training at the Hikone office. As of January 2026, 20 graduates have been employed at the Hikone office. By further promoting these efforts and expanding employment of people with disabilities, Bridgestone will contribute to the realization of a harmonious society where everyone can continue to work with peace of mind.

* 16 group companies in Japan include the company to which Bridgestone's special subsidiary system applies (as of January 2026)

Each BSAPIC employees can make a difference within their sphere of influence by taking concrete action to be more inclusive in their work.

Workplace and external engagement

As part of workplace employee and external engagement, BSAPIC has various activities in building a diversity-friendly workplace recognizing its diverse talent across Thailand, China and Indonesia. In Thailand, we partner with local authorities and community in hiring and empowering people with disabilities, striving for inclusive purpose and growth – contributing to an “empowered” society that ensures accessibility and dignity for all.

BSAM is committed to contributing to a society that ensures accessibility and dignity for all (not just for this generation, but for future generations). To that end, BSAM is further committed to providing all job applicants and employees with equal employment opportunities, Talent Acquisition and HR Professionals across BSAM engage in annual outreach with various partners such as local rehabilitation services for the purpose of identifying interested and qualified candidates with disabilities. 11% of employees hired in 2025 identified as being an individual with a disability.

To the extent permitted by applicable law, applicants and employees are also invited to voluntarily self-identify as an individual with a disability. This voluntary self-identification helps BSAM to better understand its applicant and employee population and engage in the interactive process to determine if a reasonable accommodation may be needed in the hiring process or to enable to safely perform their job. BSAM’s “Free to Be” mission is to cultivate a workplace culture that ensures each voice is heard and where employees are fully engaged and equipped to reach their goals. Through the launch of a new ERG, B UNLIMITED, continued delivery of meaningful programming for inclusion will be further strengthened.

In 2025, employees in the United States were invited to participate in a voluntary self-identification campaign regarding disability status. This initiative offered individuals the opportunity to confidentially disclose their disability status, with all information handled in accordance with applicable federal, state and local laws. The campaign also reflects our ongoing commitment to fostering disability awareness and advancing inclusion across the organization.

In Latin America, efforts to improve inclusion for people with disabilities included:

• Taking part in a variety of volunteer activities throughout the year
• Running a recruitment assessment focused on disability to attract diverse talent
• Holding disability awareness sessions for teammates and leaders
• Attending disability focused job fairs in Mexico, Argentina, and Brazil

Building on the actions delivered in 2024, BSEMEA continued to promote accessibility and inclusion throughout 2025 by sustaining a series of Jobinars designed to create an open, inclusive space for learning, growth and connection. These sessions focused on removing barriers to development and participation, supporting individuals at different life and career stages, and fostering equal access to knowledge, well-being and opportunity.

Within this framework, key topics included Mentoring, Empowering Future Generations, and Tackling Post Summer Blues, directly addressing access to guidance, mental well-being and sustainable career development. Additional sessions on the Power of Artificial Intelligence, Communication as a Career Superpower, and IKIGAI (rewarding living) to drive impact further supported inclusive growth by equipping participants with tools to navigate change, build confidence and find purpose in their professional journeys.
Together, these initiatives reinforce BSEMEA’s commitment to accessibility as a long term enabler of employability and personal development for all.

In-office daycare center

Bridgestone has established various childcare support systems, disseminating information about these and nursing care support in the Parenting and Nursing Care Guidebook etc within the Company. Furthermore, the Company provides several opportunities for employees and workplaces such as regular guidance to employees who plan to take childcare leave, seminars for managers to support subordinates’ childcare leave and return to work in their workplace, etc. These initiatives are aimed at supporting our employees, regardless of gender, to continue working in a manner suited to their individual circumstances in alignment with their diverse life stage.
Additional initiatives are described as follows;

• 2008 : Established the corporate daycare facility, Bridgestone Kodaira Daycare Center (Tokyo)
• 2015 : Launched the corporate daycare facility, Yokohama Daycare Center (Kanagawa)
• 2022 : Introduced “Childcare Future Concierge”, a company-led childcare facility matching service, enhancing childcare environment support in other areas in Japan
• 2022 : Established a system to encourage male employees to take leave upon the birth of a child with the aim of building an environment that further facilitates male employees' participation in childcare
• 2025 : Expanded the conditions for taking nursing care leave to further support the work-life balance for employees raising children

The Company works to raise awareness of nursing care, including holding nursing care seminars by outside experts and by publishing its Parenting and Nursing Care Guidebook, aiming to reinforce the workplace ability to deal with and support employees’ various work styles as well as deepening the understanding of balancing caregiving and work on a company-wide basis. Since 2018, the Company has been holding nursing care seminars led by outside experts for all employees, and since 2019 for line managers specifically. These seminars provide knowledge on balancing work and caregiving for employees and their subordinates. Furthermore, we opened “Chat room” as a platform for sharing information among employees in such situations in 2024.
With regard to system revision, the Company has prepared various regulations such as nursing care leave, exemption from overtime work during caregiving, etc. and initiated the Care Support Benefit, which provides a maximum of 30,000 yen per parent or spouse who has been certified as requiring care or support.
Its employees already dealing with nursing care and those concerned about the future are also provided with opportunities for individual consultations to help them resolve issues as early as possible when they inform the company. We strive for a better workplace where employees in need can apply to these programs through supportive communication between employees and supervisors.