Where
we are going
Global CEO Commitment

Even in times when “change is becoming commonplace”,
Bridgestone remains passionate about continuing to support
the mobility of people and objects, committed to therealization of a sustainable society.
Calm Sense of Crisis Amidst Changes in theBusiness Environment

Toward a Strong Bridgestone Capable of
Adapting to Change

Positioning 2020 as the first year of our “third foundation” orAs a result, even in 2022 which was certainly a turbulent

Bridgestone 3.0 and placing sustainability at the core, we are

year, we were able to deliver solid results. We achieved ourcontinuing our transformation to a “sustainable solutions

first revenue of over 4,000 billion Japanese yen and over 9%company” as set out in our vision. In the “Mid-Long Termin ROIC (Return on Invested Capital) which is our mostBusiness Strategy Framework” formulated the same year, we

important management KPI in the 21MBP, an approximate

announced reinforcing initiatives toward the realization of a

4% increase versus 2020 owing to our enhanced focus onsustainable society. We also indicated our direction to“rebuilding earning power”. To achieve our 21MBP ROIC

transform change to opportunity by observing the everchanging

target of over 10% and move even closer to a “strong”

business environment with a calm sense of crisis, including a

Bridgestone this year, the global management team is“once in a century” fundamental transformation in thecontinuing to drive forward together.

mobility industry represented by the accelerated shift to EVs
and concepts such as CASE1 and MaaS2, geopolitical risk, andtechnological innovation including digital transformation.
Aside from responding to the surrounding businessContinuing to Support the Mobility of People
and Objects

environment, we also decided to face our own issues without
averting our eyes—reviewing the Group’s performance from

While Bridgestone is steadily growing flexibly and agilely

2015 to 2019, analyzing factors for the decline in profit, andadapting to change however, the surrounding businessfirmly understanding management issues before developing

environment is also constantly changing. We feel that wethe framework for our business strategy. In the “Mid Termare experiencing turbulent times when the changes weBusiness Plan (2021-2023)” (21MBP) which is in its final year

assumed in the Mid-Long Term Business Strategy Framework

this year, the framework is translated into concrete plans andare occurring more complex, multiplied and at an accelerating

being executed by the global management team. The goal forpace. Especially in 2022, changes such as the emergence ofthe 21MBP is to evolve to a “strong” Bridgestone capable ofa new global order triggered by Russia’s invasion of Ukraine,

adapting to change. Sharing the same 3 management axes

fluctuations in raw material and energy costs, and the sharp“tackle past negative legacies without delay”, “focus on

inflation occurred one after the other. With business impacts

execution and delivering results for immediate issues”, andfrom the rise in geopolitical risk and experiencing a cyber“lay foundation for future growth”, we are steadily driving

incident, Bridgestone also underwent a year of unprecedented

corporate transformation as one global management team.

crisis. However, this crisis presented us an opportunity toNotes: 1. Connected, Autonomous, Shared, and Electric
2. Mobility as a Service

12

Who we are

Where we are going

How we get there

Data

Shuichi Ishibashi
Member of the Board
Global CEO and
Representative Executive Officer

Bridgestone 3.0 Journey 2023 Integrated Report13

Where we are going | Global CEO Commitment

distinguish the constant in the changing businessactivities, and without them, Bridgestone’s solutions cannot

environment—the mobility of people and objects will

be developed. In the 21MBP, we have been laying

remain regardless of how the environment changes, andfoundations for premium enhancement and evolution withso will Bridgestone’s passion to continue supporting it.

the solutions business, preparing for growth toward the

We were able to reinforce our determination in continuing

next level. For example, for passenger car replacement tires,to support the mobility of people and objects by adapting

besides continuing to expand sales and market share byto change and creating new value guided by our mission

capturing the growing demand for high rim diameter (HRD)“Serving Society with Superior Quality”. To survive thesetires, we are driving strategic price management enabled bytimes when “change is becoming commonplace”, we

proving the value of the Dan-Totsu products to customers. In

decided it was essential now to present a roadmap toward

addition, within our existing production capacity, we are

Bridgestone’s 100 anniversary in 2031. Thus the “2030 Long

making investments to replace manufacturing equipment

Term Strategic Aspiration” was announced in August 2022,

for the production of HRD tires, as well as investing toindicating how we will evolve to a resilient “excellent”

reinforce production to shift to premium also for truck andBridgestone that transforms change to opportunity,

bus tires, tires for mining vehicles, and motorcycle tires.

unperturbed by continuous change and remaining robust andGoing forward and building on these foundations, we will

flexible like rubber. Valuing and further evolving the 4 DNAs

start creating Bridgestone’s unique “new premium” that is(focus on quality, respect for being on-site, being attentive

not demand-driven. The basis will be Bridgestone’s baseand supportive of customer problems, and championing atechnology for “products” which consists of: ENLITEN which“challenging spirit”) that we have acquired throughout our

we position as our base technology for product design, andhistory of supporting people’s mobility and lifestyles from the

BCMA (Bridgestone Commonality Modularity Architecture)ground up in Japan, Asia, and around the world, the global

which is our base technology for manufacturing and R&D.

management team will drive “unwavering management”

We consider ENLITEN as the “new premium in the EV era” forwith flexibility and agility toward our 100th anniversary.

passenger car tires, and the “new premium in the circularthbusiness era” for truck and bus tires. To put it simply,
ENLITEN is a base technology which enables “ultimate

Creating New Premium: ENLITEN Which Enables
Ultimate Customization

customization” to “sharpen edge” in tire performance.
In other words, it elevates all conventional performances,and in addition largely evolves environmental performance

The most important pillar in the Long Term Strategic

leading to sustainability, as well as performance that not

Aspiration is amplifying the value of our Dan-Totsu products.

only meet the apparent needs and potential wants of

The core business that will enable Bridgestone’s evolution

specific markets and customers, but that further inspires andwill remain the premium tire business that consists ofdelivers new value which the market and customer may not“producing and selling” tires, our Dan-Totsu products.

have even imagined. As a base technology for manufacturing

Dan-Totsu products are the starting point for all of ourand R&D to support this “ultimate customization”, we are●

14

ENLITEN: Base Technology for Product DesignWho we are

Where we are going

How we get thereData

expanding BCMA. By sharing modules, tire development

reinforcing tire-centric solutions such as retread, andand the supply chain can be simplified, leading to costpromoting mobility solutions around digital fleet operation

optimization and improved agility in development andmanagement. In developing the solutions business, co-production. Fusing these two base technologies forcreation with digital partners as well as between the different“products”, we will take on the challenge of achieving bothregions and functions within the Group is necessary. We willvalue creation and gaining competitive advantage.

drive initiatives including for enhancing efficiency, such as

What is most important in gaining competitive advantage, islinkage with cloud platforms and integration of our solutions

mastering use of these base technologies. We believe theorganizations in Europe and America, which are advanced

building of product power—to convert technology toregions for mobility. We are currently assessing our solutions

function, function to tire performance benefits, and precisely

one by one, determining what items to focus on to invest

assembling such benefits together—and reinforcement of

resources based on the potential for unique value creation

product planning power to plan them is the key going

including in sustainability.

forward. In particular, among the “needed”, “wanted”, andThrough such activities, we will deeply link the premium“inspired” performances realized through ENLITEN’s “ultimate

tire business and solutions business and accelerate value

customization”, “inspired” performance is important.

amplification of our Dan-Totsu products. Furthermore, by

Whether Bridgestone can create unique “new premium” isamplifying value, we hope to also amplify trust with society,dependent on our ability to: convert our technology andour partners, and customers leading to creating new value

passion to new benefits, create new value that markets andtogether. By generating co-creation, we aim to build

customers could not have imagined, and deliver products that

Bridgestone’s mobility ecosystem supporting vehicles, vehicle

make a breakthrough in conventional ways of thinking andoperation systems, and in the future the entire society and its

inspire them. To realize this, we will not only review productmobility systems.

planning one by one on a global basis and evolve them, butalso establish a new organizational structure and enhancethe diversity of our product planning talent.

Sustainability at the Core of Management
and Business

Building Bridgestone’s Mobility Ecosystem

Regarding sustainability which we place at the core ofmanagement and business, we are working to establish

Expanding and reinforcing the solutions business which

Bridgestone’s unique Sustainability Business Model in which

amplifies the value of Dan-Totsu products is another

we link initiatives focused on the realization of carbon

important element for our Group’s growth. Bridgestone’s

neutrality and a circular economy to our business model

solutions aim to understand and solve the issues of society

across the entire value chain where we “produce and sell”,

and customers. Combining strong real and digital capabilities,“use”, and “renew” products.

we are enhancing our retail and service solutions network,

Bridgestone’s Unique Sustainability Business Model

Restore/Regenerate

Transform

Avoid

Produce and sell Premium tire business

Upstream supply chain
tree plantingo ug hth rstated areasa l s de v ao v innio

In creaseand af CO2
for
es r e mtat

CO2 reduction in mfg. fields

R&D

Procurement

Production

Sales

Tire usage

Retreadg

Tire toRubberTire to
Tire

ex
p

and

Restore/Regenerate

r
le
ab
and d
ew
iversify ren

ou
es

Ma

ti
uc

rc
es

d
pro

ter

Tire toRaw Material

CO2 reduction effect by resource circulation

Raw material recycling / External sales

Renew Recycle business

CO2 reduction effect by resource circulation

End-of-life tire collection

Ca

sin g

intenance / Rep
Ma
air

ov e
I mp rRegenerate

vi
ty
,

Vehicle Operation

Support mobility
with peace ofmind and safety

CO2 reduction in manufacturing fields

i al Recycl in●Contribution to
CO2 reduction atcustomers’ usagec o ll e cti o n

Use Solutions business

ReduceBridgestone 3.0 Journey 2023 Integrated Report15

Where we are going | Global CEO Commitment

Concerning carbon neutrality, in 2022 we reduced

been implementing activities to value our talent in line withapproximately 30% of our CO2 emissions (in Scopes 1 and 2,

our business strategy, such as simplification of thecompared to 2011) toward our target of reducing 50% by 2030

organizational structure to ensure agile decision-making andand achieving carbon neutrality by 2050. We have also

strategy execution, as well as promoting the appointment ofstarted efforts to realize Green & Smart factories which aim tofemale managers. In the Long Term Strategic Aspiration, we

make our plants smarter and more sustainable. Additionally,

have decided to further reinforce our efforts in enhancing

we are steadily advancing initiatives for Scope 3 such as

talent creativity based on the idea of reinforcing talent

reinforcing supplier engagement.

investment to increase added value and create a virtuous

As for a circular economy, we are reinforcing activities

cycle of value creation. Based on the premise of adding talent

linked with product strategies and retread to reach our target

creativity as a global management KPI from Mid Termof increasing our use of recycled and renewable materials to

Business Plan (2024-2026) (24MBP), we defined 2023 as a

40% of resources by 2030, and achieving 100% sustainable

trial year. By setting a global common basic formula, we willmaterials by 2050. In 2022, we achieved a recycled andtrack global progress while also facing issues by country or

renewable material ratio of approximately 38%. Toward a

region. In Japan in particular, we are reinforcing talentcircular economy, we are also enhancing our recycle businessdevelopment for DX, enhancing digital training programs

which “renew” tires to raw material and our guayule businessincluding for reskilling, and started the “Genba (on-site)which aims for the diversification of natural rubber sources as

100-Day Challenge Program”—a development program to

exploratory businesses, focusing on early commercialization

enhance on-site experiences. We will also continue

through co-creation.

reinforcing investment toward the improvement of welfare

Furthermore, we are newly reinforcing our approach

and working environments including at manufacturing sites.

toward nature positive, evolving our Sustainability Business

Moreover, to develop talent with potential to become

Model to be regenerative and further increasing our efforts tothe next generation global management, we established thelive in harmony with nature. We believe it is our role and“Bridgestone NEXT100” program which selects 100 candidates

responsibility as a leading company in the tire and rubber

for next generation management and reinforces theirindustry to advance sustainability initiatives across the value

development. We are also promoting initiatives to provide a

chain. Accordingly, we will tightly embed them into our

workplace where diverse talent can shine. As one suchbusiness strategy and expand our activities toward theactivity we turned our soft-robotics business, which support

realization of a sustainable society.

the lives of every individual through the power of rubber andwhich is one of our exploratory businesses, into a corporate
venture from 2023. Diverse talent with entrepreneurship

Realizing a Workplace Where Diverse Talent
Shine: Enhancing Talent Creativity

have come together, vigorously working including cocreating with partners who have the same visions, to solve
problems such as those faced at logistics sites using soft

What supports our business strategy and is the foundation for

robot hands with artificial rubber muscles leveraging

all of our corporate activities is our talent. In “tackling past

Bridgestone’s core competencies. We will carry out various

negative legacies without delay” especially in Japan, we haveinitiatives like this to create an atmosphere encouraging new●

Talent Creativity

Talentcreativity

16＝

Added value
Talent investment

Further challenge tocreate added valueWho we are

Where we are going

How we get there

Data

challenges. Through the spread of individual success and1. Reinforce sustainable global premium tire business

confidence, we aim to create a workplace where diverse

2. E
 xpand premium tire business in emerging countries

talent can shine and where the growth of the company isrealized together with the growth of individual employees.

and growing markets
3. Evolve specialties tires into a “Dan-Totsu” premiumbusiness
4. Expand tire-centric solutions business mainly in mature

Building Mid Term Business Plan (2024-2026)—Toward the Next Stagecountries
5. Establish mobility tech business in N. America
Throughout 2023 we will build the 24MBP and plan to present

Less than a year has passed since we announced our Long

it to our stakeholders on March 1, 2024 on the occasion of the

Term Strategic Aspiration in August of 2022, and yet the93rd anniversary of our founding. The global managementbusiness environment is already changing on various fronts.

team will continue developing a concrete image for new

The Bridgestone Group will however continue to ensure

value creation to continue “supporting the mobility of people

unwavering management following the set roadmap whileand objects”.

also responding to change flexibly and agilely as one global
management team. The three axes will remain unchanged:“tackle past negative legacies without delay”, “focus on
execution and delivering results for immediate issues”, and60th Anniversary of Bridgestone Motorsport—A Journey for Excellence“lay foundation for future growth”. 2023 is the final year ofour 21MBP and also a year to build foundations for future

In cultivating the passion that we have defined as our

growth in the 24MBP. Through the 21MBP and the Long Term

management approach in the 24MBP and for our growth,

Strategic Aspiration, detailing and clarification of what our

we will also value returning to our “origin” as a tireGroup needs to do have largely progressed. 24MBP will be an

manufacturer, which is our motorsports activities. Starting

important phase in evolving to the next stage.

with our participation in the first Japan Grand Prix in 1963,
Bridgestone Motorsport celebrates its 60th anniversary in
2023. For Bridgestone, motorsports represent “a challenge“PASSION for Excellence” as Our Management
Approachfor excellence”. Repeatedly taking on the challenge ofensuring safety and peace of mind as in our fundamental
principal “tires carry life” and supporting the motion of

Toward the 24MBP, we are basing ourselves on achievements

vehicles in races where drivers challenge the limit in extreme

made in the 21MBP and identifying management issues one

conditions is what developed: our passion to “support theby one to evolve on various dimensions toward the next

mobility of people and objects”, Bridgestone pride and DNA,

stage. Our management approach will shift from the “crisis”

technological capability, comprehensive operational

phase in which we focused on solving common issues

capabilities such as the production and supply of tires,

starting from COVID-19, and change gears to an approach forbrand power, and talent. Motorsports was the driving force

future growth—a “PASSION for Excellence” which embodies

in establishing the foundations for Bridgestone’s global

Bridgestone’s passion to continue supporting the mobility ofpremium tire business and will be the engine for ourpeople and objects. Regarding the building and managing ofevolution in management and business toward ourstrategy, we will shift from having a leading global strategy toaspiration. Through these 60 years, we expanded our

encounter common issues to also deep diving into individual

activities from Japan to the world, participating in andissues by region, determining one by one “what to do” andstepping on the podium for each of the Triple Crown of“what not to do” for growth toward the next stage. We will

Motorsport (the Formula One® Monaco Grand Prix,

boost the rebuilding of earning power which we focused on

Indianapolis 500® and 24 Hours of Le Mans) in the 1990s within the 21MBP to a “reinforcement” phase, as well as boost

tires combining refined technology. Currently we havestrategic growth investments to an “expansion andmoved away a little from the world’s circuits. However, withreinforcement” stage after robustly determining the regions,this 60th anniversary as our milestone, we seek to reinforce

product categories, and businesses to inject resources

sustainable global motorsports activities which pursue

ensuring consistency between global and regional strategies.

excellence even in sustainability initiatives such as theBased on these we will clearly identify which region, productrealization of carbon neutrality and a circular economy.

category, and business to reinforce and expand, and divide

Restarting our “global journey for excellence”, we also

our business stage in five for concretization.

hope to contribute to the development of automobile andmotorsport culture that is both fun and safe with peaceof mind.

Bridgestone 3.0 Journey 2023 Integrated Report17

Where we are going | Global CEO Commitment

Enjoy and Share Emotions Together—From Interaction with Empathy to Co-creation

Committed to Creating Value Together with
Employees, Society, Partners, and Customers
to Realize a Sustainable Society

Through motorsports activities, we met numerous comradesaround the world. Enjoying motorsports and sharing

The “Bridgestone E8 Commitment” announced in 2022 is ouremotions together with them enabled us to acquire

corporate commitment consisting of 8 Bridgestone-like

empathy toward our “challenge for excellence” and expand

values starting with the letter “E” that the Group will commit

our circle of ties. We are confident that the same will lead toto creating through Bridgestone-like “purpose” and“co-creation” of new value. This circle of “interaction with“process”, together with employees, society, partners, andempathy to co-creation” is essential for Bridgestone’s future

customers to realize a sustainable society. Through thisgrowth. Learning from our “origin”, we will continue thecommitment we have also gained empathy from numerous

challenge to create new value with various partners.

stakeholders, leading to various initiatives linking
interaction with empathy to co-creation. We hope to acquire
empathy for our challenges in various areas and reinforce
co-creation with many partners with sustainability at thecore. These include sustainability initiatives across our value
chain from raw material procurement to production,enhancement of the solutions business which amplifies thevalue of Dan-Totsu products, and initiatives in the digitalspace. As a new venue for value creation the Bridgestone
Innovation Park was built and started full-scale operation in
2022. In the same year, we received approximately 1,000
visitors, of which approximately 200 cases of “seeds ofco-creation” were born, and 10 joint research cases initiated.

For the sake of the Earth, which future generations ofchildren have entrusted in our care.
Together with you.

18

Who we are

Where we are going

How we get there

Data

We will also enhance opportunities for dialogue with ourstockholders and investors regarding corporate strategy inline with the Long Term Strategic Aspiration, such as the
24MBP planning process updates, to ensure transparent
information disclosure.
The Bridgestone E8 Commitment has also led to theimprovement of employee engagement and the creation of
new corporate culture. In the internal survey held online in
2022, approximately 90% of teammates responding were
aware of the commitment, 80% understood it, and 70% felt
empathy toward it. Each teammate is thinking about what
they can do to realize the 8 Es and staring to take action.
The management team is very pleased that our global
teammates, our most important stakeholders, are making
various proposals and starting to take action to realize the 8
Es in their respective workplaces and positions. With the
Bridgestone E8 Commitment as our “axis to drive
management while earning the trust of future generations”
and vector for all corporate activities, we will continue
advancing together with our 130,000 global teammates torealize and support a sustainable society.

Invitation for Co-creation
In this year’s report, we tried to present a concrete image andprogress regarding our 2030 Long Term Strategic Aspiration
which we consider our roadmap for transformation. By sharing
with you the path on which we are advancing, we hope
you will join us on our journey to realize and support asustainable society while creating new value. Even in times
when “change is becoming commonplace” we will transformchange to opportunity, unperturbed by continuous change
and remaining robust and flexible like rubber. With our
passion to continue supporting the mobility of people andobjects, Bridgestone will continue to accelerate ourtransformation to a sustainable solutions company.

Shuichi Ishibashi
Member of the Board
Global CEO and
Representative Executive Officer

Bridgestone 3.0 Journey 2023 Integrated Report19

Where we are going

Bridgestone E8 Commitment

For the sake of the Earth, which future generations of children
have entrusted in our care.
Together with you.

The “Bridgestone E8 Commitment” (“E8“) is the axis to drive

From Interaction with Empathy to Co-creation

management while earning the trust of future generations
as well as the axis of the Group’s corporate activities. The E8

Since its announcement in March 2022, the Group has

is an evolution of our global sustainability activities, which

worked to raise awareness of the E8 both inside and outside

began in earnest in the 2000s.

the Company. Global efforts have aimed to deepen

Since its foundation, the Group has been expanding

through media and external events, communication between

society and to continue supporting mobility and individuals’

management and employees at town hall-like meetings,

lifestyles in each era, guided by its mission of “Serving

internal training, and discussions and other activities at eachSociety with Superior Quality”.

workplace to connect the values of the E8 with day-to-day

In 2007, the Group established the 22 CSR Focus Points

operations. As a result, in a global survey evaluating internal

to embody its mission and to promote consistent CSR

awareness of the E8 conducted in July 2022, it was foundactivities globally. Building on this foundation, in 2017 thethat around 90% of employees were aware of the E8 andGroup established “Our Way to Serve”, identifying three

70% empathized with it.

Bridgestone-like priority areas—mobility, people, andInitiatives embodying the E8 are being undertaken

environment—to promote social contribution efforts

with outside partners. For example, the Group is taking on

tailored to local communities around each of its sites.

the challenge of space exploration by developing lunar tires

The Group is evolving its efforts to the next stage as a

as part of a team working on a lunar terrain vehicle,

corporate commitment with the E8, defined from businessdemonstrating a commitment to nonstop mobility andmanagement perspectives while embracing the three

innovation that keeps people and the world moving ahead

priority areas.

(“Extension”). The Group is also making progress with its

The E8 was established in 2022 in celebration of the 91st

commitment to contributing to a society that ensuresanniversary of Bridgestone’s founding. It aims to accelerateaccessibility and dignity for all (“Empowerment”) throughthe Group’s transformation into a sustainable solutions

initiatives such as providing internships for refugee students

company, as set out in its vision, looking ahead to 2031,

and international students from Ukraine in collaboration

Bridgestone’s 100th anniversary, and beyond. Based on thewith Japan University of Economics.

belief that the Earth has been entrusted to our care by future
generations of children, this commitment also embodies
Bridgestone’s mission, the Bridgestone Essence (corporate
philosophy), its DNA, and vision.
It also aligns with the Group’s overall corporate activities
and encapsulates the future possibilities of such activities.
The Group will create eight Bridgestone-like values startingwith the letter “E” together with employees, society,partners, and customers based on a Bridgestone-like
purpose and process. By doing this, the Group commits
to the realization of a sustainable society.

20

understanding of and promote empathy with it, including

and evolving its business to meet the changing needs ofWho we are

Where we are going

EnergyHow we get there

Data

Committed to the realization of a carbon neutral
mobility society

Toward the achievement of carbon neutrality by 2050, in addition to expanding the use ofrenewable energy at its manufacturing sites, the Group is also supporting the adoption of electricvehicles (EVs) from the ground up. The Group is expanding products equipped with ENLITEN, the“new premium in the EV era”, and expanding the EV charging network by leveraging our retail andservice solutions network. To realize a carbon neutral mobility society, the Group is accelerating
efforts throughout the value chain, covering all phases from “produce and sell” and “use” to“renewal” of tires to raw materials. These efforts include reducing CO2 emissions in the tire “use”
phase through retreads and other solutions, as well as expanding CO2 absorption and fixation byplanting trees on devastated land in the natural rubber business.

EcologyCommitted to advancing sustainable tire technologies andsolutions that preserve the environment for future generations

To realize 100% sustainable material use by 2050, the Group will boost efforts to achieve a circular
economy throughout the value chain and enhance resource productivity. A focus will be on thecreation of a regenerative business model. This includes enhancing and diversifying renewablematerials through both the natural rubber business and the guayule business that aim for thediversification of natural rubber sources; the solutions business with retreading and other services
for the tire “use” phase; and the recycle business that “renews” tires to raw materials. The Group isalso advancing initiatives for sustainable procurement, responsible water resource management, andbiodiversity conservation on a global scale in order to preserve the environment for future generations.

Efficiency

Committed to maximizing productivity through theadvancement of mobility

The Group offers solutions to enable customers to use tire safer, longer, better, and more efficiently,
ranging from new tire management and maintenance to retreading. Furthermore, by combining
tire-centric solutions leveraging tire data collected by the tire monitoring system Tirematics, etc.,with mobility solutions that collect and analyze vehicle data to propose the optimal operation tocustomers, the Group will support safe and efficient operations across the value chain and maximize
operational efficiency and productivity for our customer’s fleets.

ExtensionCommitted to nonstop mobility and innovation that keeps
people and the world moving ahead

The Group works to keep people, goods, and industry moving by expanding its retail and service
solutions network globally, which is its strength, and ensuring continuous innovation in technology
and business models. For example, in mining solutions, the Group supports day-to-day operations at
physically demanding mining sites by optimizing tire usage based on data, centered on Bridgestone
MASTERCORE tires for off-the-road mining vehicles featuring Dan-Totsu (clear and absolute leader)high durability, and through on-site maintenance services closely tailored to customer needs. The
Group is also taking on challenging projects that support the dreams of humankind and innovations
in mobility such as space exploration.

Bridgestone 3.0 Journey 2023 Integrated Report21

Where we are going | Bridgestone E8 Commitment

EconomyCommitted to maximizing the economic value of mobility andbusiness operations

The Group is promoting initiatives to optimize costs and maximize economic value for customers
and its own business throughout the value chain, with a focus on Dan-Totsu products and solutions
which amplify their value. For example, in aviation solutions, the Group leverages its Dan-Totsu
product power consisting of products that can withstand harsh conditions, such as heavy loads,
high speed, and heat/cold, with safety and peace of mind as the basic premise. Combining thiswith multiple retreads and the Group’s tire wear and durability prediction models using flight dataco-created with customers, provides greater accuracy in planned tire replacement while alsoenhancing economic value by reducing wheel and tire inventories and improving the efficiency ofaircraft maintenance.

EmotionCommitted to inspiring excitement and spreading joy to theworld of mobility

In 2023, the Group celebrates the 60th anniversary of its motorsports activities, which started with its
participation in the first Japan Grand Prix in 1963. The Group has since supported motorsports
globally from the ground up, including by participating in F1®, the pinnacle of racing from 1997.
Currently, as part of its sustainable global motorsport activities, Bridgestone supports a solar car
event—the “Bridgestone World Solar Challenge”—and an international race for electric vehicles—the“Bridgestone FIA ecoRally Cup”—as title sponsor. The Group will contribute to further developmentof car, motorcycle, and motorsport cultures that is fun and safe with peace of mind. In addition,
through its involvement in sporting goods such as bicycles and golf balls, the Group supports various
challenges by inspiring excitement.

Ease

Committed to bringing comfort and peace of mind to mobility life

Bridgestone’s fundamental principle is “tires carry life”. In addition to providing high-performanceand high-quality products such as aircraft tires and seismic isolation bearings, the Group also advances
safety education and road safety activities. In particular, the Group is supporting road safety throughits donations to the United Nations Road Safety Fund over the four-year period from 2022 to 2025 aswell as through initiatives tailored to local communities near the Group’s sites around the world.
Through such initiatives, the Group supports the mobility and lifestyles of individuals by offering
comfort and peace of mind.

Empowerment

Committed to contributing to a society that ensures
accessibility and dignity for all

The Group is also focused on initiatives to solve various social issues by being closely attuned to local
communities and people’s lives. Efforts include promoting diversity, equity, and inclusion andsupporting para-athletes. The soft-robotics business, an exploratory business, became a corporate
venture from 2023. In this initiative, diverse talent with an entrepreneurial spirit come together totake on the challenge of supporting the lives of all individuals through the power of rubber, based on
Bridgestone’s DNA of “being attentive and supportive of customer problems”.

22Who we are

Where we are going

How we get there

Data

Creation of a New Corporate Culture through the “Bridgestone E8 Commitment”
The E8 has been incorporated into the Bridgestone Group Awards, the highest level of employee recognition in the Group, andthe TQM (Total Quality Management) Conference. It is also embedded into daily business and on-site improvement activities. The
Group will further promote the creation of a new corporate culture that links the value creation of every employee, with the E8
as the axis. Comments from last year’s award winners follow.

Group Global TQM Conference: Grand Prize Winner

Tatsuya Katae
Production Department, Kitakyushu Plant

I worked on reducing the number of off-the-road tires for mining vehicles that did notmeet specifications by taking steps to control varieties in the proficiency of work that
required craftsmanship. The Bridgestone E8 Commitment has not only raised my own
awareness of sustainability, but also allowed me to share a common understandingof the goals I am working toward with my colleagues. By considering what we have
conventionally taken for granted from different perspectives, it has also become acatalyst for thinking about what kind of value we can create for society andcustomers. I feel that I have found greater fulfillment in my work by taking on new
challenges without being bound by fixed ideas. The E8 will be central as I work
toward further improvements while raising the quality of tire production andmaximizing customer value.

Group Global TQM Conference: Impression Award Winner

Sarocha Pongboon
Industrial Engineering, Production
Planning, Bridgestone Tire Manufacturing(Thailand) Co., Ltd.

We employ the principles of the Bridgestone E8 Commitment as a guiding framework
for conducting a range of improvement initiatives. These initiatives include a sustainedemphasis on enhancing product quality to ensure customer satisfaction, as well as
reducing production costs and increasing operational efficiency. The E8 clearly expresses
Bridgestone’s goal of achieving a sustainable society. The E8 has helped to develop abetter understanding of our work goals, and to foster a mindset focused on increasing
production while considering environmental and societal impacts. This has led to theinitiation of various projects aimed at improving production efficiency with thecollaboration of all relevant departments based on Genbutsu-Genba (on-site) activities.
I will utilize the principles of the E8 in my workplace to enhance my skills andknowledge, and to contribute to Bridgestone’s growth.

Bridgestone Group Award Winner

Jill Suwanski
Associate General Counsel, Data Privacy
Officer and Corporate Secretary,Compliance, Data Privacy and Global Risk,
Bridgestone Americas, Inc.

IT and information security are fundamental to supporting business operations
throughout the company. This maximizes operations and provides accessibility todata. When we were impacted by the cyber incident in 2022, we worked diligently toprotect and determine whether there was access to any company, employee orcustomer data, then communicate transparently with impacted or concerned
stakeholders to provide peace of mind during a tense situation (“Ease”). The fact that
we faced the situation with a strong sense of responsibility and passion has
reaffirmed the importance of the IT team’s daily work and has also led to“Empowerment” that increases motivation. With more mobility solutions comes moredata collection and state-of-the art technology, and I pledge to play a significant rolein the “Extension” concept, which means we keep people and the world moving
ahead by providing secure and robust IT systems.

Bridgestone 3.0 Journey 2023 Integrated Report23

Where we are going

Value Creation Process

Mission: Serving Society
Vision: 2050 Bridgestone continues to provide social value
Solutions for

Bridgestone

Input(2022 results)
Total equity

3,012.5 billion JPY

Financial capital

Approx. 140 billion JPY

Mobility Solutions

Growthbusiness

Capital expenditure
Manufactured capital

Solutions forsocial systems

Strategic resources

317 billion JPY

Tire-centric Solutions
Retail & Service Solutions

R&D expenses
Intellectual capital

112 billion JPY

Retail & Service Solutions Network

Number of employees
Human capital

129,262

Dan-Totsu Network with operation
Social and relationshipcapitalin more thanDiversiﬁed Products/
Exploratory

150 countries and regions

Amount of raw materials used

4,389 thousand tonnes
Natural capital

Premium Tires

Core
business

Tires
New core competencies
Bridgestone DNA

New global footprint

Ultimate customization

Focus on quality

Respect for being on-site

Total energy consumption

45,132 thousand GJ

Fundamentals

Sustainability

Social issues and momentum of transformation

24

Compliance, Human rights

DE＆I

GovernanceWho we are

Where we are going

How we get there

Datawith Superior Quality
and customer value as a sustainable solutions company
your journey

E8 Commitment

Output / Outcome
Long Term Strategic Aspiration
Cloud
platform“Support”
society/mobility
systems

Amplify valueof Dan-Totsu
products“Support”
vehicle operation
systems

Revenue

Amplify trust

Amplify
data value

Interaction
with empathy
to co-creation

ROIC

Towar
d“
Ca
r

omy”
con
re

c y cl e)

Unique “Real x Digital” platform

w

e&

ne

S

l

Re

Enhancingvalue chainof Dan-Totsu
products

Real x Digital

Trust with society /partners / customers（Win-Win-Win）

Based ontire data

Technology & Innovation

Being attentive and supportiveof customer problems
BCP, Risk management

Enhancing Talent Creativity

Enhance talent creativity

Milestone 2030

50% reduction

in CO2 emissions (Scope 1, 2) from 2011 level

Contribute to reducing CO2 (Scope 3)
more than 5x our emissions

and solutions “carry life”
New brand power

ROE

Mid-long term environmental targets(R e

ProducelShare data
among partners

5,000 billion JPY level
Over 800 billion JPY level
Over 15%
12% level
13% level

Over

Adjusted
operating profit
Adj. operating
profit margineutrality ＆ Circ
nn
ula
Use
bo

“Support”
vehicles2030

New glocal & portfolio management

Challenging spirit
Create new DNA

Peace of mind, Safety

40% rate of materials using recycled andrenewable resources
2050

Carbon neutrality*
100% sustainable materials* Achieving carbon neutrality for Scope 1, 2, and contributing toward carbon
neutrality in Scope 3

Changes in environment surrounding Bridgestone and risks and opportunities

Bridgestone 3.0 Journey 2023 Integrated Report25