24MBP Business Shaping Scenario

Create Good Tires
In the second business shaping scenario, “create good tires,” Bridgestone accelerates value creation through the fusion of
ENLITEN, the base technology for product design, positioned as Bridgestone’s unique “new premium,” and BCMA, the basetechnology for R&D and manufacturing that reduces business cost.

From Volume to Value—Accelerating Focus on Premium
Bridgestone E8 Commitment

EnergyEcology

Efficiency

Extension

Strategic Direction from a Mid-long-term
Perspective: Why Does Bridgestone Need toCreate “New premium”?

Strengthen Existing Premium Segment“From Volume to Value”: Accelerating Focus
on Premium

Currently, the demand growth for high rim diameter tires as

Focusing on PS tires, where a tailwind in demand continues,

the premium segment becomes a tailwind for PS (passenger

Bridgestone is accelerating its focus on premium, “fromcar) tires. This tailwind is expected to continue during thevolume to value” in all product types, and is driving sales

24MBP period, however, may slow down after 2030 or

and is aiming to increase market share in the premium

possibly a little earlier.

segment.

First, during the 24MBP period, we will seize the tailwind

For PS tires for replacement, we improve the sales mix,

in demand to the fullest extent. To overcome “decrease

increasing the sales ratio of premium tires including

in tailwinds” after 2030 and keep growing, Bridgestone

premium tire brands to 70% in 2026. For high rim diameter

will create its own “new premium” starting from thetires, we also focus on ultra-HRD tires 20 inch and above

24MBP period.

and further expand sales and market share. Particularly, inNorth America, the most important market, we aim tocontinue to strengthen sales expansion and market share
increase and improve the sales portion of high rim
diameter tires to 65% and the sales portion of premium
tires to 80%. In Europe, we aim to increase our market

44

share with high rim diameter tires, and thoroughly pursue

business foundation, we promote to expand sales andour focus on premium in other regions also.

increase market share in the entire TB business for new

Regarding TB (truck and bus) tires for replacement, weand retread tires.

plan to expand sales and increase market share globally,

For OR (off-the-road for mining vehicle) tires, where all

and by strengthening retread tires mainly in North America

tires are ultra premium, we expand sales and increaseand Japan, Bridgestone will increase the portion of retread

market share with Bridgestone MASTERCORE at our core,tires in the entire TB business to 50% globally in 2026.

as a Dan-Totsu product.

Particularly in North America, where we have a strong

PS premium tires (replacement)
Accelerate shift to premium

OR Ultra-large & large

TB (replacement)

All ultra premium tires
Reinforce sales & market share increase

Increase sales & market sharefor new tires + retread

High rim diameter tires

New tires

Large tires (OE + REP)

U.S., Europe, Middle East: 18 inch & above Other regions: 17 inch & above

Retread tires

Ultra-large tires

Premium tire brand + premium tires in each region
Other tires

ENLITEN
equipment
ENLITEN
equipment

Approx.

65%

ENLITEN
equipment

ENLITEN
equipment

Approx.

Approx.

ENLITEN
equipment

100%

ENLITEN
equipment

8%

Premium ratio
Approx. 70%

57%

3%

70%

Approx. 100%

Approx.

40%

Approx. 90%

Approx. 90%

Ratio of ultra-large
63 inch MASTERCORE

Further
expandpremium ratio

Approx. 25%

20%
36%
2021

2023

Approx. 45%

2026

2030

2021

Retread ratio

Approx. 50%

48%

Approx. 50%

2023

2026

2030

2021

2023

2026

2030

Bridgestone 3.0 Journey 2024 Integrated Report45

24MBP Business Shaping Scenario: Create Good Tires

Premium Tires for Passenger Cars—ENLITEN as New Premium in the EV Era
Bridgestone E8 Commitment

EnergyEcology

Efficiency

Based on the foundation of reinforcing existing premium,
Bridgestone creates its own unique “new premium” throughthe expansion of ENLITEN, the base technology for productdesign. ENLITEN is a technology that evolves environmental
performance while expanding basic performance andelevating all conventional performances. It also pursues“ultimate customization” to sharpen edge in a performance
which not only meets the apparent needs and potential
wants of the markets and customers, but also further
inspires markets and customers by creating new value thatthey may not have imagined, according to thecharacteristics of diverse vehicles and usage conditions.
Particularly for PS tires, we respond to changes anddiversification of desired tire values on the back of the
adoption of EVs, etc., as “new premium in the EV era”.

ENLITEN Expansion — OE/REP Linkage:
Premium Tires for Passenger Cars — OE
For original equipment (OE), the starting point of expanding
ENLITEN, we strengthen our approach to premium vehicles/
OEMs, prestige OEMs, and premium EVs. By developing“ultimate customization” with ENLITEN technology andproving its value, we aim to expand the number of new car
models that come fitted with ENLITEN OE-produced tires from
75 models at the end of 2023 to approximately 250 models at
the end of 2026 including emerging EV manufacturers (global
cumulative total). Also, through strengthening approach toprestige OEMs, we will link this with building a sustainablepremium brand.
Premium EV users in the initial stage of EV adoption
have a high tendency for recursion from OE to REP tires.
We steadily capture REP recursion demand, starting fromthe expansion of OE fitment.

Create Value in REP Tires by Leveraging “Retail& Service Network” as a Touchpoint with
Customers and Vehicles
Based on the retail & service network, which serves as atouchpoint between Bridgestone and its customers andvehicles, we create new demand by ourselves throughstrengthening value creation in REP tires. By being attentive
to customers, providing high-quality services and listening
to the voice of customers at retail sites, we meticulously
understand the value desired of tires by car and by market.
In addition, through end-of-life tire surveys by fieldengineers on-site (Genbutsu-Genba) we identify challenges
and promote tire product planning and development topursue “ultimate customization”, starting from customer
pain points.
In 2023, Bridgestone launched the TURANZA EV, our firsttire specifically designed for EVs, reflecting customer
feedback from the U.S. West Coast and addressing theissues of enhancing sustainability and early tire wear on
EVs. In Europe, we have also launched TURANZA 6, which
is EV ready and has enhanced wet-handling performanceand wear, etc. required in the European market. In Japan,
we launched the REGNO GR-X III in February 2024, the first
ENLITEN-equipped tire for REP use in Japan. This has also
improved handling performance, sharpening our edge inquietness, and enhanced the environmental performanceby using renewable resources as raw materials. From
2024, we plan a full-scale expansion of the number of
ENLITEN-equipped REP tires for the global market, aiming
for a cumulative total of 45 products and 65% ENLITENequipped products by 2026, and 100 products and 100%
ENLITEN-equipped products by 2030.
The 24MBP is the “1st stage of the new premium” that offers

Approx. 250

new value to customers by expanding the first generation of
ENLITEN technology. The 27MBP will be the “2nd stage of new
premium” where we launch the 2nd generation of ENLITEN in
the market, expanding value together with the evolution ofbrand power which aims to establish a sustainable premium.

Approx.

Creating social value linking with business

Number of car models with ENLITEN OE fitment (global)
Non-EV

Extension

EV

150

Through the expansion of ENLITEN, the “newpremium in the EV era”, we commit to therealization of a caron neutral mobility society—
Energy in the Bridgestone E8 Commitment.

75

46

27

45

20
7

29

2021

2022

16

44

Approx.

100

31
2023

2026 planValue creation in REP tires, leveraging retail & service network
Strengthen approach to premium &prestige OEMs
Expand OE fitment including for EVs

Original Equipment(OEMs in Japan / Europe / U.S. / China, etc.)

ICE

Improvement in driving range /Low electricity consumption

Replacement

Reduce environmental
impact / Long-life

EV

Increased severity on tires

Hardware-defined vehicle

Software-defined vehicle* Internal combustion engine
Customertouchpoint

Customertouchpoint

Retail & service network

Touchpoint with customers & cars
– Be attentive to & deeply understand customer problems –2 High-quality service & maintenance through the retail network

End-of-life tire survey on-site(Genbutsu-Genba),
identification of issues

Support from the ground up even during
product use phase.
Improve customer experience value, gain trust.

Gather insight from
Genbutsu-Genba observations &interviews with users

1

Dan-Totsu products

Field engineering

Tire product planning & development withcustomer problems as the starting point

Solve with “ultimate customization”

Generate customer delight with
Dan-Totsu products

ENLITEN - equipped REP products

North America

Japan

EuropeBridgestone’s first EV
specialized product for
replacement equippedwith ENLITEN

Launched Sep. 2023

Launched Feb. 2024

Dry Braking

Braking
Dry Handling

Noise

WeightComfortNoise

Wet-handling

ComfortWet-handling

Wear ResistanceRRC

The first ENLITEN productfor replacement in Japan

2024: Expand to India & Asia
2025: Expand to China

Launched May 2023

Dry Handling

OE-REP linked productanticipating EV expansion

Provide new value with improved wear resistance(+50% vs. Bridgestone’s conventional product),
an issue for EVs and increased renewable & recycled material
ratio to 50%

Wet Handling

Wear Resistance
MCN

More than 20% higher wear resistance vs.
Bridgestone’s conventional product.

Significantly improved wet-handling performanceand rolling resistance, important performances in theEuropean market. Balanced in every performance at a high dimension.

Quietness

Dry HandlingLight Weight

Wear Resistance

WeightLow RRC

MCN

ComfortMCN

Fuel Efficiency

Comfort achieved from superior quietness, and driving

performance refined with highly responsive handling.

Contribute to the realization of sustainability throughreduced weight and use of recycled & renewable materials.

Our team worked on developing “TURANZA EV”, Bridgestone’s first EV specialized tire equippedwith ENLITEN technology, to realize our vision “Sustainable solutions company”.
We aimed to offer the performance which contributes to sustainability to customers, andalso listening to the voice of customers, mainly from the West Coast where the shift to EV isadvancing, cooperation with Bridgestone retail channel network to capture clearly the pain
points on EV such as premature wear.
After many co-creations with diverse departments to realize our vision, ENLITEN technology
was first installed in North America. We also achieved to provide customers EV-specialized
tire with improved wear resistance by 50% versus conventional product and with recycled &renewable material of 50%.

Jeff Cook
Executive Director
Product Strategy and Portfolio Planning, Bridgestone Americas

Bridgestone 3.0 Journey 2024 Integrated Report47

24MBP Business Shaping Scenario: Create Good Tires

R&D and Manufacturing Transformation: BCMA (Bridgestone Commonality
Modularity Architecture)
EnergyBridgestone E8 Commitment

Ecology

Efficiency

BCMA, supporting “ultimate customization” consolidates
tire parts into three modules and shares them among
different products, simplifying the supply chain including
development and production. It is Bridgestone’s basetechnology for R&D and manufacturing which shortensdevelopment and production lead times to agilely provide
value to customers while also aiming to reduce business cost
including environmental impact.
In promoting BCMA during the 24MBP, we pursue theessence of R&D and manufacturing based on Genbutsu-Genba(respect for being on-site) to start creating benefit, focusing onvalue creation. Direct benefits, or the primary benefits fromBCMA are generated from the first year of BCMA introduction in
2024. These consist of manufacturing cost down related toreducing changeover in production by sharing parts between
products, and development cost reduction due to module
sharing. Secondary benefits plan to be created mainly fromthe second year of BCMA introduction in 2025, in which we
expect the reduction in direct material cost and in conversion
cost from productivity improvement. These include benefits
from the evolution of R&D and manufacturing such as
improved capacity in production process and reduced
workload at production sites in BCMA deployment.
These benefits will be adjusted according to each plant’s
R&D and manufacturing power. Plants in the EAST regions(Japan and Asia), that already have high R&D andmanufacturing power and have high productivity, tend tohave smaller room for improvement through BCMA. On theother hand, plants in the WEST regions (U.S. and Europe),that face challenges in manufacturing, tend to have greaterroom for improvement. We lead to create value by
specifying the benefit in each plant according to the roles
and responsibilities of each of the 45 new tire plants clarified
in 2023. Four tire plants globally, two each from Bridgestone
EAST and WEST, have been designed as model plants andlead benefit creation. (Model plants: Burgos plant in Spain;
Joliette plant in Canada; Nong Khae plant in Thailand; Tochigi
plant in Japan.) During the 24MBP period, we will switch
approximately 50% of our global PS tire production to BCMA.
BCMA global benefit amountAccelerate value creation by steadily deploying BCMA in each plant
BCMA global benefit

Amplificationof value
Secondary benefit toemerge from the
2nd year of BCMA
introduction

SecondarybenefitPrimary benefit2024
1st year48

2025
2nd year2026
3rd year・・・BCMA introduction

Extension

EconomyTread (tire surface)

Customization

Carcass(tire skeleton)Belt(reinforces tire)

Simplification

Link Steady Productivity Improvement andShift to Green & Smart
Linked with BCMA deployment, we drive steady productivity
improvement as well as the shift to Green & Smart to amplify
value and reinforce earning power. In terms of steadyproductivity improvement, we are pursuing streamlined
production based on Genbutsu-Genba (respect for being
on-site). In addition, we accelerate this spiral up of“standardizing craftsperson skills that have been cultivatedon-site over many years by leveraging digital capabilities,
and reinforcing the entire R&D and manufacturing power by
ensuring and improving the standards, and then evolving
the standards as craftspeople enhance their own skills.”
Combining this with automation leveraging smart technology
will accelerate productivity improvement. We concretize
and execute improvement in each plant, aiming to improve
productivity by more than 10% level in 2026, compared
to 2023.
Moreover, when it comes to the shift to Smart, we aim
to connect the entire production process through digitalsensing, AI, and automated control to achieve highly
accurate and efficient R&D and manufacturing. In the
24MBP, we plan to introduce MES (Manufacturing Execution
System) as a digital platform that digitally captures the
production process and to automate the inspection process.
We will also promote technological development, looking
ahead to implementation in the 27MBP. Regarding the shift
to Green, we reduce energy Gentan-i (energy consumption
per unit) continuously.
In each target goal of driving the shift to Green & Smart,
we steadily move forward with the 2030 Long Term
Strategic Aspiration as our North Star.

Shift to Green & Smart: Targets
2026 targets

Green

50% over reduction

CO2 emissions

Maximize value with minimum
sustainable resources

Deployment ratio of ultimate “circle” technology

Smart(Deployment ratio for technology applicable machine)

Less skills/High efficiency labor productivity

Value creation fusing ENLITEN and BCMA gradually starts
in 2024 and will expand in 2025-2026 as the true nextstage, to reinforce earning power. In the 27MBP, we willbuild a foundation to further reinforce business quality
and expand earning power.

2011)
50% reduction (vs.
(Scope 1, 2)Over 70%

Renewable energy (electricity)“Strong” real (Takumi) x
digital mastering manufacturing2030 targets(vs. 2011)(Scope 1, 2)

Aim for 100%

Approx. 50%

100%

Above 110%

130%

Creating social value linking with business
Bridgestone contributes to driving carbon neutrality
by reducing its environmental impact throughsimplifying the value chain with BCMA and by
reducing energy Gentan-i (energy consumption perunit) with the shift to Green.

Accelerate value creation through the fusion of ENLITEN and BCMA

Enhance value
Creation of
corporate value

Ultimatecustomization
Differentiation

Reinforcement of
earning power

UP

Base technology for
product design“New premium”

Gen 1

Improve product power—Generate customer delight
Elevate all conventional performances, and largely
evolve environmental performance and/or performancethat not only meet the needs & wants of specific market/
customers but further inspires them (= “sharpen edge”)

Value creation(social &customer value)

Gen 2

Expand performance
spider chart“sharpen edge”

FusionDOWN

Base technology
for manufacturing
and R&D

Customization

Module 3

Customize performance
per market/customer

FusionGainingcompetitive
advantage

Simplification

Reduce businesscost &
environmental
impactReduce cost
Simplify operations in R&D and production /Support “ultimate customization”

Simplification

Module 2

Improve efficiency fordevelopment and supply
chain, and reduce costby sharing modules
between products

Module 1

As we roll out BCMA globally, we have discussions with many teammates from each SBU, at
Genbutsu-Genba (being on-site), and promote initiatives on a daily basis by performing the
PDCA cycle. Although regions and positions may differ, our passions for creating good tires
remain the same. We will evolve R&D and manufacturing to a new stage, supporting ENLITEN
to realize ultimate customization while reducing our business costs. Through BCMA, we will
also transform the individual mindset to R&D and manufacturing as well as organizational
culture, which will create good business quality.

Kosuke Yukitake
Executive Director
Global BCMA and Technology Strategy

Bridgestone 3.0 Journey 2024 Integrated Report4924MBP Business Shaping Scenario: Create Good Tires

FeatureGlobal CTO Message: Bringing ENLITEN to the Next Stage with Technology
Innovation and R&D and Manufacturing Transformation

Bridgestone E8 Commitment

EnergyEcology

Efficiency

Extension

EmotionBridgestone’s Technology Innovation
Bridgestone is taking on the challenge of continuously
creating new value by fusing digital power with strong realcapability such as extensive experience & knowledge,know-how, data of tires that we have gained from staying

Masato Banno

close to customers on-site over 90 years of our history.

Senior Vice President andExecutive Officer
Global CTO / Monozukuri

Especially in our premium tire business as core business,
Bridgestone is promoting technology innovation based on
three axes of “master”—“mastering rubber”, “mastering
road contact”, and “mastering manufacturing”—with the

Bridgestone’s DNA of “Genbutsu-Genba (respect for being

evolution of ENLITEN technology at its core. Whileon-site)” and “being attentive and supportive of customer

leveraging new technology from internal and external

problems.”

co-creation, we amplify the generated value and expand
its value to solutions business as growth business or

Mastering Rubber

exploratory business. By doing so, we aim to become acompany that keeps providing social value and customer

Bridgestone’s strengths in seeing, analyzing, and managing

value as a sustainable solutions company, which is ourrubber lead to the development of innovative materials tovision.

realize thinner and lighter. First of all, we are evolving our“seeing” technology so that the structure of rubber andIn Pursuit of “Thinner, Lighter, and Rounder”—“Ultimate Customization”

molecular can be observed more clearly, by utilizing
collaborations with external partners. Furthermore, we will
enhance our “analyzing” technology and rapidly identify

By creating tires “thinner, lighter, and rounder”, we canmolecular structure of polymer complexes by accumulated

expand the performance spider chart. Creating themextensive knowledge about tires and rubber over our“thinner and lighter” enhances environmental

history, enhancement of introduction of state-of-the-art

performance including resource productivity and higher

digital technology in material informatics, which we haverolling resistance, while creating tires “rounder” improves

been leveraging for a long time, and material analysis

driving performance such as handling stability and ride

combined with unique simulation technology, thereby

comfort. ENLITEN, which Bridgestone positions as a new

linking it to “managing” technology. Evolution of thesepremium, not only responds to diverse needs and wants ofseeing, analyzing, and managing technologies leads todiverse markets and customers, but also provides new

more agile development of higher-performance rubber.

value and improves the performance spider chart bypolymers, fillers, resins, and chemicals, but we also

this is a base technology for product design that sharpens

developed robust, high strength network rubbers byedge in performances that further inspires them. However,making full use of compounding technologies and

if we simply create tires thinner and lighter, tires generally

processing techniques to maximize the potential of eachbecome weak, fragile, and easily distorted, which leads to

raw material mentioned above, thus achieving significant

reducing their performance. ENLITEN technology pursues

improvement in wear performance for products such as“ultimate customization” that can be tailored to each

TURANZA EV. Furthermore, we are making efforts tomarket and customer, by assembling more robust anddevelop a double network rubber that combines two

flexible materials accurately, which will resolve

different rubber networks, one for robustness and anothercontraventions and expand the performance spider chart.

for flexibility, in a single rubber structure by evolving our

We will continue to evolve ENLITEN technology to the next

“managing” technology. We will complete development ofstage by further advancing our three technologicalthis double network during the 24MBP, and plan tofoundations—mastering rubber, mastering road contact,

implement it into new products in the 27MBP.

and mastering manufacturing—while keeping in mind of

50

In the 21MBP, we not only evolved raw materials such as

pursuing “thinner, lighter, and rounder”. In other words,

Mastering Road Contact

Smart. By fusing ENLITEN, a base technology for productdesign and BCMA, a base technology for manufacturing andLeveraging Bridgestone’s unrivaled knowledge of the

R&D, we aim to achieve both ultimate customization andworld’s roads, we have further evolved Bridgestone’s uniquebusiness cost reduction. This will create social value andtire development technology “ULTIMATE EYE”, born from ourcustomer value, leading to reinforce earning power andexperience in F1®, enabling to visualize ground contact

create corporate value.

conditions on a variety of road surfaces. Furthermore, by
combining our original tire simulation with vehicle
simulations, we have optimized the tension distribution ofply cords, which serve as the framework material for tires,

From Circuit to Street
Mobile Laboratory—Refining ENLITEN Technology
Using Sustainable Global Motorsports

to achieve uniform ground contact with thinner and lighter
tires. This technology is incorporated in the REGNO GR-X III

For Bridgestone, motorsports are our origin as alaunched in Japan in February 2024. We will keep evolving

tire manufacturer as well as a “mobile laboratory”. Throughour simulation technology toward mastering road contact

the development of motorsports tires that face extreme

by fusing of strong real and digital.

conditions, we have refined diverse technologies
becoming a foundation of our technology innovations ofMastering Manufacturing

today. Moving forward, we will leverage sustainable global
motorsports to promptly demonstrate the next stage of

The tire production process consists of two parts: a front-

ENLITEN technology and to reflect it to the development ofend process of mixing rubber, then preparing andtires for the markets. Most recently, we are driving

processing it into components of the desired dimensions,

technology development to supply motorsports tires

and a back-end process of assembling the processed

equipped with next-generation ENLITEN technology forcomponents into the shape of a tire, vulcanizing it, andthe 2025 Bridgestone World Solar Challenge (BWSC).

inspecting the finished product. To create tires thinner,
lighter, and rounder, high-precision preparation, processing,and assembly are required at each process. As such, theLeading to Drive Sustainability /Accelerating Technology Innovation

evolution of our manufacturing technology is essential.
By utilizing the sensing technology and big data that were

We are also taking on the challenge of leading to drive

developed through our AI-implemented tire building

sustainability across the entire value chain of motorsports

system, “EXAMATION” which has been in practical use sincetires as a “mobile laboratory.” By applying our technologies

2016, and linking the data from the front-end and back-end

of “seeing,” “analyzing,” and “managing” rubber, which

processes, all components of a single tire can be precisely

support development of the innovative materials asassembled. This autonomous control technology in thesementioned above, Bridgestone is promoting diversification

processes enables us to create tires that are thinner, lighter,of resources and development of sustainable materials

and rounder, leading to improved product uniformity. Thisutilizing recycled and renewable materials. For example,

autonomous control technology has already beenin the NTT INDYCAR® SERIES in 2022-2023, we introduced

introduced at our plants. We also plan to introduce it at 20

tires made with natural rubber derived from guayule tofactories globally during the 24MBP period to drive the shiftsome races. In the 2023 BWSC, we supplied tires thatto Smart.

achieved recycled & renewable material ratio to be 63%.
Looking ahead to the future, Bridgestone will accelerate

BCMA Supports “Ultimate Customization”
by ENLITEN

the development of sustainable tire technology, whileleading to build a carbon-neutral production structurefrom motorsports tires through co-creation with partners.

The starting point for value creation in BCMA is on-site R&D

Furthermore, we will take on the challenge of evolving

and manufacturing. We evolve R&D and manufacturing to

Bridgestone’s technology innovation at an even fasterthe next stage by approaching the essential issues of R&D andpace, from R&D and manufacturing for motorsports tires

manufacturing at Genbutsu-Genba (being on-site), improving

as a starting point.

productivity, and further promoting the shift to Green &Bridgestone 3.0 Journey 2024 Integrated Report51