Mid Term Business Plan (2021-2023) Progress Update2022 Summary & 2023 Plan

February 16, 2023

Member of the Board
Global CEO and Representative Executive Officer

Shu Ishibashi

Accelerate transformation in alignment with the roadmap presented in“2030 Long Term Strategic Aspiration”
Bridgestone 3.0 Journey

2023: Last year of 21MBPMid Term Business Plan (2021-2023)

Mid Term Business Plan (2024-2026)

Mid Term Business Plan (2027-2029)

Return to a “strong” Bridgestone
capable of adapting to change

Focus on premium business and solutions businessto create “new premium”

Complete laying foundations toenhance premium and evolve withsolutions business■ Premium tire business - “From volume to value”■ Solutions business - Build foundation to accelerate“Tackle past negative legacies squarely without delay””Focus on execution and delivering results for immediate issues””Lay foundation for future growth”

determined solutions business■ Enhance portfolio managementof new premium tire business■ Rapidly expand solutions business leveraging

the strengths of premium tire business■ Diversified products and Exploratory business –Sharply focus on areas where Bridgestone’s core competencies can be leveraged

2030 Become a resilient “excellent” Bridgestone
Amplify trust and value through coordination of premium tire, solutions, diversified products and exploratory businesses
A talent group that can create new business value and support the business portfolio / Build new corporate culture and DNA
2/48

Summary of 2022 & Positioning of 2023
■ Summary of 2022: Close to becoming a “strong” Bridgestone capable of adapting to change flexibly & agilely• Turbulent business environment: Global unrest, supply chain disruption, unprecedented raw material price increase,inflation in energy and labor costs, etc., impact of COVID-19 lockdown in China,
cyber incident in U.S. subsidiary.
Especially from 3Q - recession in Europe and growing uncertainty about the U.S. economy.
• “Change is becoming commonplace”: Flexible agile management based around supply chain that ensures global optimization,
thorough reinforcement of premium strategy (expand sales & market share of premium products)■ Positioning of 2023:

1. Final year of Mid Term Business Plan (2021-2023) : Return to a “strong” Bridgestone capable of adapting to change
2. Lay foundation for Mid Term Business Plan (2024-2026): Complete laying foundations to enhance premium andevolve with the solutions business• Build foundation to accelerate transformation in becoming a resilient “excellent” Bridgestone that transforms change to opportunity,
unaffected by continuous change and remaining robust and flexible like rubber
Tackle past negative legacies squarely without delay

Focus on execution and delivering results for immediate issues

Lay foundation for future growth

Roadmap: 2030 Long Term Strategic Aspiration
Vision: Toward 2050, Bridgestone continues to provide social value and customer value as a sustainable solutions company

3/48

Appendix 1-1 ~ 1-6 : Summary of 2022 & Plans for 2023

2022 Results & 2023 plan:
Close to becoming a “strong” Bridgestone capable of adapting to change■ Revenue• 2022: Achieved our first revenue of over 4,000 B JPY
In addition to raw material price & energy cost increase,
faced irregular negative impacts in the 1st half, as well as
growing uncertainty about the U.S. economy and therecession in Europe from the 2nd half
‐Soft-landing for N. America- Slightly better vs. Nov. projections for Europe→ Steadily adapting to change globally

Revenue [B JPY]
Currency USD
exchange EUR

121 JPY
134 JPY

109 JPY
122 JPY

107 JPY
122 JPY

110 JPY
130 JPY

103 JPY 112 JPY 132 JPY
126 JPY 127 JPY 138 JPY

103 JPY 123 JPY
126 JPY 133 JPY

Mid Term Business Plan (2021-2023)

Premium tire business

4,150 B JPY

Solutions business

4,110 B JPY (101% vs. prior year)

Diversified products business(127% vs. prior year)

3,790

3,507

3,246

(120% vs. prior year)

3,650

Excludingcurrency
exchange
impact

3,300

3,100

107%

level

level

vs. prior year

2,695

*PS: Passenger car tires
HRD: High rim diameter
OR: Off-the-road tires< Key measures >① Flexible & agile supply chain management realizing
global optimization② Achieved sales & market share expansion in theresilient premium segment (PS-HRD* tires, OR* tires, etc.)③ Thorough strategic price management• 2023: Plan 107％ growth vs. prior year
excluding currency exchange impact[Premium tire business (core business)]
Focus on premium
104％ vs. prior year excluding currency exchange impact- Though softening demand overall from 4Q 2022 to 1Q
2023, expect solid demand from 2Q onwards, leading to
growth vs. prior year for the total year.
Demand in premium segment remains relatively strong.

2015

2019

2020

2021

2022

(2021-2023)

JPN account.
standards

2022

Mid Term
Projection
Business Plan (as of Feb. 2022)

2022
Results

2023

Mid Term
Business Plan
(2021-2023)

2023

Projection

International accounting standards (IFRS)*Results since 2020, 2022 projection (as of Feb. 2022) and 2023 projection show figures for continuing operations and exclude revenue and expenses of the discontinued operations.
**Solutions business (1) Results and 2023 projection are included sales revenue of retail tire. (2) Mid Term Business Plan (2021-2023) and 2022 projection (as of Feb. 2022) are excluded sales revenue of retail tire.

4/48[Solutions business (growth business)]
Exceed growth of core business
111％ vs. prior year excluding currency exchange impact- Revenue portion of solutions business:
Achieve 20％ level (Excluding sales revenue of retail tire)2022 Results & 2023 plan:
Close to becoming a “strong” Bridgestone capable of adapting to change
Adj. Operating Profit / Net Profit / OPEX % / ROIC / ROE
Currency
exchange

121 JPY
134 JPY

USD
EUR

109 JPY
122 JPY

107 JPY
122 JPY

110 JPY
130 JPY

103 JPY 112 JPY 132 JPY
126 JPY 127 JPY 138 JPY

103 JPY 123 JPY
126 JPY 133 JPY

Mid Term Business Plan (2021-2023)

ROIC

14.7%

Adj.
Operating
Profit 5,500[B JPY]5,000
4,500
4,000
3,500
3,000
2,500
2,000
1,500

7.4%

5.1%

9.0%

8%
level

(190% vs. prior year)

343

2020

Adj. Operating Profit
marginOPEX %
ROE
Profit from continuing
operations [B JPY]
Dividend per share [JPY]

level

2022

(106% vs. prior year)

116%

level

vs. prior
year‐Further ensure focus on premium segment &strategic price management‐Continue cost and expense structurereformation
During Mid Term Business Plan (2021-2023) period

Adj. OP Margin: 12% level・ 2022: Realized 122％ growth vs. prior year

2022

2022

2023

Projection

3,650 4,110

3,300 level 4,150

11% level 11.6％ 11.7%
29% level 27.6％ 27.2%

13% level 12.3%
27% level 27.2%(as of Feb. 2022)

Results

Mid Term
Business Plan

2023

Mid Term
Business Plan

(2021-2023)

Projection

3,507
9.8%
28.0%
10.0%

2,695
7.7%
30.3%
-0.9%

3,246
12.1%
28.4%
12.9%

3,100 level

9% level

11.3% 10.9%

12% level 11.4%

284

240

-20

308

220 level290 306

290 level 340

130

160

110

170

ー

170 175

ーInternational accounting standards (IFRS)*Results since 2020, 2022 projection (as of Feb. 2022) and 2023 projection show figures for continuing operations and exclude revenue and expenses of the discontinued operations.

5/48

Excludingcurrency
exchange
impact

3,790
13.6%
25.8%
13.3％

JPN account.
standards■ Adj. Operating Profit (OP) / Adj. OP Margin:

510 B JPY

level

2021

‐Continue improvement of business quality andeffective & thorough management of capital
cost including strategic growth investments

10.5%

450

425
360

207
2019

10%

(122% vs. prior year)394(2021-2023)

Revenue [B JPY]

9.4%

483 B JPY

517

2015

9.2%

■ ROIC = most important management index:
Plan to achieve the 10% level set out in the
Mid Term Business Plan (2021-2023)

200

Profit growth vs. prior year even after including
irregular negative impacts

・ 2023: Reinforce profitability improvement
Realize 116％ growth vs. prior year
excluding currency exchange impact- Start creation of “new premium”“ENLITEN”, “MASTERCORE”→ Build foundations for growth in
Mid Term Business Plan (2024-2026)■ Shareholder returns:
Dividend payout ratio target: 40％- Plan shareholder return through sustainableenhancement of corporate value

2022: 175 JPY, 2023: 200 JPY

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

6/48

7/48

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Premium tire business

8/48

9/48

Premium tire business – reinforce premium strategy:
Passenger car HRD tires

Efficiency
Extension Expand sales of HRD tires and increase market share by proving their value globally
Take in REP* tire recursion demands from OE* tires and accelerate resilient growth* OE: Tires on new vehicles / REP: Tires for replacement

Emerging markets（Asia Pacific, China, S. America）

Europe & N. America
Market share index
of REP tires 18 inch and above

Sales portion of tires 18 inch and above
OE

REP

REP

*INDEX: 2019=100

Sales portion of REP tires 17 inch and above
OE

REP

Approx.

Approx.

65%
61% 61%53%

Approx.

120

55%
Approx.

33%
25%
2019 2020 2021 2022 2023
Plan

10/48

40%
37%

58%

63%

70%
65%

53%
Approx.

110
104

28%

105
27%

100

2019 2020 2021 2022 2023
Plan

2019 2020 2021 2022 2023
Plan

30%

35%
34%
33%

2019 2020 2021 2022 2023

2019 2020 2021 2022 2023

Plan

Plan

Energy
Ecology
Efficiency
Extension
EconomyPremium tire business – reinforce premium strategy:
Expansion of premium segment

 Reinforce sales of premium tire brands that have been built through proving the value of Dan-Totsu products to customers
2023: Achieve premium tires sales ratio of more than 50% (Passenger car tires)

HRD tires

Premium tire brands
Premium products
adapted to each region

Europe &: 18 inch and above
N. America
Emerging
markets : 17 inch and above

Sales portion of premium tires
Passenger car tires (for replacement)
Other premium category including
premium tire brands

46%
21%

HRD tires**U.S., Europe, Middle East: 18 inch and above
Other regions: 17 inch and above

49%
21%

25%

28%

2021

2022

Approx.

55%

Approx.

25%

Approx.

30%

Reinforce sale ofpremium brands

Reinforce sale of
HRD tires

Reinforce premium tire brands
also for truck & bus tires andlight truck & bus tires

2023 (Plan)

Continue reinforcing premium segment as the foundation toward the next stage - “new premium” ENLITEN business strategy
11/48

Premium tire business – reinforce premium strategy:
Strengthen structure to “produce” premium products

Efficiency
Extension

 Strategic growth investment to enhance premium
Passenger car tires - Investment to reinforce production

Truck & bus tires - Investment to reinforce production■ Strengthen manufacturing structure for premium tires – 20 sites globally- Invest in replacing manufacturing equipment & increasing capacity for HRD tires- “New premium in EV era”: Prepare to manufacture ENLITEN products■ Strengthen manufacturing structure for new tires & retread
New tires:■ Increase production capacity: Brazil, Costa Rica, Japan, etc.

Tires for mining & construction vehicles Investment to reinforce production■ Build premium tire business based around
Dan-Totsu product “MASTERCORE”- Shimonoseki & Kitakyushu plant: reinforce production- Saga plant: reinforce production of steel cord

Investments
in 2021-2022 Approx.

42 B JPY

Investments
Approx.
in 2023

96 B JPY

Total investment
to complete capacity expansion

Approx.

276 B JPY

• Warren plant, U.S.:
Respond to sales & market share expansion in the U.S.
• Chonburi plant, Thailand: Reinforce as global supply source■ Retread: Expand production capacity in the U.S. & Japan* Bridgestone estimates for large superbike category over 1000cc

Motorcycle tires - Investment to reinforce production■ Focus on premium race & sports areas
Global No.1* in OE fitment for the premium category• Nasu plant: reinforce production

In addition to making strategic growth investments, ensure they are lean throughon-site productivity improvement & full leverage of existing equipment
12/48

Premium tire business – reinforce premium strategy:
Build global manufacturing footprint

EnergyEfficiency
Extension
Economy Build flexible & agile supply chain management capable of adapting to change- Global - “Local production for local sales” ratio (aspiration)
Passenger car
tires

95%

Truck & bus
tires

85%

Aim for global optimization by ensuring flexibility
while keeping “local production for local sales” as
our basic principle
Aim for optimal sourcing
leveraging Bridgestone WEST & EAST synergies

Bridgestone WEST synergy

Bridgestone WEST synergy

Build supply structure maximizing value between theEurope & Americas
Bridgestone EAST synergy
Bridgestone EAST synergy

Global contribution as global premium tire supply sites

Make Japan the “core of manufacturing”
Support the premium tire business globally
Aircraft tires and tires for mining & construction vehicles

Ratio of production in Japan

13/48

90%

Main export products:• High-difficulty specialty tires that require technological &comprehensive capabilities:
Aircraft tires and tires for mining & construction vehicles• Premium passenger car / truck & bus tires

Premium tire business – reinforce premium strategy:
Enhance retail & service solutions network

Efficiency
Extension
EconomyEase

 Provide Dan-Totsu products and service solutions through Bridgestone’s “real x digital” retail & service
solutions network around the world: Support premium strategy & growth of the solutions businessApprox.
Passenger car network
Americas

Approx.

Truck & bus network

Europe / Middle East /India / Africa

8,700

Japan

Approx.

18,400Approx.

Approx.

4,200

Americas

Approx.

China & Asia Pacific

1,800

Approx.

3,800

Japan

3,700

Approx.

1,200

7,100
Europe / Middle East /India / Africa

Approx.

1,200

China & Asia PacificApprox.

1,000

Approx.
Mining vehicle network

130

Includes solutions, services, sales,
partners, etc.
On-site service sites
Bridgestone + Otraco

Approx.

70 sites

Digital platform

Tire monitoring system

Tire database platform

Digital fleet solutions

Retread tire production
management system

Data as of the end of 2022. Number of stores include: equity stores, franchise, voluntary chains and special contract dealers

14/48

Premium tire business – Toward the creation of “new premium”- 2020Mid Term Business Plan (2021-2023)

Mid Term Business Plan (2024-2026)

Mid Term Business Plan (2027-2029)

MBP24 -Creation of new premium- 2023
Thorough reinforcement of premium strategy:
globally expand sales & market share- HRD tires for passenger cars + premium brand tires- Dan-Totsu products for mining: “MASTERCORE” tires

Link with building new core competencies:
New brand power

A sustainable global premium brand- Truck & bus tires – build foundation to evolve with solutions

IndyCar Series

New global footprint

Ultimate customization

Technology & Innovation

New glocal & portfolio management

Formula 1 TM
1998 Round 16 Suzuka

1997-2010

1995-

Participation in global motorsport
Began relationshipwith premium European car manufacturers

15/48

Establishment of Bridgestone’s premium product brands

Energy
Ecology
Efficiency
Extension
EconomyPremium tire business – “Creation of new premium”: BCMA

Module 1

Carcass (tire skeleton）

Module 3

Module 2

Tread (tire surface)

Belt (reinforces tire）

Share between products

Customize performance

Simplification & differentiation
Enable providing customized Dan-Totsu products through simple operations
Product
strategy

R&D

Optimization of development

Procurement

Production
Plan

Manufacturing

Logistics

Sales

Optimization of production process / Maximization of production volume

Standardization of raw material &optimization of procurement

Optimization of logistics and inventory

Use

Customer satisfaction improvement
through “ultimate customization”

Flexible and agile response to fluctuations in sales plan

Save natural resources and improve resource productivity, reduce CO2 emissions – contribute to sustainability
16/48

3R

Energy
Ecology
Efficiency
Extension
EconomyPremium tire business – “creation of new premium”: BCMA
Product
strategy

R&D

Procurement

Production
Plan

Manufacturing

Logistics

Sales

Use

3R

Europe / Middle East / India / Africa

Americas
Simplification

Improve production efficiency throughcommon modules

Simplification

Develop and produce diverse products while sharing
modules among products

Differentiation

Maximize production volume

Differentiation

Enhance premium products responding to each region’s needs

Japan

For export

Simplification• By sharing modules within each category (summer, winter, sport, etc.),
realize flexible supply through shortened production lead time
• Optimize logistics & inventory through flexible production,
make its operation most lean and efficient

Simplification

Share Dan-Totsu productmodules among regions

Differentiation• Provide the right products at the right timing to the right place andimprove customer satisfaction.
Especially reduce lost sales opportunities of winter tires that have large
sales fluctuations but high-added value

Differentiation

Flexible & agile supply
responding to fluctuationin global demand

Maximize value through BCMA by overlooking the entire value chain
and adapting to each region’s needs & market characteristics
17/48

Premium tire business – “creation of new premium”:“New premium in EV era” ENLITEN business strategy for passenger cars

EnergyEcologyEase Expand tires equipped with “ENLITEN”, the innovative tire technology optimized to fit EVs,
and amplify value across the value chain
Expansion of OE fitment■ Expansion of ENLITEN OE fitment:
2021 end: 27 models (including 7 EVs)

⇒ 2022 end: 45 models (including 16 EVs)

Contribute to solving problems
related to electrification• Significant improvement in EV driving range& electricity consumption through reductionof tire rolling resistance, contribution toextension of vehicle battery life
• Contribute to ensuring battery loading space,lighter vehicle weight, cost reduction andimprovement of space utility

Expand into replacement tires■ Expansion of products equipped with ENLITEN
Build foundation for the expansion from 2024

Amplify value during tire “use”■ Amplify value during “use” by utilizing
retail & service solutions network

・ Launch of products equipped with ENLITEN (Cumulative total)

2023: Approx. 8 products,
2024: Approx. 20 products⇒2030: Approx. 90 products
・ ENLITEN equipment % 2023: Approx. 5%, 2024: Approx. 20%⇒2030: Approx. 100%2023: Start product expansion from Europe (PS/LT)

UX – Provide tires and vehicle maintenanceservices adapted to each customer

Committed to supporting the realization of a carbon neutral mobility society from the ground up
18/48

Premium tire business – “creation of a new premium”:
Building a sustainable global premium brandBridgestone 1.0

Bridgestone 3.0

Bridgestone 2.0

1995-

1963

IndyCar SeriesFirst Japanese Grand Prix

Emotion2002-2015
MotoGPTM

IndyCar Series

2015 Round 18 Valencia

EWC (Suzuka 8 Hours)

Co-sponsorship of
e-motorsports

1997-2010
Formula 1 TM

1976
Japanese F1 Grand Prix

1979

1991
1983

Bridgestone World Solar Challenge

2016

1988

1981

SUPER GT1998 Round 16 Suzuka

2019
1992

■ 2023: 60th anniversary of Bridgestone Motorsport
Support motorsports culture development through inspiring excitement and spreading joy to the world of mobility/ Continue to provide “Driving Excitement ” in 10 years, 20 years

Start building a sustainable global premium brand × Re-activation of sustainable global motorsports activities
19/48

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Solutions business

20/48

21/48

Solutions Business:

Build foundation for growth aligned with the “2030 Long Term Strategic Aspiration” roadmap
Mid Term Business Plan (2021-2023)

Return to a “strong” Bridgestone
Complete laying foundations toenhance premium and evolve withsolutions business

Mid Term Business Plan (2024-2026)

Build foundationto accelerate the solutions business
Expand investment in solutions business
Execute strategically for determined business
Build a foundation for the rapid expansion of solutions
business from 2027 onwards

Mid Term Business Plan (2027-2029)

Expand & grow solutions business rapidly
Rapidly grow & expand solutions
business leveraging the strengths ofpremium tire business

Retail & service solutions network

Complete determining
business potential
for each solution by June 2023
Determine in a comprehensive manner
taking into account synergy
with premium tire business,growth potential and profitability

Strengthen expansion of network as our growth enabler

Retail & service solutions businessFor passenger cars

・ UX‐Amplify customer experience value
・ Mobile van service and EV charging stations

Tire-centric solutions business
For truck & bus : ENLITEN business strategy (TB)
• Retread: ”as Bridgestone’s core” - Invest in reinforcement of retread, strengthen synergy with the premium tire businessand mobility solutions business
For mining vehicles: Mining solutions with MASTERCORE at the core
For aircraft: Pioneering circular business model, starting point of solutions strategy
Tire management solutions/ subscription
Digital & advanced tire model

Mobility solutions business
For truck & bus : Contribute to premium tire business growth and establishment of circular business model・ Expand premium tire’s customer base with Webfleet & Azuga
・ Extend the “Fleetcare” concept globally

22/48

Appendix 2-1 ~ 2-2：Detailed progress on the solutions businessBuild Bridgestone’s mobility ecosystem

23/48

Energy
Ecology
Efficiency
Extension
EconomySolutions business: Establish new organization in U.S. and Europe
where the mobility market is mature Integrate solutions organizations in Europe and U.S. with high mobility maturity and established new organization Bridgestone Mobility Solutions (BMS)Strengthen customer focus through integrated and efficient operation⇒ Build agile structure to expand solutions

EuropeBridgestone WEST synergy
Scale up in the N. America,
placing Europe as a strategic starting point

N. America■ Bridgestone Mobility Solutions (BMS): Manages solutions business (excluding retail tire sales) in Bridgestone WEST synergy area (mainly U.S. & Europe)‐ Account for 25% of total global revenue for solutions. Plan revenue 125% vs. prior year as growth driver

2023 Plan: Revenue portion

Diversified products

Solutions business total(global, incl. retail tire sales):
1,200 B JPY

Premium tire business: 2,600 B JPY

24/48

Solutions

Bridgestone Mobility Solutions
Revenue: Approx. 290 B JPY- Account for approx. 25% of
solutions business revenue‐ Account for 7% of entire revenue

Retail & service solutions
Retailtire
sales
Europe &N. America
Other region

Financialservices

Mobile vanserviceTire-centric solutions
RetreadTiremanagement/
subscription

Bridgestone Mobility Solutions

Digital /Advancedtire model

Mobility
solutionsEnergy
Ecology
Efficiency
Extension
EconomySolutions business – Tire-centric solutions (Truck & bus)
ENLITEN business strategy “New premium in circular business era”

 With Dan-Totsu products and retread at the core, deepen coordination with the solutions business
Establish “circular business model” which amplifies value of premium tires across the “produce and sell” & “use” value chain“Produce and sell”“Use”

Competitive new producttaking into account retread

RetreadHigh durability, wear-resistant,
low rolling resistance

DigitalRFID of tires across their lifecycle
Individual management

2019: Rollout starting from Europe
2022-2024: Global expansion from Europe
2030: Equipment on almost all truck & bus tiresin Europe, the U.S. & Japan

Expansion plan of products equipped with ENLITEN
Launch of products
equipped with ENLITEN(cumulative total): ）Approx. 8 products in 2023,
Approx. 15 products in 2024
⇒Approx. 90 products in 2030

Fitment of ENLITENApprox. 3% in 2023
Approx. 15% in 2024
⇒Approx. 70% in 2030

Tire monitoring system
Database platform forcustomer & tire data
Retread tire production
management system*RFID (Radio Frequency Identification): Automatic recognition technology thatenables contactless reading & writing of information from IC tags, etc. using
wireless communication such as electromagnetic fields and radio waves.

Contribute to sustainability across the entire value chain, create both social value and customer value
25/48

Solutions business: Mobility solutions (Truck & bus)
Build Bridgestone’s mobility ecosystem

EnergyEcology
Efficiency
Extension
Economy Provide new value using mobility data & tire data – launch new one-stop service that supports the electrification of fleets in Europe
Support the realization of a carbon neutral mobility society from the ground up
 Partnership between Webfleet solutions, leading Bridgestone’s mobility solutions(Europe), and Chargylize, a Germany-based startup

Launch new service “Webfleet EV.connect”

Chargylize
Provide mobility data about
customer’s vehicle use situation• Driving route and fleet’s service area
information• Driving behavior data

Propose optimal
Operation during EV use

Analyze Webfleet’s vehicle data andmake proposals about fleet electrification
to Webfleet users• Optimum EV model and manufacturer• Comparison of CO2 reduction by EV model, etc.

 Monitoring of customer’s EV use, electric fleet operation optimization
 Providing EV charging solutions network and EV charging management– in collaboration with retail service

Maximize social and customer value through optimization of electric fleet operations
26/48

Energy
Ecology
Efficiency
Extension
EconomySolutions business: Mining solutions

 Amplify customer value combining on-site services centered around Otraco and digital, based on Dan-Totsu product MASTERCORE
Enhance productivity and maximize economic value of mining operations
Dan-Totsu product - “Produce and sell”

Solution – “Use”

RealProvide services accompanying
customers, centered around on-site
service sites such as Otraco
Solutions sites

DigitalApprox.

130 sites

Analyze tire and vehicle data
leveraging digital tools
Digital tool introduction Approx.

70 mines

RepairMETAL SURFACE COATING
Industry-first
TECHNOLOGY
Bridgestone’s unique new steel cord
and rubber adhesion technology

Active in

88 mines (as of end of 2022)

2023
MASTERCORE ratio
27/48*Internal
manufacturing

63 inch approx. 90%(close to 100% in 2030)

Propose a better way to use tires that contributes to the
optimization of mining operations based on trust withcustomers acquired on site (“real”) and by utilizing “digital”⇒ Dan-Totsu product– amplify value of MASTERCORE

2023: Deepen data analysis and customer value
verification on-site⇒ Enhance monetization through benefit sharingEnergy
Ecology
Efficiency
Extension
EconomySolutions business: Aviation solutions

 Amplify tire value and data value combining multiple retread and tire wear prediction technology based on Dan-Totsu product power
Contribute to sustainability while maximizing productivity & economic value of airlines’ operations
Dan-Totsu product - “Produce and sell”

Solution – “Use”

Dan-Totsu product power that can withstand harshconditions such as load, speed and heat/cold, where
safety and peace of mind is the basic premise

Airline⇒ Only leading manufacturers with hightechnology can develop such tires= High market share

Flight data

Data analysis

Planned tire
replacement

Wear & replacement
prediction

Efficient aircraft
maintenance planand tire replacement

New tire + multiple retread
Establish a circularbusiness model

2023
Areas where Bridgestone’s core competencies
can be leveraged:“Mastering rubber” “Mastering road contact”

28/48

Enhance solutions based on the trustwith aircraft manufacturers,
airlines and system vendors

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

New glocal & portfolio management structure

29/48

2030 Long Term Strategic Aspiration: New management structure
2020:
Corporate transformation
Mid Term Business Plan (2021-2023)

Mid Term Business Plan (2024-2026)
Establish new “glocal & portfolio management”‐ flexible & agile management

Mid Term Business Plan (2027-2029)
Further evolve new “glocal & portfolio
management”

4 business portfolio management“Glocal” management• Total optimization globally & across value chain• Deploy local strategies adapted to eachregion/market, based on global strategy

 Passenger car tires
Premium tire & solutions business Truck & bus tire
Premium tire & solutions business Specialties tire (OR / AC / AG / MC*)
Premium tire & solutions business Diversified products & Exploratory business*OR: Off-the-road tires, AC: Aircraft tires, AG: Agricultural tires,
MC: Motorcycle tires

2030: 1st step of “Third foundation”
Bridgestone 3.0 completed

2031: 100th anniversary of founding

2027

2029

2030

Regional & market characteristics
x 4 business portfolio
2024
Build foundations for a new “glocal & portfolio
management”

Evolve to a “strong” Bridgestone capable ofadapting to change

2026

Establish management structure & practices in which the global management team ensures“unwavering management” following the roadmap, while also responding to change flexibly & agilely“Roadmap toward becoming a resilient ‘excellent’ Bridgestone”
2020
30/48

2021

2023

C
Mobility
SolutionsB

Tire-centric
SolutionsA
Tires /
Diversified
Products

TB: Truck & bus tires, PS: Passenger car tires

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Appendix 3-1 ~ 3-2：Progress on the diversified products business ／Appendix 4-1 ~ 4-3：Business portfolio 2022 plan & resultMid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Technology & Innovation: From interaction with empathy to co-creation

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Accelerate “from interaction with empathy to co-creation” based on the Bridgestone E8 Commitment
Customers & partners(Open Innovation Hub)

2022
2023

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Approx.

1,000 visitors“Sprout of co-creation”

Approx. 200 cases

Evolved into joint research

10 cases

Develop as business base for Japan tire business– promote co-creation activities through integration of R&B (research and business)

Appendix 5-1 ~ 5-2：External view of Bridgestone Innovation Park (After start of full-scale operations in April 2022)

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Sustainability business model

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35/48

Sustainability: Approach toward nature positive & harmony with nature

EnergyEcology Based on initiatives around our “Environmental Mission Statement” refined in 2011, Bridgestone is committed tosupporting the realization of a sustainable society, as set out in the “Bridgestone E8 Commitment” in 2022
“Environmental Mission Statement” (Refined in 2011)

Corporate commitment “Bridgestone E8 Commitment”

Includes our unchanging desire“to help ensure a healthy environment
for current and future generations...”To live “in harmony with nature,”
we are developing and leveraging
technologies that “value natural
resources.”
We will continue working with integrity
to “reduce CO2 emissions” to combat
global warming.

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

Approach toward nature positive & harmony with nature

EnergyEcology Evolve Bridgestone’s unique sustainability business model which ensures integration of sustainability
into our business model
SBTs* for Nature: Action Framework

Bridgestone’s unique sustainability business model*Science-based targets

Transform

Restore/R
egene-rate

Restore &Regenerate

Avoid

Produce and sell

Premium tire business

Reduce
Avoid

Avoid

ReduceRestore & Regenerate

Prevent impacts

Minimize impacts

Recover and increase resources

Transform
Internal & external transformation of organizations & systems
Source: Made by Bridgestone based on “SBT for Nature: Initial Guidance for Business”

37/48

Restore/R
egene-rate

Renew

Recycle business

ReduceUse

Solutions businessTransform

Evolving the sustainability business model: Transform to a regenerative business model toward “nature positive”

Realize carbon neutrality and circular economy

EnergyEcologyTransform
Natural rubber
Synthetic rubber
Carbon black

RetreadRenew Recycle business

Restore/Regenerate

ReduceAvoid

Produce and sell Premium tire business

EVERTIRE INITIAVE

Development & procurement aligned with product strategy

ProduceUse

 Promote the recycling of end-oflife tires to raw material such assynthetic rubber through cocreation

 Material development to improve recycled & renewable material ratio Increase the ratio of renewableenergy (electricity), promote shift
to Green & Smart factory

 Promote actions for TRWP Expand the usage of recycled
carbon black- Cooperation as a tire industry,etc.

 Guayule business• Diversification of natural rubber sources• Can be grown in arid zones withlittle water.
Contribute to tree planting andafforestation in devastated areas⇒ Reinforce approach to live inharmony with nature Natural rubber business• Introduce elite trees that grow fast
• Own company plantations andsupport small-scale farmers• Certified ISO14001 at Liberia
plantation

 Sustainable procurement activity: Reinforce supplier engagement

2030 Recycled & renewable material ratio: 40%
2050 100% Sustainable material

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Use Solutions business

Appendix 6-1 ~ 6-4：Detailed progress on the sustainability business model2030

 Valuing water resources:
Water Stewardship PolicySell
 “New Premium”
ENLITEN business strategy(Enhance long-life products,
link with solutions) Retread Truck & bus / mining /aviation solutions*TRWP＝Tire & Road Wear Particles

50% reduction of CO2 emissions (vs. 2011) ,Contribute to reducing more than 5x our emissions
2050 Carbon neutrality

Evolving the sustainability business model: Transform to a regenerative business model toward “nature positive”

Realize carbon neutrality and circular economy
Restore/Regenerate

Transform

Restore/Regenerate

Avoid

Produce and sell

Premium tire business

ReduceRenew

Use

Recycle business

Solutions business

Mid Term Business Plan (2021-2023)
Scope 1&2

CO2 emission reduction (vs. 2011)

25% Approx. 29% (forecast)

Increase the ratio of renewable energy(electricity)

Over 30%

Approx. 29% (forecast)

Mid Term Business Plan
(2024-2026)

Mid Term Business Plan
(2027-2029)

2026: Over 40%

2050

2030

2030: 50%
2030: Aim to achieve
approx. 100%

Over 50%

Carbonneutrality

Strengthen internal utilization of carbon pricing: $100/tCO2,
Shift to Green & Smart factory (for existing plants including their capacity expansion): Start in 2024-2026, accelerate in 2027-2029
Scope 3
Expand contribution toward CO2 emission reduction to across theentire value chain, such as through reduction of tire rolling resistance

Circulareconomy

2023

2022

2021

Carbonneutrality

EnergyEcology

Recycled & renewablematerial ratio

37%

Acquired SBT*
certification in 2023

(Including Scope1-2 targets)
Reinforce supplier engagement

Approx. 37% (forecast)

Set total emissions
reduction target for
SBT renewal in 2026

Over 37%

 Material development to improve “recycled & renewable material ratio”:
Alignment with ENLITEN business strategy and product strategy (including retread) Promote recycle business, reinforce renewable material: Natural rubber business, Guayule business

2030: Contribute to
reducing more than 5x
our emissions
2030: Recycled & renewablematerial ratio 40%

100%
Sustainable
material*Science-based targets

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Appendix 6-1 ~ 6-4：Detailed progress on the sustainability business modelEvolving the sustainability business model: Circular Economy (circular business model)
Approach to increase recycled & renewable material ratioEnergyEcology

Since setting an industry-first target of “100% Sustainable material” (target for 2050) in the Long-term environmental vision in 2012, Bridgestone has beenpromoting pioneering initiatives, and will continue our 3 activities across the entire value chain – “produce and sell,” “use” and “renew”

1 Reduce resource consumption (REDUCE)

MCN: Material circularity number(recycled & renewable material ratio)

Solutions business
Reduction of resources through lightweight, improvement in environmental
performance such as long life tire

Reduction of raw material loss during
production, optimization of raw
material consumption

Development of tires using recycled & renewable material

Enable customers to use
tires safer, longer, betterand more efficiently

・ Development of tire technology with MCN of 90% (Japan)

Technology ・ Production of test tire with MCN of over 70% (U.S.)
development

Continue technology development
toward mass production

2 Circulate resources (REUSE, RECYCLE)

2022: Supplied tires composed of rubber derived
from guayule to the INDY SERIES
Demonstration

Recovered carbon black /recycled rubber

Recycle business

Demonstrate technology through motorsports

Retread

3 Enhance and diversify renewable material
Mass production&commercialization
Image

Silica from rice husks(reinforcing fiber for tires)

Natural rubber

Guayule (Diversification of natural

2023: Plan to debut tires with a high MCN ratio for
the Bridgestone World Solar Challenge

Toward 2030:
Continue reinforcing the 3 activities
for mass production tires.
Through the shift to sustainable materials, realize“Ecology: Committed to advancing sustainable tire
technologies and solutions that preserve theenvironment for future generations.”

rubber sources)

Increase recycled & renewable material ratio – 2022: Approx. 37% (forecast), 2023: Over 37%, 2030: 40% ⇒ 2050: 100% Sustainable materials
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Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Enhance talent creativity

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Enhance talent creativity

Empowerment

 “Reinforce talent investment, increase added value and create a virtuous cycle of value creation”- drive initiatives to enhance talent creativity“Trial” from 2023 ⇒ Plan to introduce as global management KPI in the Mid Term Business Plan (2024-2026)
 One standard as a global company – set globally common basic formula Work on issues by region/ by country while tracking global progress through globally common basic formula
Talent creativity based on basic formula*INDEX: 2019=100

Approx.

117

119

2021
2021

2022
2022

125

100
Basic formula

Talent creativity

Adjusted OP=

Talent investment
Labor
cost

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+

training anddevelopment expense+

welfare &benefit expense

74
2019
2019

2020
2020

2023
Plan
2023

Enhance talent creativity: Softrobotics Ventures’ challenge

Empowerment

 Realize opportunities for diverse talent to “shine”:
Place to demonstrate entrepreneurship – Soft-robotics business as a corporate venture from 2023
Challenge to “support the lives of all individuals through the power of rubber” based on
Bridgestone DNA – being attentive and supportive of customer problems, challenging spirit Realize co-creation toward commercialization ofsoft-robotics business
Ascent Robotics Inc.
“Eyes” and “brain” of robot
AI software“Hand” of robot
Soft robot hand

Left, Ken Kutaragi, President, and CEO, Ascent Robotics Inc.
Right, Norikazu Otoyama, CEO Softrobotics Ventures, and Director,
Exploratory Business Development Division 1, Bridgestone Corporation

43/48■ Founding members of Softrobotics Ventures:
Diverse internal and external talent with entrepreneurship■ Hosted Bridgestone Softrobotics Day:
“From interaction with empathy to co-creation”- At Bridgestone Innovation Park in Kodaira, Tokyo on February 1st- Invited partners & media and introduced soft robot hands, etc.

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Global management risk

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Global management risk
 Reinforce structure to cope with global management risk unaffected by change that is becoming commonplace Set priority items based on discussions in the Global Management Risk Committee composed of regional top management
Establish project team for each priority item to identify risks and countermeasures, with a global executive member as leader① Geopolitical Risk
Initiate business impact analysis when risks occur, examine and execute measures to minimize their impact- Ensuring employee safety, protecting asset, responding to customers, protecting corporate and brand image- Consider and ensure alternative sourcing for raw materials② TRWP＝Tire & Road Wear Particles• TRWP is the result of friction between the tire and the road surface which is essential to secure a safe comfortable journey with peace ofmind, consisting of a mixture of tread (tire surface) and road pavement materials• Bridgestone’s approach: - As a leading company, lead initiatives in the Tire Industry Project (TIP) under World Business Council for
Sustainable Development (WBSCD) and regional industry organizations, and investigate environmental impacts in the tire life cycle incollaboration with other industry stakeholders and academic institutions, etc.
- Proceed continuous approach including promotion of long-life products and linkage with solutions business③ Cyber incident
2022: Implement emergency measures by region, responding to the cyber incident in the U.S. subsidiary
Established a global cyber security team and started establishing fundamental measures to improve cyber resilience
2023: Conduct global assessment ⇒ Standardize globally
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Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Strategic resource

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Strategic resource “Aggressive approach” and “Challenge”
 Proactive investments & challenge for the next stage, even in times of economic recession– Bridgestone DNA: “Challenging spirit”

Ensure balance of resource allocation between the premium tire business, solutions business, diversified products business,
exploratory business, sustainability and talent creativity enhancement
 Build Bridgestone’s unique foundation for growth centered around the premium tire businessContinue investments in corporate venture capital and strategic partnerships to build Bridgestone’s mobility ecosystem andexpand co-creation in exploratory area

Mid Term Business Plan (2021-2023) announced Feb. 2021

Inject approx. 700 B JPY level of strategic resources

2021 and 2022 results + 2023 plan

Inject approx. 570 B JPY level of strategic resource
M&A, CVC ,strategic partnership

M&A, CVC,
strategic partnership
Approx. 50%
Approx. 350 B JPY

Strategic investment &Strategic expenses
Approx. 50%
Approx. 350 B JPY

Approx.

Strategic investment &Strategic expenses

15%

Approx.

Approx. 80 B JPY

Approx. 490 B JPY(2023: Approx. 270 B JPY)

(2023: Approx. 20 B JPY)

2021 result
Approx.

140 B JPY

85%

2022 result
Approx.

140 B JPY

2023 Plan
Approx.

290 B JPY

Strategic investment & strategic expenses 2024 onward:
Approx. 220 B JPY (Only for projects already planned)
47/48

48/48

Statements made in this presentation with respect to Bridgestone's current plans, estimates, strategies and beliefs and other statements that are not historical facts areforward-looking statements about the future performance of Bridgestone. Forward-looking statements include, but are not limited to, those statements using words such as"believe," "expect," "plans," "strategy," "prospects," "forecast," "estimate," "project," "anticipate," "may" or "might" and words of similar meaning in connection with a
discussion of future operations, financial performance, events or conditions. From time to time, oral or written forward-looking statements may also be included in othermaterials released to the public. These statements are based on management's assumptions and beliefs in light of the information currently available to it. Bridgestone
cautions you that a number of important risks and uncertainties could cause actual results to differ materially from those discussed in the forward-looking statements, andtherefore you should not place undue reliance on them. You also should not rely on any obligation of Bridgestone to update or revise any forward-looking statements,
whether as a result of new information, future events or otherwise. Bridgestone disclaims any such obligation.

Copyright © Bridgestone Corporation

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Appendix

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Appendix 1-1: Summary of 2022 & Plans for 2023

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Summary of 2022 & Plans for 2023

51/48

Appendix 1-2: Summary of 2022 & Plans for 2023

Summary of 2022 & Plans for 2023
Tackle past negative legacies squarely
without delay

Focus on execution and delivering resultsfor immediate issues

Lay foundation for future growth■ Reinforce corporate culture change & talent investment:
Started reinforcement from 2022
- Execute manufacturing footprint & business portfolio restructuring■ Rebuild earning power: Plan to complete 1st step in 2023
Clarify “what to do” and “what not to do”

By 2022, nearly completed restructuring planned in the
Mid Term Business Plan (2021-2023)- Promoting expense & cost structure reformation:
Improvement in OPEX – Progressing as planned for 2022 & 2023
‐Shift to management focusing on capital cost:
Plan to achieve 10% ROIC in 2023
2020-2022: Global reinforcement of ROIC penetration activities⇒ Greater understanding & conscience of “earning power.”
Appointment of “ROIC ambassadors” in each division to propagate to
the genba level in Japan, etc.
Steady improvement of cash conversion cycle
2023: Thoroughly reinforce penetration activities, ensure management of ROIC
by SBU/by region⇒Build foundation for new glocal & portfolio management

52/48- Enhance talent creativity:
Trial from 2023, new global management KPI from the next
Mid Term Business Plan (2024-2026)

2023: Reinforce talent investment & enhance talent creativity in Japan
Also reinforce globally – execute measures adapted to conditions
in each region- Promote corporate culture change in line with
the Bridgestone E8 Commitment

2022: Start of E8 Commitment activation globally⇒ 90％ of awareness achieved throughout group2023: Continue reinforcing activations,align with global TQM activities & BGA (Bridgestone Group Awards)

Appendix 1-3: Summary of 2022 & Plans for 2023

Summary of 2022 & Plans for 2023
Tackle past negative legacies squarely
without delay

Focus on execution and delivering resultsfor immediate issues

Lay foundation for future growth■ Penetration of mindset focused on “execution” and “results”■ Overturn conventional mindset that easily perceive things aswith agile PDCA
impossible to a mindset that accepts and challenges new
Gradual penetration through the process of overcoming the turbulent
approached & ideas: Transform change to opportunity
business environment< 2023 >< 2022 >Even in the difficult business environment, further reinforce strategic• Impacts from Russia business, COVID-19 situation in China
and cyber incident in U.S. subsidiary• Increase in raw material, energy and labor costs• Change in business environment from 3Q: Recession in Europe and growing
uncertainty about the U.S. economy

Flexible & agile response to the changing business environment• Flexible & agile supply chain management leveraging our global
manufacturing footprint• Reinforced strategic price management including price increases andfocus on premium tires:
Improve sales MIX, expand sales & market share

2023: Continue reinforcement, move to the next stage
53/48

price management including price increases based on proving
product & service value• Further expansion of sales & market share in the premium segment• Reinforce pricing power in premium replacement products:
Established in Europe & N. America during 2021 and 2022

⇒ Further reinforcement in Japan & Asia
• Enhance for tires on new vehicles and tires for mining vehicles⇒ Started in Europe & N. America from 2022,
and will start for Japan, Asia and OR tires

Transform change to opportunity,
improve quality of businessAppendix 1-4: Summary of 2022 & Plans for 2023

Summary of 2022 & Plans for 2023
Tackle past negative legacies squarely
without delay

Focus on execution and delivering resultsfor immediate issues■ Premium tire business: Reinforce premium strategy< 2023 >• Reinforce structure to “produce and sell” premium products:
strategic growth investments
Build global manufacturing footprint to support premium strategy• Creation of “new premium” <technology, product, business model, brand>
Refine technology, product and business model

Lay foundation for future growth■ Solutions business: “Determine”
Complete determination of business potential for each solution
by June 2023, accelerate growth of determined business• Determine in a comprehensive manner taking into account synergy withpremium tire business, growth potential, profitability, etc.
• New organization in U.S. & Europe where the mobility market is mature• Led by Bridgestone Mobility Solutions (BMS)ENLITEN business strategy: expand value to technology, products
and business model For passenger car tires: “New premium in EV era”
 For truck and bus tires: “New premium in circular business era”

⇒Link with solutions business and create value across the value chain
Tires for mining vehicles - Bridgestone MASTERCORE:
Offer solutions deeply linked with Dan-Totsu products

Promote BCMA**Bridgestone Commonality Modularity Architecture

Build new brand power: Start to build a sustainable premium brand
2023: 60th anniversary of Bridgestone Motorsport
Build foundation toward re-activation of global motorsports activities

54/48

Build Bridgestone’s mobility ecosystem■ Diversified products business:

Sharply focus on areas where Bridgestone’s core competencies can be leveraged■ Exploratory business:

Continue enhancing based on co-creation.
Aim for commercialization of the recycle, soft-robotics and guayule businesses.

Appendix 1-5: Summary of 2022 & Plans for 2023

Summary of 2022 & Positioning of 2023
Tackle past negative legacies squarely
without delay

Focus on execution and delivering resultsfor immediate issues■ Reinforce approach toward nature positive: Core of management
Establish sustainability business model
Realize carbon neutrality
2022: CO2 emission reduction* - Approx. 29% (Forecast)
2023: CO2 emission reduction* - Over 30%*vs. 2011, Scopes 1&2- Increase the ratio of renewable energy (electricity) globally*Science-based targets
2022: Approx. 29% (Forecast), 2023: Over 50%, 2030: Aim to achieve approx. 100%
- Acquired SBT* certification in 2023, reinforce supplier engagement (Scope 3)

2030: CO2 emission reduction* - Over 50%, contribute to reducing more than
5x our emissions (Scope3)
2050: Carbon neutrality

Realize circular economy
Recycled & renewable material ratio:
2022: Approx. 37% (Forecast), 2023: Over 37%, 2030: 40%
2050: 100% Sustainable material- Material development to improve “recycled & renewable material ratio”:
Alignment with ENLITEN business strategy and product strategy (including retread)- Promote recycle business, reinforce renewable material:
Natural rubber business, Guayule business

Promote comprehensive initiatives in coordination with businesstoward achieving nature positive
55/48

Lay foundation for future growth■ Cope with global management risks:
Reinforce countermeasures against 3 priority items① Geopolitical risk
② TRWP**TRWP: Tire & Road Wear Particles③ Cyber incidents■ Build foundation for new glocal & portfolio management structure• Deep dive into local management: clarify country, regional
and individual issues• Maximize Bridgestone WEST/EAST synergy• Build Bridgestone’s unique regional/business portfolio
in anticipation of Mid Term Business Plan (2024-2026)

Proactive investments & challenge for the next stage,even in times of economic recession:
Ensure balance in resource allocation between the premium tire business,solutions business, diversified products business, exploratory business,sustainability and talent creativity

Appendix 1-6: Summary of 2022 & Plans for 2023

2023 Management structure
Board of directors

Global CEO

Shuichi Ishibashi

G-EXCO* 13 members (7 Japanese / 6 of foreign nationality)
Highest-level committee overseeing execution
Comprised of executive officers and those responsible for key businesses & functions

Global Corporate Strategy and Talent Creativity

Corporate Administration

Global CTO

Global CFO / Global Finance Division

Yoshikazu Shida

Hidekazu Kimizu

Masato Banno

Joint Global COO

Americas business(concurrently) Paolo Ferrari

56/48*Global Executive Committee

Naoki Hishinuma

Paolo Ferrari

Europe, Middle East,
India and Africa business
Laurent Dartoux

Global Mining &Aviation tire businessNobuyuki Tamura

Joint Global COO

Masahiro Higashi

Japan business

China and Asia Pacificbusiness(concurrently) Mashiro Higashi

Yasuhiro Morita

Appendix 2-1: Detailed progress on the solutions business

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Solutions business

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Appendix 2-2: Detailed progress on the solutions business

Solutions Business: Determine each solutions business andstart growth of the determined solutions business Determine synergy with premium tire business, growth potential and profitability for each solution by June 2023
Build the foundation for the growth in next Mid Term Business Plan (2024-2026), focusing on the determined business
Tire-centric solutions
RetreadMining solutions

Core of solutions business• Expand bandag retread business
which has high profit in North America• Expand and strengthen in Japan• Build business model in Europe and emerging countries

Tire management solutions / Subscription• Solutions which integrate new tires, retread, and maintenancealtogether• Provide optimal service adapted to usage conditions
throughout the life of the tire

Amplify value of Dan-Totsu product“Real x Digital”• Increase productivity and maximize
economic value of mining operations

Retail & service solutions
Strengthen functions as a growth enabler of the premium
tire business and the solutions business, while expanding as
a business• Retail service(Tire-centric services + maintenance)• Retail financial service – North America• Mobile van service

Mobility solutions
Aviation solutions

Digital & advanced
tire model• Fleet management solutions:- Establish FMS business model in WFS・AZUGA- Develop EV related initiatives such as electric fleet
operation optimization(Tire pressure & temperature monitoring, etc)

Enhance service encouraging a better way to“use” tires with utilization of tire data

• Enhance advanced tire management service, using
Tirematics service and digital Tirematics• Expand customer base and monetization, combining
retread and mobility solutions

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Enhance business model that optimizes
airline’s operation using tire data &flight data “co-creation”• Expand synergy between tire-centric solutions andretail & service solutions⇒Expand “fleetcare” which provides the customized
combination of premium tire + retread & maintenance +vehicle (fleet) management in one package in Europe

Appendix 3-1: Progress on the diversified products business

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Diversified products business

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Appendix 3-2: Progress on the diversified products business
EnergyEcology
Efficiency
Extension
EconomyPremium strategy for diversified products business Sharply focus on areas where Bridgestone’s core competencies can be leveraged:
Promote investment in reinforcing premium and solutions, placing sustainability at the core

Hydraulic hose

Execute investment in production of premium rubber track
Expand production capacity at Zarrow plant in Poland

EV air spring – support the shift to EVs
Production capacity expansion
at Williamsburg plant in the U.S.

Hydraulic excavator fittedwith hydraulic hose
Execute investment in production of premium hydraulic hose
Expand production capacity expansion at Rayong plant in Thailand
Air spring

Develop and sell competitive premium products
utilizing “mastering forming hybrid polymer” technology
based on Bridgestone’s core competence “mastering rubber”

Investments
in 2021-2022

Approx.

6 B JPY

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in 2023

Approx.

2 B JPY

Total investment to complete
capacity expansion
Approx.

Rubber track

Investments

22 B JPY

Appendix 4-1: Business portfolio 2022 plan & result

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

New glocal & portfolio management structure

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Appendix 4-2: Business portfolio 2022 plan & result

TB: Truck & bus tires, PS: Passenger car tires

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Appendix 4-3: Business portfolio 2022 plan & result

TB: Truck & bus tires, PS: Passenger car tires

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Appendix 5-1: External view of Bridgestone Innovation Park (After start of full-scale operations in April 2022)

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Technology & Innovation:
From interaction with empathy to co-creation

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Appendix 5-2: External view of Bridgestone Innovation Park (After start of full-scale operations in April 2022)

Global hub to generate new value through innovation
Begin from interaction with empathy toward Co-ideation, Co-R&D and Co-creation

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Appendix 6-1: Detailed progress on the sustainability business model

Mid Term Business Plan (2021-2023) Progress Update
Accelerate transformation aligned with the “2030 Long Term Strategic Aspiration” roadmap

Sustainability business model

66/48

Appendix 6-2: Detailed progress on the sustainability business model

Evolving the sustainability business model: Transform to a regenerative business model toward “nature positive”

Realize carbon neutrality and circular economy

EnergyEcology■ Evolve Bridgestone’s unique sustainability business model into a “regenerative” model which is more circulative and restorable.

Natural rubber

Synthetic rubber

Carbon black
Retread67/48

Appendix 6-3: Detailed progress on the sustainability business model

Evolving the sustainability business model: Carbon neutrality

EnergyEcology Reinforce the introduction of renewable energy (electricity) toward the realization of carbon neutrality
EuropeAll European sites of Bridgestone Europe NV/SA (BSEMIA) :Switched to 100% renewable energy for consumed
electricity (2021-)

Japan

2022
Burgos plant (Spain):Start of operation of large-scale solar power generation system

Asia
Thailand, Chonburi plant:
Installation of solar power panels (2021)

Hikone, Shimonoseki, Tosu and Kitakyushu plants:
Switched to 100% renewable energy for purchased electricity (2021-)
Installation of solar power panels:~2022: Tochigi, Kurume, Tosu and Kitakyushu plants,
B-Innovation facility in Bridgestone Innovation Park,
Chemical & Industrial Products Technology Center (Yokohama)
2023
Shimonoseki & Kitakyushu plant: Installation of large-scale solar power panels

China, Tianjin & Wuxi plant:
Switched to 100% renewable energy forpurchased electricity (2021)

2022
Thailand, Nongkhae plant:
Installation of large-scale solar power panels

U.S.

Aiken plant:
Installation of solar power panels (2021)

Increase the ratio of renewable energy (electricity) 2022: Approx. 29% (forecast), 2023: Over 50%, 2030: Aim to achieve approx. 100%
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Appendix 6-4: Detailed progress on the sustainability business model
EnergyEcology
Empowerment

Sustainability recognitions

 Positive recognitions from numerous third-party organizations, such as being selected for the DJSIWorld for the first time in 4 years: Gaining trust Major sustainability indices (as of the end of 2022)
CDP Climate Change (2022): AWater Security (2022): ASupplier Engagement (2021) : A

DJSI World (for the first time in 4 years)
DJSI Asia Pacific (13 years in a row) Major sustainability indices in Japan (as of the end of 2022)

FTSE4Good Index Series(4 years in a row) Other sustainability indices (as of the end of 2022)

ESG indices adopted by GPIF
• FTSE Blossom Japan Index• FTSE Blossom Japan Sector Relative Index• MSCI Japan ESG Select Leaders Index• MSCI Japan Empowering Women Index
PRIDE index
Gold

Eco-first program
member(5 years in a row)(2011~)

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EcoVadis Platinum(Bridgestone Europe)

Global CSR & ESG
Summit Awards(BSCAP: Two Golds)

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cautions you that a number of important risks and uncertainties could cause actual results to differ materially from those discussed in the forward-looking statements, andtherefore you should not place undue reliance on them. You also should not rely on any obligation of Bridgestone to update or revise any forward-looking statements,
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