Mid Term Business Plan (2021-2023) Progress Update
1st Quarter, 2021

May 17, 2021
Member of the Board

Global CEO and Representative Executive Officer

Shu Ishibashi

Mid Term Business Plan Communications
February 16, 2021 (Tues.)■ Mid Term Business Plan (2021-2023) based on
Mid-Long Term Business Strategy Framework■ Looking toward 2030

May 17, 2021 (Mon.)■ 1st Quarter financial results■ Mid Term Business Plan (2021-2023) Progress Update
Rebuild earning power

Strategic growth investment

Realization of the Sustainability Business Framework
Enablers for execution – HRX“Mid Term Business Plan (2021-2023) Progress Update” planned at each quarter’s financial results announcement for 2021

2/24

3/24

4/24

Mid Term Business Plan presentation material(February 16th)

Bridgestone 3.0 Journey

Bridgestone 3.0 Business Scenario: Mid Term Business Plan (2021-23) “Aggressive approach” & “Challenge”
2020
COVID-19 Impact

2021

Gradual recovery
Crisis management

Stage

2022

May

2023

RecoverySustainability at the coreRebuild earning power

Strategic growth investment■Tire businessCore businessTransformed“strong” Bridgestone*Dan-Totsu: clear and absolute leader

Expense and cost structure reformation: Expense structure reformation (fixed cost, etc.),
business portfolio & manufacturing footprint restructuring, resource reallocation
Reinforce premium business strategy (EtoE): Reinforce Dan-Totsu* product strategy and sales in “premium”
Rebuild earning power■ Solutions business
Growth business

Exploratory business

Enablers
for execution
5/24

Expansion: Accelerate global expansion of solutions Strategic growth investment
Expansion of Tire-centric solutions (subscription model, retread strategy)and Mobility solutions, etc.

■ Start in areas where Bridgestone can leverage its core competencies- Toward commercialization of recycle business and soft-robotics business

Strategic growth investment■ Reinforce foundation for financial strategy - reinforce global controller function■ HRX

Rebuild earning power
Strategic growth investment

Tires

Solutions

Bridgestone 3.0 Journey

Mid Term Business Plan(2021-2023) Progress in 1Q 2021: “Aggressive approach” & “Challenge”■ Accelerate actions toward achieving the Mid Term Business Plan andrealizing the Sustainability Business Framework

Core
Business

Strategic Focus

Execution & Results

Premium Business Strategy (EtoE)

・ Thoroughly improve the quality of business EtoE

- Reinforce Dan-Totsu product strategy- Reinforce sales in “premium”※ HRD : High Rim Diameter
Rebuild earning power- Dan-Totsu product strategy taking into account new mobility & sustainability,
accelerate agile development/innovation: reinforce ENLITEN, the next generation eco-friendly product- Thoroughly improve sales MIX (increase sales in HRD, major brands, etc.)*→HRD sales for 1Q 2021: Global Replacement sales 122% (vs. 2020)- Respond to rising raw material prices, while strategically managing price to capitalize product power(Dan-Totsu products)- Reinforce premium channel sales, improve customer experience: expand & upgrade subscription models, etc.

- Improvement of manufacturing- Improve conversion cost through manufacturing (Genba) reinforcement(productivity improvement & maximum usage of existing equipment)→ Improvement impact for 1Q 2021 : approx. 6 B JPY・ Turn change into opportunity- Agile supply chain management to capture demand recovery, globally optimize sourcing

Agenda for 2Q~:

Expense and cost structure reformation- Business portfolio & manufacturing
footprint restructuring

Further improve revenue to catch up demand recovery, especially in N. America
Further improve sales MIX & price・ Execute thorough expense & cost management across the value chain,based on contribution to ROIC improvement

Rebuild earning power

・ Based on the premise of sustainable growth of each business(tires, diversified products, internal manufacturing, etc.), execute from a mid-long term perspective- As of May 2021: restructuring of 21 locations – Bethune plant (France) closed in April for the tire business,
restructuring of diversified products business

6/24

Bridgestone 3.0 Journey

Mid Term Business Plan(2021-2023) Progress in 1Q 2021: “Aggressive approach” & “Challenge”■ Accelerate actions toward achieving the Mid Term Business Plan andrealizing the Sustainability Business Framework

Growthbusiness

Strategic Focus

Execution & Results

Accelerate global expansion of solutions

・ Evolving the Mining Tire/Solutions business- Enhance Tire-centric solutions- Expand Mobility solutions

Exploratory
business
Enablers
for execution

Strategic growth investment- Expand sales of Dan-Totsu product “MasterCore”, reinforce system to produce premium products– strategic growth investment toward the core business which supports the solutions business:
DX in manufacturing, upgrading equipment in Shimonoseki plant- Agreed acquisition of Otraco, a solutions provider for OR tire management and services→ accelerate value spiral-up between core & growth businesses- Expand iTrack digital solutions- Long term contracts with major mining companies which includes solutions,accelerating roll-out of mining solutions

・Execute the global scale-up of mobility solutions from Webfleet Solutions in Europe as center of excellence

Recycle business & soft-robotics business- Exploration toward commercialization

・ Explore & screen technical seeds, participate in establishing an ecosystem
・ Recycle Business Preparation Office: established in February, accelerating study for commercialization
・ Soft-robotics Business Preparation Office: to be established in July

Accelerate HRX

・ Separate core business & growth & exploratory businesses organizations step by step:‐ Establish R&D organizations enabling agile development & technology innovation(JPN: Technical Center (Tokyo-Kodaira), Bridgestone Innovation Park / EU: Digital Garage / US: Mobility Lab)- Establish solutions business organizations(EU: Bridgestone Mobility Solutions Business Unit / US: Solutions Businesses group）
・ Started talent-matching system, promote Diversity & Inclusion

Reinforce foundation for financial strategy ・ Established global controller function: monitor & evaluate strategic resource investment
7/24

Bridgestone 3.0 JourneyCore business: Rebuild earning power – Premium business strategy
Reinforce Dan-Totsu product strategy

Product strategy taking into account sustainability & the evolution of mobility■ Leveraging Bridgestone’s core competencies, accelerate approach to OEMs (emerging OEMs included) toward EV/electrification and “Shared”“Mastering rubber”

DX / Innovation for Solutions

Realization of Sustainability Business Framework⇒Promote new product development process based on project-based agile development and innovation /co-creation■ Next generation eco-friendly products– reinforce innovative tire technology

Reinforce partnerships with sustainability as its core
– from interaction with empathy to co-creation
Co-creation with Lightyear* for long-range solar electric powered car “Lightyear One”,
set for the world’s 1st commercialization by the end of 2021

“TURANZA ECO”
Innovative tire technology achieving both
environmental & driving performances

Tire technology realizing
superior fuel efficiency

8/24

Bridgestone’s DX

Reduce man-hour & test tires indevelopment phase using simulation
technology
CO2 reduction & resource productivity
improvements in manufacturing(developed & fitted)

A new challenge based on 8 years of co-creation activities
through the Bridgestone World Solar Challenge※Lightyear: a company developing long-range solar EV (Lightyear One) based in Netherlands, established in 2016

Bridgestone 3.0 JourneyCore business: Rebuild earning power – Premium business strategy
Reinforce channels that provide solutions to society & customers sustainably, and support theadvancement of mobility
Value customer experience (CX) improvement, provide safety & peace of mind through Bridgestone’s
Dan-Totsu network

Reinforce sales in “premium”■ Enhance mobile van service - passenger cars / light trucks -■ Expansion of subscription model
Subscription model for passenger cars providing
tires and vehicle maintenance services withsafety & peace of mind according to each driver’s
conditions of use

Enhance mobile services that can be customized to different conditions of use

Expandmore than 20x（2019→2023）

Japan

EuropeU.S.

Firestone Direct (US)Lube mobile (Australia)
A new way of buying tires& maintenance– Bridgestone brings peace ofmind and ease of use to tires

Start of Mobox rollout in Japan(April 2021)
9/24■ AI-powered diagnostic solution service
・Solutions to recommend the perfecttires to customers using AI
・ Link with e-commerce
Y19

Y20

ACT

FCST
ACT

Y21

Y22

Y23

Start of rollout in Japan(March 2021)

Bridgestone 3.0 JourneyCore business: Rebuild earning power – Premium business strategy
Improvement of
manufacturing

Accelerate global efforts to reinforce manufacturing & increase productivity,
continue improvements for a competitive cost structure
Promote agile management & global optimization of supply sourcing to capture demand recovery■ Conversion cost improvement through manufacturing
improvement• Reinforce (Genba) manufacturing / maximum use of existing equipment /improvement of productivity• “To manage manufacturing is to develop people there"2020 results(vs. 2019)

Volume, external
factors, etc.

Conversion
cost

2019
2019

Reduction frommanufacturing
improvement

Approx. -20 B JPY•••

Closely monitor and respond to change in business environment &demand trend
Maximum use of existing equipment
Agile supply chain management- Global optimization considering risks like COVID-19- For 2021: Increase supply from Asia
⇒ support demand recovery in US & Europe

Bridgestone global REP* sales trend vs. previous year (previous year=100)
Conversion
cost
2020
2020

・labor cost improvement (efficient staffing, etc.): -12 B JPY
・efficiency improvement in equipment maintenance: -2 B JPY
・reduction/efficiency improvement of energy consumption : -4 B JPY
・others: -2 B JPY

1Q 2021 results (vs. 2020): approx. -6 B JPY reduction
10/24■ In 2021, capture demand recovery and link to performance“Turn change into opportunity”※ REP : Replacement<sales unit basis>

TBR sales
PSR sales

Bridgestone 3.0 JourneyCore business: Rebuild earning power – Expense and cost structure reformation■ Execute manufacturing footprint & business portfolio restructuring over a long term

Global manufacturing footprint restructuring (incl. diversified products and internal manufacturing sites) planned
during the Mid Term Business Plan period (2021-2023): approx. 40% reduction by 2023 from approx. 160 locations in 2019

Tire Business

Diversified Products Business

Bethune plant, France(Closed end of April, 2021)

Firestone Building Products Company, LLC

Diversified Products Business(US Building products business)(15 sites – 13 in the US, 2 in other regions)

Bridgestone Cycle Co., Ltd.
Kisai Plant
Diversified Products Business

Bridgestone Everlight (Shanghai) Co., Ltd(Polyurethane foam products, Shanghai)
Diversified Products Business

Diversified Products Business

Bridgestone Automotive
Products de Mexico S.A. de C.V.
(Polyurethane for automobiles)

PT Bridgestone Astra Indonesia(Automotive anti-vibration rubber)

Tire Business

Port Elizabeth plant, South Africa(Closed Nov. 15th, 2020)

11/24

Restructuring of 21 locations in place
Continue consideration

Mid Term Business Plan presentation material(February 16th)

Bridgestone 3.0 JourneyCore business & Growth business: Restructuring with resolve - 4 categories for execution
Continue reinforcement/expansion

Expand solutions business based on our strong corebusiness, accelerate value amplification
Resources

N. America Tire/Solutions biz

Proactive investment

Profits

Maximize• Reinforce premium business strategy• Expand solutions business

Mining Tire/Solutions biz• Master manufacturing, business structure reformation• Reinforce tire-centric solutions

Japan Tire/Solutions biz

Contribute to global strategy
Build framework for strategic synergy &contribution to global group
Resources

Europe Tire/Solutions biz

Limitedinvestment

Profits

Build foundation(stabilize profitability)• Tire business: Reinforce premium business strategy• Solutions business: Drive & reinforce global expansion*Basis for global strategy regarding: sustainability,
regulations, MaaS, OEM (Passenger cars, truck and bus)

Aviation Tire/Solutions biz

12/24• Expand solutions businessCore business

Growth business

Aim to become “MAIN”
Start contribution to group
Resources

China Passenger Car Tire biz
L. America / India PS /Asia-Pacific / Middle East
Tire biz

Step-by-stepinvestment

Profits

Build foundation• Reinforce premium business strategy• Lay foundation for solutions• Reinforce premium business strategy

Aim to become “NEXT”
Stabilize profitability
Resources

China Truck & Bus Tire biz
India Truck & Bus Tire biz
Russia / Africa / Tire biz

Minimalinvestment

Profits

Build foundation(break away from deficits)

・ Rebuild business・ Reinforce premium business strategy

Bridgestone 3.0 JourneyCore business & Growth business “MAIN” – Evolve Mining Tire/Solutions■ Premium business strategy to support the solutions business: Reinforce system for “premium production”
Create social & customer value, gain competitive advantage■ DX in Manufacturing– transfer craft person skills –■ Upgrading equipment in Shimonoseki plant,
our OR tire flagship production site

“With greater data, faster, easier andmore accurate”
Development* & installment of“skill transfer system”
in tire building process

ExpertTrainee⇒Plant infrastructures will serve as thecommunity’s lifeline in case of disasters*Joint development with Nobby Tech

• visualize & standardize the advanced
skills of expert workers through DX,
ensuring certain & efficient transfer■ Reinforce system for “premium production”• Install in plants for OR & AC* tires, which
require the comprehensive & advanced
technologies of a tire manufacturer※ OR & AC : Off the road & Aircraft tires

13/24

・Enhance safety, disaster preparedness, quality andproductivity
・Contribute to sustainability & achieving harmony withthe local community- Increase renewable energy ratio(Installation of solar power generation equipment)- Efficient use of water resources(Installation of a water purification system)

Installation of new system :OR tire plant: Kitakyushu plant
AC tire plant: Kurume plant, Thai plant (planned)

7 plants, including Shimonoseki, received Platinum Levelcertification, the highest rating in Caterpillar’s*
Supplier Quality Excellence Process***Caterpillar Inc.: world-leading manufacturer for construction and mining equipment**Recognizes suppliers who can consistently deliver superior products & services

Bridgestone 3.0 JourneyCore business & Growth business “MAIN” – Evolve Mining Tire/Solutions■ Enhance Mining solutions business through strategic growth investments, and accelerate value spiral-up
between core & growth businesses.
Agreed acquisition of Otraco - OR tire management and services solutions provider
Contribute to the optimization ofmining operations

Synergy to evolve Mining solutions
Overview of Otraco:
Name

Otraco International Pty Ltd

Headquarters

Perth, Western Australia, AUS

Main
business

OR tire maintenance, inspection,and comprehensive management

Employees

Approx. 860*

CapitalApprox. 2.6M AUD*

LocationsOn-site service site : approx. 50
Otraco offices : 4 sites(Australia, South Africa, Chile)*as of March 31, 2021

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C

Mobility
Solutions“Real”

B

Genba-based services
Bridgestone + Otraco
on-site service market share

Tire-centric
SolutionsGlobal Leading Position

A

Tires

“Digital”
vehicle data
iTrack Mining(speed, location)

Otracom

Digital platform tomanage life cycle of tires“Dan-Totsu product”(Giant off-the-road mining tire)Bridgestone 3.0 JourneyCore business & Growth business “MAIN” – Evolve Mining Tire/Solutions■ Expand sales of Dan-Totsu product “MasterCore”,
long term contract signed with major mining companies which includes solutions.

Leveraging Bridgestone’s strong Dan-Totsu products + on-site services,
expand deployment of solution contracts + mining vehicle/tire monitoring digital tool “iTrack”.
⇒Reinforce foundation for solutions through the combination of “Real” & “Digital”

Network

MasterCore
fitment target
83 mines

iTrack solutions business
Monitoring Center（London, GBR）

Bridgestone +OtracoMasterCore
on-site services
Sales
iTrackoffering
installation

120(After acquisition completion, includes Otraco sites)
Solution, Service, Sales, Partnership included

Service/solutionsites

Solution center
Other BS-owned
Partnership
DigitalSales

Customers fitted with MasterCore

sites

Technical Center（Kodaira, JPN）

（Pilbara, AUS）

Solutioncontract

OtracoOn-site service sites: 12

On-site service sites in AUS
Otraco: 38
Bridgestone: 12
Otraco Training center（Hunter Valley, AUS）

iTrack solutions business
Monitoring Center（Renaca, CHL）

OtracoOn-site service sites: 2(On the assumption of the clearance by competition authorities of relative countries, and the completion of acquisition)

15/24

Mid Term Business Plan presentation material(February 16th)

Bridgestone 3.0 Journey

To realize Sustainability Business Framework■ Evolve our core business and growth business, and start exploring recycle business, with sustainability at the core

Produce&
Sell

Sales (products)

Raw material procurement ~ Production•••

Global Sustainable Procurement Policy•
Guayule research, efforts for practical use •Renewable energy usage•

Management of water resources
Reduction of production loss
Promote smart factory•••

Respond to accelerating EV shift (OE approach)
Enhance and spread fuel-efficient tires
Expand next-generation eco-friendly products•

Enhance durable truck & bus and light truck
tires that also prevent irregular wear to
expand multiple retreading

Use
Solution• Multiple retreading of durable case tires that
also prevent irregular wear
• Optimization of customer fleet operations• Wear/endurance prediction• Repair• Subscription

Recycle

Renew

16/24

• Technical seeds• “Tire to Rubber” and “Tire to Raw Material” recycling
technology that ensures high quality and less energy• Explore eco-systems and business opportunities

Premium Retread

Propose optimal tire operation
Retread customized to customer use/needs

Bridgestone 3.0 Journey

Progress in realizing Sustainability Business Framework■ Progress in realizing the sustainability business framework
Overall<Mid Term Business Plan – priority items>
・ Efforts to achieve carbon neutrality and realize acircular economy
・ CO2 emission reduction target for 2023:
more than -30% (vs. 2011)- Long-Term Environmental Vision (Milestone 2050): Carbon neutrality- Mid term environmental targets (Milestone 2030): -50％ (vs. 2011)- Drive global efforts to achieve mid-long term environmental targets

Carbon ･ Reinforce internal “carbon pricing” activities
neutrality- For investment decision-making:Introduced in 2011
Continue improving exercise on a global level- For enterprise value:
Expand & promote concept of carbon pricing
throughout all business activities■ Toward carbon neutrality – Bridgestone Europe NV/SA (BSEMIA)
Renewable Energy Ratio in EU region: 100％(electricity)

35%

2019 (actual)90%2020 (actual)100%2021 (to date)■ Globally expand use of renewable energy (electricity) from EU
Globalrenewableenergy ratio

2021
Approx.

2023
Aim forand higher

Installation of large-scale solar power generation systems at
manufacturing sites･ Start exploration of recycle business:
Circulareconomy17/24- Verify potentials & screen recycle technologies(pyrolysis, biological processing etc.)- Draw up verification plan for commercialization:commercialization/implementation target: 2024-2026

Aiken plant (US)

Wuxi plant (CHN)Bridgestone 3.0 Journey

Sustainability recognitions and participation in initiatives■ Deepen understanding of various sustainability issues, and participate in initiatives toward the realization of a sustainable society.
Promote efforts in society and the industry.
■ Major sustainability indices (as of April 2021)

CDP Climate Change : A
Supplier Engagement : A
Water Security : A-

FTSE4Good
Index Series(3 years in a row)

DJSI Asia Pacific(11 years in a row)

STOXX Global
ESG Leaders(2 years in a row)

■ Sustainability indices in Japan (as of April 2021)

GPIF selected ESG indices
・FTSE Blossom Japan Index
・MSCI Japan Empowering Women Index

PRIDE index
Gold(3 years in a row)

Euronext Vigeo
World 120 Index

ISS ESGCorporate Rating
Prime■ Other sustainability indices (as of April 2021)

Eco-first program
member(2011~)

Toyo Keizai
CSR Ranking(20th)

EcoVadis Gold
(Bridgestone Europe)

World’s Most Admired
Companies 2021
(6th in Motor Vehicle Parts)

Global CSR Awards(BSCAP: Platinum,
BSTVN: Gold)■ Participation in sustainability & environmental initiatives

World Business Council for
Sustainable Development

18/24

Tire Industry
Project

Global platform forsustainable natural rubber

Ellen MacArthur
Foundation

Task Force on Climaterelated Financial
Disclosures

Call to action(Business for Nature)

Challenge Zero
(Keidanren)Sustainability Report 2020-2021
Evolve into a sustainable solutions company, and contribute to the realization of a sustainable society
Provide both social value and customer value, and gain competitive advantage.
Foster trust through business activities & social contribution activities.
From interaction with empathy to co-creation.
Planned to be issued
end of June, 2021

Main contents
•
•
•
•
•
•
•

19/24

Contribution to SDGs
Global CEO Commitment
Mid-Long Term Business Strategy
Mid Term Business Plan
Toward the realization of the
Sustainability Business
Framework (activities, efforts)
Foundations for value co-creation/ Governance
ESG data- Focus on 13 SDGs and contribute to their achievement in 2030
- Promote business activities and social contribution activities in
3 priority areas (Mobility/People/Environment)

Bridgestone 3.0 Journey

HR & organizational strategy as enablers for Mid Term Business Plan

Mid Term Business Plan presentation material(February 16th)■ Execute an HR strategy with “Aggressive approach” & “Challenge”, while leveraging our strengths
Build HR strategy and organizational structure for each business step by stepCore business

Growth Business

Culturetransformation

New culture
creation

Challenge
Exploratory business

Bridgestone’s HRX*
*HRX: Human Resource Transformation

20/24

Breakaway from existing challenges and make a radical transformation,
while leveraging our unique strengths- Group global optimization aligned with business strategy- Clarify roles and responsibilities, improve organizational efficiency, optimize talent allocation⇒ Generate resources, and flexibly reallocate to growth and exploratory businesses
Create structure and working style for solutions business⇒ Export the new culture to core business to make it stronger- Build global organizational structure for solutions business, maximal leveraging of diversity & inclusion- Develop digital talent. Promote exchange of talent on global basis from Webfleet Solutions and iTrack solutions
business, etc.

Build new structure based on challenge- Diversity & inclusion, global utilization of talents- Internal and external networking and talents exchange to facilitate co-creation- Entrepreneurial spirit

Maximize organization capability (Organization x Talent output) for execution of Mid Term Business Plan
Continuously promote development of diverse talent and next-generation global management

Bridgestone 3.0 Journey
HR & organizational strategy as enablers for Mid Term Business Plan: To accelerate technology innovation (Japan)■ New organization for “Solutions / Exploratory Business Development” separated from core business,and established within the Technical Center (Tokyo-Kodaira)Accelerate innovation with new culture and an entrepreneurial spirit⇒ Export the new culture to the core business product development organization, and enable agile development
Make organization & decision making“firm, lean, quick and simple”

Agile development structure, organized project by projectIncrease
speed & efficiency

5

layers

Product development

3

layersSolutions / exploratory business

Bridgestone Innovation Park: establish a place to accelerate co-creation / innovation
21/24

Bridgestone 3.0 Journey

HR & organizational strategy as enablers for Mid Term Business Plan: Developing digital talents■ Reinforce external cooperation such as with universities, etc.
and develop high-level digital talents (ex. AI/algorithm experts), and accelerate DX.
Focus especially on developing advanced digital talents (intermediate level and above):approx. 900 people (in 2021) → approx. 1200 people globally (in 2023)*DS : Data Scientist

Full DS: Reinforce external collaboration

Digital Talent
Advanced*

Full DS：AI / Algorithm Expert

Associate DS
Intermediate：Solution Field Engineer

Recruit/develop AI/algorithm expert candidates through cooperation with universities, etc.

・ Establish endowed chairs at universities: provide theme/data, develop digitaltalent through joint activities with Bridgestone teammates, etc.
・ Participate study program for doctoral courses both in Japan and abroad:
curriculums that enable further advanced AI/algorithm development

Develop Solution Field Engineers

・ Acquire data science & AI knowledge through internal real-life examples & exercises,
become capable of solving problems

Associate / Assistant DS: Expand internal development opportunities
All engineering staff: Expand internal development opportunities for DS

Beginner

Assistant DS⇒Compulsory for new engineering staff from 2019
It is becoming established as an internal development program

Company-wide: Talent development to support the Group’s DX
・ Acquire data literacy (understand and make use of data)⇒ Compulsory for new staff from 2021, expanding from Technical Center (Tokyo-Kodaira)

22/24

Bridgestone 3.0 Journey

HR & organizational strategy as enablers for Mid Term Business Plan: New HR system (Japan)■ Optimal allocation & opportunities for the diverse talent empowering our evolution
toward a sustainable solutions company- Provide opportunities and support teammates who are proactive in their career development and self growth■ Start of talent matching system:
・ Job-based employment:

・Started with positions requiring advanced expertise/skills
Applied to 15 positions such as in digital and legal/intellectual
property divisions. ⇒Expand to 20 positions by end of 2021
・Expand application to manager positions(approx. 150 positions)• Open-posting system:

・For positions that are challenging and require expertise,clarify role/responsibilities/expectations, and openly recruit
talent. Motivated teammates can apply and be selected
regardless of their current title

Business
Strategy

Clarify function and organizational abilities necessary
to achieve the Mid Term Business Plan

Position Based on business strategy, clarifyrole, responsibilities andrequirements of each position
 Disclose open positions
 Provide fair opportunities

・ Job-matching system: Teammates register their skills & experiences, and are allocated to positions which leverage them・ Job-based Recruitment: start from recruitment activity in 2021
■ Promote Diversity & Inclusion:• Develop & appoint diverse talent to achieve the Mid Term Business Plan and looking beyond• Joined The Valuable 500, a global movement to promote inclusion and opportunity for people with disabilities- Aim for great place to work that encourages diversity and empowers all teammate• Steps to advance female representation at management levels: promote appointment / recruitment of female managers,
building mentor system or other support system as challenges requiring immediate attention

23/24

People Clarify and visualize HR
requirements and capabilities Match with position utilizing
talent development andrecruitment

2021

2nd Year of Bridgestone 3.0, the “Third Foundation”
24/24

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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