Hello, everyone. I am Shu Ishibashi, Global CEO of Bridgestone Corporation.
Today I will explain our Long Term Strategic Aspiration, our Group’s roadmap toward 2030.

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Bridgestone’s Mission is “Serving Society with Superior Quality.”This was established by founder Shojiro Ishibashi and remains unchanged to this day.

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Guided by this mission, we set our vision:“Toward 2050, Bridgestone continues to provide social value and customer value as asustainable solutions company.”4

Our Mid-Long Term Business Strategy was formulated to realize this vision.
With a sense of urgency toward changes in society, customers, the market and competition,
we have been driving corporate transformation these past two and a half years
through an “aggressive approach” and “challenging” spirit.
Our aim is to become a “strong” Bridgestone capable of adapting to change,
and we are close to achieving that in 2022.

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The axis and guiding vectors in our journey to follow-through on our mission andrealize our vision is our corporate commitment, the Bridgestone E8 Commitment.
I will be talking about the Bridgestone-like 8 values defined in the Bridgestone E8
Commitment in today’s aspirations as well.

6This time, under our mission and vision,and using the Bridgestone E8 Commitment as our axis and vectors,
we have laid out a detailed roadmap toward 2030.

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Since 2020, there have been various changes in our environment,such as the COVID-19 pandemic and the acceleration of CASE and MaaS.
We have acquired flexible and agile management in response to such changes,
and are close to becoming a “strong” Bridgestone.
However, this year with the emergence of a new global order, etc.,
we are experiencing extreme turbulence and change is becoming common place.
In order to survive these unpredictable times,
we believe it is essential now to present a roadmap toward Bridgestone’s 100th anniversary
in 2031.
This is the “2030 Long Term Strategic Aspiration.“
This roadmap indicates how we will transform to a resilient “excellent” Bridgestone thattransforms change to opportunity, unperturbed by continuous change and remaining robust
and flexible like rubber.

We will establish a new management structure, in which the global management teamensures “unwavering management” following the roadmap,
while also being flexible and agile.

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In the roadmap, we have set 3 pillars:
1) Enhancing corporate value as a resilient “excellent” Bridgestone by creating and balancing
social and customer value, and gaining new competitive advantage;
2) Aiming for the 100th anniversary and the next stage;3) Survive in a VUCA world and stay resilient.

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Regarding the new management structure,
Based on “glocal” management where we deploy local strategies adapted to eachregion/market based on the global strategy,
we will evolve to a new “glocal & portfolio management” consisting 4 business portfolios
by 2024.
Setting 2030 as the year to complete the 1st step of our “third foundation,” we will continue
our journey toward a resilient “excellent” Bridgestone under the new management structure.

10I will explain about the 4 business portfolios.
The passenger car tire business is based around the premium tire business,and retail & service solutions business.
The truck & bus tire business, -we are historically strong, includes tire-centric solutions andmobility solutions which propose a better way to use tires as well as better vehicle
operations.
The specialties tire business supports customer operations with tires for mining vehicles andaircrafts etc., which can only be produce by tire manufacturers with advanced technologicaland comprehensive capabilities.
Last but not least, in the diversified products and exploratory business,
we will be focusing on areas where the Group’s core competencies can be leveraged.
We will create new value, according to the characteristics of each business.

11This is our aspiration, or the target we want to achieve by 2030.
We will expand scale of our revenue from 4,000 billion JPY level in 2022 to over 5,000 billion
JPY level.
For adjusted operating profit, we will enhance earning power to achieve over 800 billion JPY
level, nearly doubling that in 2022.
Furthermore, we will reinforce the quality of business by achieving
more than 15% in adjusted operating profit margin, 12% level in ROIC, and 13% level in ROE.
We are aiming to achieve global levels for all of our business indexes.
In addition, we are newly testing the implementation of “talent creativity.”
We plan to officially introduce this in the Mid Term Business Plan (2024-2026).

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Regarding sustainability,
we aim to accomplish reducing 50% of CO2 emissions compared to 2011 which is our target
for 2030, and go on to realize carbon neutrality by 2050.
For circular economy, we will increase our use of recycled and renewable materials to 40% of
resources by 2030, and achieve 100% sustainable materials by 2050.
We will reinforce our efforts more than ever.

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In expanding the scale of revenue,
we will focus on and reinforce the premium business for tires.
We will also nearly double the revenue of our solutions business to 2,000 billion JPY level.

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In terms of profit, we will not only expand scale, but also attain over 15% in adjusted
operating profit margin, to step up to the next level as a resilient “excellent” Bridgestone.

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We have laid out a strategic map to accomplish these aspirations.

I will start explaining from the bottom of the diagram.
Our unique DNA that we have acquired through our 91-year history such as a “focus on quality,” “respect for being onsite,” “being attentive and supportive of customer problems,” and championing a “challenging spirit” lives on the strong
fundamentals that we have continued to carefully reinforce: sustainability, compliance and human rights, DE&I,
governance, etc. We have established our strategy based on new competencies born from such fundamentals and DNA.
Our 5 new core competencies consist of: a new global footprint that widely covers production, logistics and sales;
real and digital capabilities that realize ultimate customization; new brand power that acquires a new price positioning
as premium based on global brand power and trust; technology and innovation;and new glocal and portfolio management.
On top of that is our fundamental principal: “Tires and solutions carry life.” As also promised in the Bridgestone E8
Commitment, Bridgestone’s belief is to continue supporting safe mobility of people and objects with peace of mind.
Based on these strong foundations, we build our business strategy which is shown as a red pyramid.
The pillars of our strategy is amplifying the value of our Dan-Totsu products and trust with society, partners and ourcustomers.
The Group’s core business will remain the premium tire business, in which we “produce and sell” tires.
For the solutions business on top, in which we amplify value during the customer’s “use” of tires, we will accelerate
growth toward 2030 based on retread and Dan-Totsu services etc..
What stretches horizontally in between these two, is the enabler that will allow the growth of the two businesses – theretail & service solutions network.This is our unique real x digital platform that accompanies customers on-site invarious places around the world.
As shown by the circles in the middle, by evolving the value created, we will support vehicles and vehicle operation
systems through interaction with empathy to co-creation.
In the future, we aim to support the entire society and its mobility systems such as smart cities and MaaS.

What will be important in doing this is the cloud platform which is positioned toward the top.
Linking this with our unique real x digital platform, collaborating with global cloud partners, and sharing tire andmobility data based on the trust with our customers, we will amplify data value, create new value, and thereby gain
competitive advantage.
Similarly, we will create value in the diversified products business, and the exploratory business which includes therecycle business renewing tires to raw materials, shown in the bottom left.
From the next page onwards, I will talk about each business based on this strategic map.

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First, regarding the premium tire business.

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The roadmap toward 2030 is separated into 3 phases based on 3 year Mid Term Business
Plans, each starting from 2021, 2024, and 2027.
For the premium tire business, in the Mid Term Business Plan (2021-2023), we have been
laying foundations to enable growth, enhancing premium; and ensuring it evolves with thesolutions business.
From Mid Term Business Plan (2024-2026) onwards, we will further focus on creating a newpremium, with ENLITEN, and OR tire for mining vehicles MasterCore at the core.
The theme in the Mid Term Business Plan (2024-2026), our 1st stage, is: “From volume tovalue.” We will complete establishing a structure that focuses on the premium tire business.
In the Mid Term Business Plan (2027-2029) which will be our 2nd stage, we will reinforce thepremium tire business leveraging the solutions business and our networks, to elevate it to aneven stronger premium.
Amplifying value, we will reinforce the new “premium tire business portfolio management.”
We will also take on the challenge of pursuing both sustainability and business growth driving BCMA, Bridgestone’s unique commonality & modularity that enables simplificationand differentiation, and driving the shift to Green & Smart factories.

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Why is the creation of a new premium needed?
I will explain using this graph.
For passenger car tires, the growth in demand for high rim diameter (HRD) tires is the growth
driver for the premium segment.
This trend is expected to continue, but we anticipate that as replacement of tires proceedfrom first time replacement of original equipment tires, to the second time, and third time,
the ratio of customers choosing premium tires will gradually decrease.
In other words, as both the “growth rate” and the “ratio among total demand” of passenger
car HRD tire demand for 1st time replacement decline, its premium level will decline.
Growth rate compared to the previous year is expected to slowdown from 10% in 2021 to 5%
in 2030. The ratio is also expected to decline from 50% in 2021 to 40% in 2030.
For this reason, the creation of a new premium toward 2030 is essential.

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For passenger car tires, while gaining trust from customers based on our Dan-Totsu products
and increasing market share to the maximum in the existing premium segment,
we will create new value (new premium) by expanding the ENLITEN business strategy.

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For commercial products, such as truck & bus tires and OR tires,
we will expand sales volume and share, as an area in which we are historically strong.
Also we will continue to build foundations for a new premium that evolves with the solutions
business, and that gains further trust from customers.
We will further reinforce such efforts to establish a new premium, with the ENLITEN businessstrategy for truck & bus tires and the OR tire MasterCore at the core.

22For both commercial and consumer products, we will realize evolution of new premium in
two stages.
By providing customers with new value, gaining trust, and having them recognize the value,
we will enhance appropriate price positioning.

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BCMA is the foundation to support the new premium, by realizing simplification anddifferentiation.
The technology divides the tire into 3 modules: “carcass” which is the skeleton of the tire
(Module 1), “belt” which reinforces the tire (Module 2), and “tread” which makes up the tiresurface (Module 3).
Modules 1 and 2 can be shared between products, which lead to simplifying the value chain
spanning from development to production and sales.
Differentiation will be made through customization of performance in the tread.
Taking passenger car tires for the Japanese market as an example,
we will consolidate the existing 30 to 40 modules per product to 1 module per tire category
such as for summer, for winter and for sports, to a total of 5 modules.
We will incorporate this into our product strategy, and plan to complete consolidation by2025.
Man-hours for development will be reduced by approximately 30% compared to now.
By 2030, BCMA will be adopted in approximately 100% of passenger car tires and truck & bus
tires.

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Through the BCMA, we are aiming to simultaneously create value that can be contradictory
across the entire value chain.
We will reduce the break-even point by improving productivity and optimizing cost,
while also enabling ultimate customization that allows performance to be adapted to eachcustomer and market.
Furthermore, this will not only lead to business growth but also largely contribute tosustainability, such as saving resources, improving resource productivity, and reducing CO2
emissions.

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In terms of our global tire manufacturing footprint,
we will establish a structure with “local production for local sales” as a basic concept,
which includes initiatives for carbon neutrality.
We will also aim for global optimization by being able to respond to changes in the businessenvironment flexibly. While leveraging Japanese and Asian plants as global supply sites, wewill reinforce our structure to produce premium products in each region.
Our aspiration is to maintain the ratio of “local production for local sales” at 95% forpassenger car tires, and 85% for truck & bus tires.
We will also reinforce investments for Green & Smart factories.

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The premium tire business will shift “from volume to value.”
We will expand sales in the premium segment for all products.
For passenger car tires, we will largely increase the ratio of high rim diameter tires toapproximately 60% by 2030.
On the other hand, total sales volume will basically remain flat after reaching a branch pointin 2026, and we will shift toward enhancing value.
For premium truck & bus tires, we will continue to expand sales of premium new products,
and will also expand retread in conjunction.
For OR tires, we consider all products to be “ultimate premium,” and will expand sales.
Ultra-large 63 inch tires, which boasts an especially high premium level, will be 100%
MasterCore. Linking it with the solutions business, we will provide large value.

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We will drive the ENLITEN business strategy for passenger car tires as the new premium in
the EV era.
In 2030, almost all products will be equipped with ENLITEN technology.

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First, for technology and product, we will realize “ultimate customization” optimal for
EV fitment such as light weight, rolling resistance improvement, noise improvement and wear
performance improvement, linked with BCMA.
We will offer products customized to each market and customer usage conditions.

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We will also create value as a business model, as the new premium in the EV era.
The manufacturing of vehicles will drastically change, such as the shift to EVs and softwarefirst development.
The value required of tires will also significantly change, and we will respond with ENLITEN.
With significant improvement of driving range and electricity consumption throughimprovement in tire rolling resistance, we will contribute to ensuring space for battery invehicles, lighter vehicle weight, cost optimization and improvement of space utility.
Through BCMA, we will shift from tailor-made tire development according to the hardware,to tire development that balances both efficiency and ultimate customization.
Even in the EV era, we will bring out the vehicle’s maximum driving experience.
We will support vehicle manufacturing and the realization of a carbon neutral mobility
society across our entire value chain, leading to gaining trust from customers.

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With technology & innovation, we will evolve our premium tire business.

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At the center of the Group’s innovation is the “Bridgestone Innovation Park,” which creates
new value with various stakeholders starting from interaction with empathy and moving toco-creation.
Along with innovation sites in Europe and the U.S. - Mobility Lab in Akron, Ohio, U.S. andDigital Garage in Rome, Italy - we will generate various technologies and innovation which
will create new premium.

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At the core is three types of “mastering.”
First, “mastering rubber” involves reinforcing and utilizing materials informatics to drive thedevelopment of double network rubber, which simultaneously realizes both fuel efficiency
and durability.
We plan to implement it in the OR tire MasterCore first from 2027, the 2nd stage of new
premium, as MasterCore can maximize leverage of the benefits.
Second, for “mastering road contact,” we will leverage knowledge cultivated through F1 andother motorsports.
Using digital capabilities, we will evolve Bridgestone’s knowledge of various roads around theworld to realize the digital twin, tire simulation which can reproduce tire usage conditions ineach market including road surfaces.
By 2030, we aim to realize a digital twin mastering road contact, which can monitor tires
used in real markets in real time.

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The third is “mastering manufacturing”.
We will introduce the Green & Smart factory.
Regarding “Green” factories, we will introduce renewable energy.
We plan to attain a renewable energy ratio of 50% globally by 2023.
In addition, in the Mid Term Business Plan (2024-2026), we are planning electrification ofenergy sources for manufacturing equipment. We will especially consider and aim to
implement our unique curing process of electric curing.
From Mid Term Business Plan (2027-2029), we will drive manufacturing leveraging
methanation through co-creation.
Methanation is the technology which generates methane from hydrogen and CO2.
We will procure hydrogen, and retrieve CO2 emitted in the factory, to generate gas which willthen be converted to energy.
This will allow the circulation of energy within the factory.
We will implement this in 4 global model plants and contribute to carbon neutrality.
As for the realization of a circular economy, we will incorporate utilization of recycled &renewable material into our product strategy.
We will realize manufacturing where resources continue to circulate.

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As for “Smart” factories, we will implement automatic control of the manufacturing process
which make up our strong “real” capabilities, fostered through producing Dan-Totsu products.
We first started with the automation of each process.
In addition, we evolve and expand our sensing technology cultivated through Bridgestone’s
unique state-of-the-art tire assembling system “EXAMATION.”
In Mid Term Business Plan (2024-2026), we will introduce digital/sensing technology and
AI control, to build a manufacturing platform that connects the entire manufacturing
processes.
In Mid Term Business Plan (2027-2029), we will implement this in 8 global model plants.
We aim to build a next generation manufacturing platform, which connects the entire value
chain even beyond the factory – from product development and procurement upstream ofthe supply chain, to logistics and sales downstream – and creates new value.
These initiatives will also lead to further improvement in tire quality, enhancement of laborproductivity by reinforcing suru-raku activities on-site, and promotion of DE&I.
We will drive the shift to green and smart in manufacturing sites around the world.
That is all regarding the premium tire business.

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Next, I will explain our retail & service solutions network which is our unique real x digitalplatform as our growth enablers for the premium tire business and solutions business,and cloud platform that amplifies data value.

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We have worldwide service solutions sites comprised of more than 18,000 sites forpassenger cars, nearly 7,000 sites for commercial fleets, and approximately 130 sites formining vehicles.
This is Bridgestone’s unique real x digital platform .
On the basis of this platform, we will provide Dan-Totsu products, Dan-Totsu services, and
Dan-Totsu solutions, and amplify trust from customers.
In addition, through the collaborations with Microsoft’s and Amazon’s cloud platforms that
we recently announced, we will amplify value of tire data and mobility data.
Through the collaboration with Microsoft, we will utilize data to strengthen retread, tire databusiness such as wear/durability prediction and digital solutions for the tire-centric solutions
business.
Through the collaboration with Amazon, we aim to improve the value of customer
experience in the retail & service solutions business and mobility solutions business.
These are the important enablers in this Long Term Strategic Aspiration to gain newcompetitive advantage while balancing social value and customer value creation.

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< No script >39Next, I will talk about the tire-centric solutions business, linked with the premium tirebusiness.

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We will build the ENLITEN business strategy for truck & bus tires as the new premium in thecircular business era.

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The circular business model, linked with Dan-Totsu products and retread, is based aroundmaximizing tire value by using each tire asset until the end of life.
The first element is our competitive new tires, our Dan-Totsu products.
Based on the technology pursuing high durability and wear performance that we havecultivated, we will maximize the number of retread with strong case.
We will also contribute to resource productivity and reduction of CO2 emissions.
In addition, by also integrating the tire data business which leverages the tire monitoring
system Tirematics among others, we will enhance durability, wear prediction and efficient
retread.
We will combine these initiatives into packages, and propose solutions according to eachcustomer’s usage conditions so that they can use tires safer, longer, better and more
efficiently.
By creating value linking the “produce and sell” and “use” phases of the value chain, we willaccompany customers and deepen trust.

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The other pillar of new premium other than ENLITEN is MasterCore for OR tires.

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With MasterCore, performance such as durability, vehicle speed and payload can becustomized and improved adapted to each customers’ operation conditions and mine layout,
without sacrificing other performances.

44Based on MasterCore, we will combine real and digital capabilities to propose a better way to
use tires adapted to the customer, supporting their vehicle operations.
Our mining solutions contributes to maximizing efficiency and economic value of mining
operations.
At the core is our on-site service that we will reinforce in close coordination with Otraco,
which we acquired last year.
We will combine this with digital solutions which propose to customers a better way to use
tires, leveraging tire data and vehicle location data.
Currently, we have long term contracts including such solutions with 41 mines, and we willcontinue to further expand this.
In the future, we will take on the challenge of establishing a circular business model that links
with repair, retread and recycle.

45In our Group, aviation solutions will become the strategic starting point for the solutions
business, and also has great synergies with other consumer products businesses.
We have established a pioneering circular business model, where Bridgestone owns the tires,
leases them to customers and carries out multiple retread under a cost per landing typecontract.
We will also provide value through the data business, such as tire wear prediction whichleverages tire data as well as flight data acquired through co-creation with customers.
Furthermore, we will collaborate with system vendors to connect to airlines’ systems andenable solutions which amplify data value and maximize tire asset value. These include
management of each tire which is indispensable to ensure safe flight operations with peaceof mind, as well as efficient tire inventory plans.
We will continue to reinforce our business to be able to support operation systems,
contributing to maximizing efficiency and economic value, while also contributing tosustainability.

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Regarding the mobility solutions,48

We just launched fleetcare, which combines premium tires, services such as maintenanceand fleet operation management, as a customized package adapted to each customer, in
Europe.
Expanding this concept globally, we will continue to enhance fleet solutions which amplify
the value of tire data and mobility data.
Including the expansion of customer base, we will strengthen this as a business that
contributes both to the growth of the truck and bus premium tire business as well as to theestablishment of a circular business model, mainly in Europe, the U.S., and Australia.

49Let me summarize the solutions business.
In the Mid Term Business Plan (2021-2023), we will determine synergies with the premium
tire business, profitability and growth potential for each business,and in the Mid Term Business Plan (2024 -2026) we will expand investment in thedetermined businesses.
Based on such investment, we will rapidly expand our solutions business leveraging thestrength of the premium tire business in the Mid Term Business Plan (2027-2029).

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In terms of revenue of the solutions business, we aim to expand nearly two times
from 1,100 billion JPY in 2022 to 2,000 billion JPY in 2030.

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Furthermore, we will respond to new mobility in anticipation of the industry’s accelerating
evolution.
We will build an extensive mobility ecosystem which includes autonomous driving, tire
recycling, etc.

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Next, regarding the diversified products business and exploratory business.

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We will sharply focus on areas where our core competencies can be leveraged.
We will promote premium and solutions in various businesses, including hydraulic hose,rubber track, plastic pipe, seismic isolation, air spring, sports and cycle, aiming to support
industries and spread joy.

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Regarding sustainability at the core of our management and business, we are building asustainability business model.

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Across the entire value chain where we “produce and sell”, ”use” and ”renew” products,
we are taking on the challenge of linking initiatives focused on the realization of carbon
neutrality and circular economy, and our business model.

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Regarding circulation from raw material, we will drive initiatives leveraging biotechnology andthe forming hybrid polymer technology, which is one of our core competencies.

59For the natural rubber business, we will reinforce the operation of 3 plantations in Liberia,
and Sumatra and Kalimantan in Indonesia.
We also will promote the establishment of sustainable natural rubber plantations across theentire industry.
In Liberia, we have been operating natural rubber plantations for over 90 years since theperiod of Firestone, also contributing to the local community.
In Indonesia, we will strengthen the business through investment in the planting of elite trees
which grow faster with high yield efficiency.
We will establish a sourcing structure for sustainable renewable material, that supports thepremium tire business and our Dan-Totsu products.
In addition, we will maintain approximately 5.9 M tons of CO2 fixation at the plantations weoperate and increase CO2 absorption and fixation through new planting on a devastated land,
aiming for significant contribution to carbon neutrality.
We will also continue our social contribution activities such as providing small farmers in thelocal community with support of productivity improvement technology and offer/support ofhealth care and education. We will contribute to a society that ensures accessibility anddignity for all.

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Also, we will strengthen the guayule business to realize diversification of natural rubber
sources. Guayule is can be grown in arid zones with little water.
After the development activity of tires derived from guayule in the U.S. in the past during theperiod of Firestone, we officially re-launched R&D activities in 2012. We have invested
approximately 13 billion JPY until 2022.
This year, race tires made from guayule-derived natural rubber debuted at an INDY car race inthe U.S.
Going forward, we will expand the business mainly in the U.S. while promoting co-creation
with partners and building an ecosystem, and accelerate initiatives aiming for industrial use
in 2026 and full-scale production and commercialization in 2030.

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For the recycling business, we launched the EVERTIRE INITIATIVE this April to realize asociety where tire value circulates.
Renewing used tires to raw material as a resource.
By leading initiatives for recycling as a global leading company in the tire and rubber industry,
we will continue our challenge to preserve a better environment for future generations,
together with all of our partners who empathize with this initiative.

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Finally, I will explain our new core competencies, DNA and fundamentals.

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< No Script >64Regarding new brand power which supports our new premium, we will acquire a new priceposition as premium based on global brand power and trust.
Also, by gaining empathy for the Bridgestone E8 Commitment and committing to realize asustainable society together with employees, society, partners and customers, we will
amplify trust.

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By 2024, we will also re-activate global motorsports activity, which we have widely
participated in since our founding.
As we stated in “Emotion” of the Bridgestone E8 Commitment, we will commit to inspiring
excitement and spreading joy to the world of mobility 10 years, 20 years from now, throughthe support of motorsports culture development.

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Regarding fundamentals, we will enhance talent creativity.

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Bridgestone Group’s talent strategy is based on the idea of allowing diverse talents to shine
through the spread of individual success and confidence, while aiming to enhance corporate
value by added value creation aligned with the corporate strategy.
Enhancing talent creativity is necessary to transform to a resilient “excellent” Bridgestone.
Although we have been driven reinforcement initiatives in increments since 2020 applying
PDCA cycle, there is still room for improvement.
Strengthening talent investment leads increasing added value.
We will create this virtuous cycle of value creation.
In addition, we will promote global corporate culture change in line with the Bridgestone E8
Commitment, which has been filtering into the hearts of more than 80 percent of global
teammates.

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As an important initiative for talent investment, we will provide opportunities to take on thechallenge for added value creation and personal growth aligned with the business strategy,in Bridgestone’s broad business portfolio.
For example, the soft-robotics business in the exploratory business will be an in-housecompany from 2024, and serve as a place to demonstrate entrepreneurship.

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I would like to summarize the strategic resource in order to execute these strategies.

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In Mid Term Business Plan (2021-2023), we are laying foundations to enhance premium andto evolve with the solutions business.
In Mid Term Business Plan (2024-2026), we will focus on injecting resources of 1,200 billion
JPY level which will be approximately double of the amount in the Mid Term Business Plan
(2021-2023), toward growth from 2027 onwards.
This will be mainly to accelerate expansion of the determined solutions businesses andcomplete building the foundation for the premium tire business.
In Mid Term Business Plan (2027-2029), we will shift to the investment in Green & Smartfactory and sustainability.
Strategic resources that we will inject from this year to 2030 will be 2,800 billion JPY level in
total.
We will inject resources of approximately 1,000 billion JPY respectively for the premium tirebusiness and solutions business, and determine where we will inject strategic resources withflexibility and agility along the roadmap toward 2030.

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As for direction of capital allocation and shareholder returns,

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With the 2030 Long Term Strategic Aspiration as the roadmap, we will secure necessaryinternal reserves for strategic resource investment to balance the creation of new social andcustomer value, and gain competitive advantage, while aiming for “maintaining anappropriate financial position” and “enhancing shareholder returns”.
In order to secure financial health that maintains our current credit rating, we will aim forless than 0.3 of Net D/E ratio, and a consolidated equity ratio of 60% level, considering thebalance of capital efficiency.
Based on the enhancement of shareholder returns and agile capital management, we will
gradually increase the dividend payout ratio from 40% in 2022 to 50% level in 2030.

74That was the explanation for our roadmap, 2030 Long Term Strategic Aspiration.

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Amplifying trust and value through the premium business, solutions business linking eachother, and diversified products and exploratory businesses;
evolving to a talent group which can create new business value and support businessportfolio;
and building new corporate culture and DNA.
Realizing these, we will accelerate transformation from a “strong” Bridgestone capable ofadapting to change into a resilient “excellent” company toward the 100th anniversary of our
founding.

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Many obstacles will await this journey, including the pursuit of both social and customer
value creation, and enhancement of corporate value, as well as the pursuit of sustainability
and corporate growth.
However, Bridgestone will confront and overcome these challenges, and continue advancing.
Thank you very much for your attention.

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