Global CEO Commitment

Bridgestone commits to building a foundation forsustainable value creation and supporting therealization of a sustainable society in a
Bridgestone way.
Unchanging Mission“Serving Society with Superior Quality”

support the realization of a sustainable society and create
corporate value as well. Setting forth our vision of “Toward
2050, Bridgestone continues to provide social value andBridgestone was founded in Kurume City, Fukuoka

customer value as a sustainable solutions company”, we are

Prefecture in 1931, and has expanded its business fromnow taking on the challenge to realize it.

Japan to Asia, supporting motorization in each region fromthe ground up. In 1988, Bridgestone merged with Firestone,

1, 2022, we established the “Bridgestone E8 Commitment

which was the second largest U.S. tire manufacturer at the(E8)”, the corporate commitment to accelerate ourtime. With this acquisition as our “second foundation”, wetransformation. The E8, which consists of 8 Bridgestone-liketook on the challenge of expanding our business to Northvalues starting with the letter “E” that embody our vision,

America and Europe, ultimately leading to the evolution

is our determination and declaration that we will support

into a global company. Positioning 2020 as our “third

the realization of a sustainable society by creating suchfoundation”, we are now driving new transformation tovalues together with employees, society, our partners andrealize our vision of becoming a “sustainable solutions

customers. Also, we created the E8 with our belief that thecompany”. Bridgestone’s initiatives and activities, which

Earth has been entrusted in our care by future generations

have “supported the mobility of people and goods”

of children. Focusing on being Bridgestone-like, we haveensuring safety and peace of mind for more than 90 years

defined 8 “E”s to firmly reflect our mission and vision, as

since our foundation, have always been rooted in ourwell as to encapsulate our future value creation.

mission of “Serving Society with Superior Quality”.

Since the announcement of the E8, various activities

Bridgestone’s mission has been developed andcentered on the E8 have been promoted globally, andexpanded with our growth. The “quality” was originallyco-creation activities with partners and customers who

used to mean the quality of products at the time of ourhave empathy for the E8 have also been progressing. In

founding, but now it has come to encompass the quality oforder to create value sustainably, we believe it is essential

services, working & business, and management. Also, theto gain empathy from our stakeholders through deepening“society” that we support motorization had expanded

dialogue and develop the empathy into “value co-creation”.

from Japan and Asia in the period of our foundation to

We will continue to drive various initiatives based on the E8

global through our “second foundation”. In our “third

as the axis for such value creation further.

foundation”, it has been expanding to a sustainable
society. As corporate responsibilities and roles diversify inthe management of today and the future, our mission is
becoming more important than ever. We must carry on
Bridgestone’s unchanging mission of “Serving Society with
Superior Quality” throughout the entire global group.

“Third Foundation” – Toward a Sustainable
Solutions Company
Under this mission, positioning 2020 as our “thirdfoundation” and placing sustainability as the core, we havebegun our transformation into a company that continues to

12

Celebrating the 91st anniversary of our founding on MarchShuichi Ishibashi
Member of the Board
Global CEO and
Representative Executive Officer
Bridgestone Corporation

Bridgestone 3.0 Journey 2024 Integrated Report13Global CEO Commitment

Fundamental to the Strategy for Sustainable
Value Creation – Amplify Value with “Dan-Totsu
Products” at the Core

Take on the Challenge of Value Circulation –From “Produce and Sell” and “Use” to “Renew
Tires”For Bridgestone to accelerate its transformation,

Furthermore, as a sustainable solutions company,

fundamental to the strategy for sustainable value creation

Bridgestone is driving initiatives for the circulation of value

is to “amplify value” with Dan-Totsu products at the core.

from “produce and sell” and “use” tires to “renew” tires. In

In particular, we believe that the following three points are

addition to the premium tire business to “produce and sell”

at the core of our strategy.

as our core business, and the solutions business (growthbusiness) to amplify value during customer “use” phase of• Transform into a new R&D, manufacturing and value

tires, we position the recycle business to “renew” tires tocreating company that leverages strengths as a Japan

raw material as the exploratory business, aiming tobased company

establish a circular business model.

• Build competitive advantage through expansion ofsolutions business to solve customers’ pain points ⇒Take on challenges to circulate value sustainably

Lead to customer success through the enhancement

Solutions busi
nes
Use
s

of customer value and customer experience value

u sin e ssInnovation

le b

Exploratory
businessCore business“Produce & sell”

Growth business“Use”

Exploratory business“Renew”

mi

Re

Pre

and digital

Co-creationCorebusinesscyc

manufacturing and craftsperson skills based in Japan,

Growth businessu c e & s e llreal, including on-site capabilities of R&D andProd• Support these initiatives by the fusion of our strong

eb

us

e
en

w

um

tir

in e

ss

R

In order to realize these, we will expand the solutions
business to amplify value in the tire “use” phase, whilestrengthening the premium tire business, which is our corebusiness, of “producing and selling” tires. Also, we believethat Bridgestone DNA – “focus on quality”, “respect forbeing on-site”, “being attentive and supportive ofcustomer problems”, and championing a “challenging

Moving Forward to Continue to Support the”Mobility of People and Goods” that Exists
Unchanged in Any Era with the “2030 Long
Term Strategic Aspiration” as Our North Star

spirit” – lives in our roots, hence this business strategy canbe embodied as a unique value creation story. We will

In order to embody these strategies and set them as ourcontinue to value our DNA, which has been spread globally

North Star for transformation, we announced the “2030

throughout our history since our founding, as the origin ofLong Term Strategic Aspiration” in August 2022. This serves

value creation.

as a roadmap toward the 100th anniversary of our foundingin 2031 under our mission, vision and commitment.
What we aim for in this Aspiration is to become a “resilient
Fundamental to the strategy

Amplify value

Solutions businessfor sustainable value creation
Amplify value with Dan-Totsu products at the core
(horizontal x vertical)“Use”― from “Produce and sell” to “Use” ―Premium tire businessexcellent Bridgestone that transforms change into
opportunity, unperturbed by continuous change whileremaining robust and flexible like rubber”. Since 2020, we
have been experiencing a turbulent business environment
with various changes occurring successively such as
geopolitical risks, evolution of mobility, technology“Produce & sell”

Enhance business quality globally

innovation, diversified initiatives for sustainability, andthe structural changes in the tire industry. Under such

Bridgestone DNA

Focus on quality

Respect for being
on-siteBeing attentive and supportiveof customer problems

Challenging spirit

circumstances, we were able to once again reaffirm ourstrong determination to continue to support the “mobility ofpeople and goods” even in an era where “change isbecoming commonplace”. We are driving “unwavering
management” globally based on the roadmap that weoutlined where we want to be to survive this era andcontinue to support the mobility of people and goods andempower them.

14

Assess Changes in the Business Environment
and Risks, then Transform Changes into
Opportunity with a Calm and Rational Approach

To realize value amplification centered on Dan-Totsu
products, which is fundamental to our strategy, we will
aim to amplify the value of each business by placing thepremium tire business at the core and deepening its
linkage with the solutions business. As a pillar of execution,

We recognize that in the approximately one and a half years

we will firstly amplify value of Dan-Totsu products,

between the announcement of the 2030 Long Term

secondly amplify the trust with our customers rooted in

Strategic Aspiration in August 2022 and the 24MBP

the Dan-Totsu products. And finally based on the trust ofannouncement in March 2024, changes in the businessour customers that we have built, our customers will

environment have generally become even more intense

provide their tire and mobility data, and we will amplify

and commonplace.

the data value to create new value for customer success.

We carefully identified changes in four key factors that

Through this value amplification, we aim to continue toare directly related to our business: geopolitics, mobility &support vehicles and vehicle operation systems while

technology, sustainability, and tire industry structure.

gaining a competitive advantage, placing contribution to

Regarding geopolitics, various changes are continuingsustainability such as carbon neutrality and a circularglobally, and it is necessary to strengthen our response to

economy at the core.

supply chains, such as global procurement including energy

This aspiration was incorporated into a concrete action

and raw materials and logistics. For mobility, the EV

plan for 3 years as our Mid Term Business Plan (2024-2026)

adoption speed is softening at the moment, but we see the(24MBP), based on the achievements and remaining

mid-long term adoption and expansion trend will remainchallenges of the transformation after 2020. We assessedunchanged. We expect that mobility will continue tothe changes in the business environment after our

diversify and the desired performance for tires will alsoannouncement of the 2030 Long Term Strategic Aspiration

become more diverse in the future. In respond to this, wewith a calm and rational approach and announced the plan

will pursue “ultimate customization” backed by our DNA ofon March 1, 2024, the 93rd anniversary of our founding.

“being attentive and supportive of customer problems”.
Regarding the response to the technology that is advancing
every day, such as the drastic improvement in generativeAI, we know that we are a little behind, but we will maximize

2030
Long
Strategic
2030
Long
Term Term
Strategic
Aspiration:Aspiration:
Strategic Map Strategic Map
Mission: Serving Society with Superior Quality

Vision: 2050 Bridgestone continues to provide social value and customer value as a sustainable solutions company
Solutions for your journey
Cloud

Bridgestone E8 Commitment
Solutions for social systems

l

S

el

Share data
among partners

Unique “Real x Digital” platformc ycle)vehiclese&Premium Tires

Core
business“Support”

ProducRetail & Service Solutions Network

Amplify
data value

Interaction
with empathy
to co-creation

(R e

Towa
rd
“C
a

Retail & Service Solutions

Amplify trust

trality ＆ Ci
neu
rcu
on
lar
Use
rb

”
omy
on
ec

Tire-centric Solutions

Amplify valueof Dan-Totsu
productsew

Mobility Solutions

Growthbusiness“Support” society/mobility systems“Support” vehicle operation systems

platformRenEnhancing value chainof Dan-Totsu products

Diversiﬁed Products/
Exploratory

Real x Digital

Trust with society /partners / customers

Based on tire data

(Win-Win-Win)

Tires and solutions “carry life”
New core competencies
Bridgestone DNA
Fundamentals

New global footprint

Ultimate customization

Focus on quality
Sustainability

Compliance, Human rights

New brand power

Respect for being on-site
DE＆I

GovernanceTechnology & Innovation
Being attentive and supportiveof customer problems

BCP, Risk management

New & true glocal portfolio management
Challenging spirit

Enhance talent creativity

Create new DNA

Peace of mind, Safety

Bridgestone 3.0 Journey 2024 Integrated Report15

Global CEO Commitment

the use of AI as an opportunity to increase our productivity,

business model in terms of profitability. Also, the expansion

to shift to a smart factory, and create new businesses linkedof solutions in Europe and Asia where profitability is an

to the solutions business. With regard to sustainability,

issue has been limited to certain areas and customers.

which is at the core of our management, the realization ofThrough these experiences, we were able to determine

carbon neutrality and a circular economy, as well as“what to do” and “what not to do” in the solutions businessinitiatives for nature positivity will become even morefrom the perspective of profitability and growth potential

important, and in addition, it will be necessary to respondand clarify the areas to be focused in the 24MBP.

to TRWP (Tire & Road Wear Particles) and 6PPD (an antioxidant

However, significant challenges remained in financial

and antiozonant commonly used in the tire industry). To

performance of the 21MBP, which shows “execution andaddress these, we will promote industry-wide initiatives asdelivering results”. In 2023, the final year of the 21MBP,

an industry leader, while strengthening our own initiatives

with demand declining significantly in North America andsuch as promoting to reduce TRWP throughout the entire

Europe, especially for TB (truck and bus) replacement tires,

value chain to “produce and sell” and “use” tires. As theour challenges exposed including signal monitoring,

structural changes in the tire industry continue, we consider

inaccurate demand and sales forecasting and delays inthat evolving into a “Bridgestone capable of adapting to

responding to them, and lack of sensitivity to thechange” and reinforcing earning power will be essential for

deterioration in the business environment such as thesustainable enhancement of corporate value.

Argentine currency devaluation happened in December 2023.

We believe that by assessing changes in the businessAs a result, ROIC (Return on Invested Capital), the mostenvironment with a calm and rational approach and increasing

important management indicators, landed at 8.7% in 2023,

our sensitivity to change and risk, we can transform change

below the target of 10% set in the 21MBP.

into opportunity. Although there are still many challenges

As we have not yet returned to a “strong Bridgestone

regarding sensitivity, we have established a new & true

capable of adapting to change”, looking ahead, it is urgent

glocal portfolio management structure in the 24MBP to

to improve management and business & working quality

increase sensitivity among our entire global management

such as monitoring signals, sensitivity to agilely respond toteam as an essential element for sustainable value creation.

change, quality and speed in applying the PDCA (Plan-DoCheck-Act) cycle.

Achievements and Remaining Issuesof the Transformation
Summary of the 21 MBP – Mid Term Business
Plan (2021 -2023 )24 MBP: “Further Focus on Value Creation”
In the 24MBP built based on the above, the management
stance has evolved from “crisis management” in the 21MBP

In the 21MBP that we positioned as the first stage of thewhen we faced unprecedented crises such as COVID-19, totransformation since our “third foundation” in 2020, we set“Passion for Excellence (having a passion to constantly

three axes in our management – “Tackle past negative

pursue a high quality of management and working &legacies without delay”, “Focus on execution and deliveringbusiness)”. We have not changed the three axes of ourresults for immediate issues”, and “Lay foundation for future

management: “Tackle past negative legacies without

growth” – and aimed to “return to a ‘strong’ Bridgestone

delay”, “Focus on execution and delivering results forcapable of adapting to change.” In the premium tire business,

immediate issues”, and “Lay foundation for future growth”.

we have completed laying the foundation for premium

In 2024, a starting point of the 24MBP, we must first haveenhancement, including investment to reinforce production,

confidence and clear direction on solving the remaining

toward the growth in the 24MBP. In the solutions business,issues of the 21MBP and new issues exposed in 2023 andour growth business, we took on the challenge to lay thesteadily execute initiatives to “return to a strong“foundation for evolution linked with the premium

Bridgestone”. On that basis, we will build a foundation toenhancement” and could made partial achievement.

move to the “true next stage” in 2025 and 2026 and theWe executed this including enhancement of profitability
in the commercial BtoB solutions (truck & bus and mining &Business Plan for the three years from 2027 to 2029.

aviation solutions) where “respect for being on-site” andWe clarified 4 key initiatives of the 24MBP: reinforcing“being attentive and supportive of customer problems” of

new & true glocal portfolio management, which is our new

Bridgestone DNA lives on and where the value of Dan-Totsu

management structure, reinforcing earning power, further

products can be amplified during customers’ tire use.

focusing on value creation in line with the business shaping

However, we discontinued the consumer solutions in North

scenario and start to build a sustainable premium brand.

America and Europe because we could not establish

16“sustainable growth stage” in the 27MBP, the next Mid Term

Under the vision of a sustainable solutions company, the24 MBP: New & True Glocal Portfolio
Management Scenario Development

global management indicators of the 24MBP were set interms of both financial indicators and social value andnon-financial indicators. For financial indicators, we plan toachieve 10% ROIC, our most important management

Since 2020, Bridgestone has been promoting glocal

indicator, in 2026 which is the final year of the 24MBP,

management to establish global strategy, and to cascade it

through continuous improvement of business quality andto local for execution by developing local strategies inreinforcement of earning power being conscious of capital

accordance with the characteristics of each region and area,

cost. Shareholder returns have also been continuously

such as mobility maturity and industry structure. Also, theimproved, projecting a minimum dividend per share of 250

total optimization across value chain has been ensured in

JPY level in 2026. In enhancing social value, we aim tothis glocal management. In the 24MBP, to make sure our

reduce CO2 emissions by more than 50% compared to 2011

path to achieve our global management indicators, we haveand increase the recycled & renewable material ratio to

evolved this glocal management into new & true glocal

more than 39%, while expanding production and sales

portfolio management which aims to maximize efficiency

volume. This will be the phase to build a sustainable

and effectiveness and established it as a management

structure and foundation for value creation linked with our

structure to “focus on execution and delivering results”.

business strategy. In addition, starting from the 24MBP,

Based on the four business portfolios of the premium tire

talent creativity has officially become a managementbusiness (core business), the solutions business (growthindicator, aiming for “reinforcing talent investment,

business), the exploratory business, and the diversified

increasing added value and creating a virtuous cycle ofproducts business, we divided our global regions into 47

value creation”. With regard to building a sustainable

areas according to regional and business characteristics.

premium brand, we will initiate a new corporate branding

Each area is set as a business management unit that focuseswith sustainable global motorsports at the core.

on value creation based on Genbutsu-Genba (respect forbeing on-site). By doing so, we crystallize issues andstrengthen signal monitoring, while carefully following up
on the “execution and delivering results” of each area.

● Positioning of the 24 MBP with the 2030 Long Term Strategic Aspiration as Its Roadmap

21MBP”Passion for Excellence”

90th anniversary of founding
2021

2023
Return to a strong Bridgestone
capable of adapting to change

2030 Long Term Strategic Aspiration

24MBP

27MBP

95th anniversary of founding
2024

2025

Remaining issues& new issues

100th anniversary of founding

2026

2031
Become a resilient“excellent”
Bridgestone

True next stage

Strengthen new & true glocal portfolio management(by global, business, and area)
Reinforce earning power
Business shaping scenario – Further focus on value creation
Start building sustainable premium brand

Tackle past negative legacies
squarely without delay

Focus on execution and delivering resultsfor immediate issues

Lay foundation for future growth

Bridgestone 3.0 Journey 2024 Integrated Report17

Global CEO Commitment

24 MBP: Management Being Conscious ofCapital Cost – Promote “Reinforcement ofEarning Power” Utilizing ROIC

areas. We will further focus on value creation according to
the four scenarios: “Create good business quality”, “create
good tires”, “create good business”, and “create new
business sowing good seeds for the future”.

In “reinforcement of earning power”, we have positioned“Create Good Business Quality”
Top Priority Issue: Improvement ofManagement and Working & Business Quality

ROIC (Return On Invested Capital), which evaluates earning
power, as the most important management indicator. And
we are strengthening management being conscious of
capital cost, with ROIC at the core. Since 2020, we havebegun Bridgestone-like ROIC improvement activities by

In order to “create good business quality”, we strengthen

incorporating the components of ROIC into on-site activities

the foundation for value creation through the improvement

based on Genbutsu-Genba (respect for being on-site). We

of management and business & working quality, which ishave expanded the ROIC target to each of 47 areas in line

our top priority.

with the new & true glocal portfolio management structure

We have begun by re-enhancing understanding of “focus

and are aiming to reinforce earning power in each area. At

on quality” of Bridgestone DNA and our mission of “Serving

the same time, we will support the foundation forSociety with Superior Quality”, which reflects the DNA. In

sustainable value creation by managing our business

addition, returning to origins, we are reaffirming andportfolio based on the basic principle of ensuring more thanre-enhancing understanding of “Bridgestone’s unique

10% of ROIC globally and no business with Bridgestone’s

Deming Plan”, a quality improvement initiative that we haveassumed WACC below 5.5% and ROIC below 5.5%, excluding

promoted since the 1960s, for each functions and job layer

the exploratory business.

and all employees in global. In order to modernize

In addition, based on the remaining issues from the

management, in the 1960s, Bridgestone analyzed Dr.

21MBP, we also strengthen inventory management by

Deming’s method, who claimed that “quality is a matter of

responding agilely to fluctuations in demand and sales,

overall management and is deeply related to management

improve the cash conversion cycle, and improve the fixedphilosophy” and established the “Bridgestone’s uniqueasset turnover ratio. Furthermore, we recognize that ROE

Deming Plan” as an initiative to improve management(Retune on Equity) is also our important management

quality. The basic thought of our Deming Plan is “Good

indicator, and keep aiming to improve our capital efficiency

company quality makes good quality of products andwith our ROE target of 11% in 2026.

services”. Based on this, we create good business quality byensuring that each and every employee thoroughly practices

24 MBP: Business Shaping Scenario

the five concepts – “PDCA”, “why why why analysis”,“standardization”, “explain by using accurate data”, andBased on the new & true glocal portfolio management, we“control important points” – as basic behavior when working

developed the “business shaping scenario”, linking it toat Bridgestone.

specific initiatives in each of our business portfolios andIn order to strengthen activities from top management,

24MBP Business Shaping Scenario: Further Focus on Value Creation

Create Good Business Quality “Passion for Excellence”(Management, Working & business quality improvement)
Create Good Tires

Create Good Business“New premium”

Create corporate value through balancing social value andcustomer value creation and gaining competitive advantage

Create New Business
Sowing Good Seeds for the Future

18

Mobility tech Business"Strategic business"

Exploratory Business:
Sowing New Seeds

we held Global EXCO, Bridgestone’s global executives

slowdown of demand growth for HRD tires after 2030 orcommittee, in Kurume City, Fukuoka Prefecture, which ispossibly a little earlier, as assumed in the “2030 Long Termthe birthplace of Bridgestone, in March 2024. Following in

Strategic Aspiration”, we are striving to create value withthe footsteps of the founder, all members of the global

ENLITEN, base technology for product design that we aremanagement team reaffirmed Bridgestone DNA based on

positioning as “new premium” and the core of our premium

Genbutsu-Genba (respect for being on-site). Also, we hadtire business. We are reinforcing earning power by pursuing

workshops on our Deming Plan, discussed specific“ultimate customization” by ENLITEN, which sharpens edge inmanagement issues with PDCA and why why why analysis,

the performance that provides new value in accordance with

as well as visited manufacturing site to see and learn on-site

diverse vehicles and usage condition, while realizing business

improvement activities based on Genbutsu-Genba (respect

cost reduction by BCMA, base technology for R&D andfor being on-site). Sharing the “Deming Plan” booklet to all

manufacturing which simplifies development and production.

employees at all levels of the entire global group, weIntroduction of BCMA is also an initiative to pursue our essence

conduct workshop-based training programs and connectof R&D and manufacturing, and thereby to improve our R&D

them to execution.

and manufacturing power, which is one of Bridgestone’s

Also, as an activity to “create good business quality”, weare promoting initiatives for talent creativity enhancement, as

strengths. We are also driving to reduce environmental impact
in R&D and manufacturing through BCMA.

well as working on productivity improvement to realize
continuous talent investment. In addition, to support the
improvement of creativity and productivity, we will evolve“Create Good Business” Amplify Value acrossthe Value Chain

Bridgestone’s DX across the value chain, from R&D andmanufacturing to the solutions business.

To “create good business”, we are promoting efforts to
reduce business cost across the value chain and “reinforce“Create Good Tires”
Value Creation by the Fusion of“New Premium” ENLITEN and BCMA

earning power”. The initiatives toward it are the cost
reduction in development and production by BCMA, shift toGreen & Smart linked with BCMA, and steady on-site
productivity improvement, in addition, global procurement

To “create good tires”, we are further strengthening our focus

and global SCM logistics transformation. Furthermore, inon premium segment under the theme of “from volume toorder to amplify value of Dan-Totsu products during

value”. As the core of this, we are working to firmly capture

customers use of tires, we strengthen the retail channel by

the tailwind in high rim diameter (HRD) for passenger tires,the optimal combination of our family channel and strategic

where the demand continues to grow due to the shift topartners mainly in the U.S. and Japan. We continue to takehigh rim vehicles. Also, at the same time, preparing for aon the challenge which leads to the improvement of

Accelerate value creation through the fusion of ENLITEN and BCMA

Enhance value
Creation of
corporate value

Ultimatecustomization
Differentiation

Reinforcement of
earning power

UP

Base technology for
product design“New premium”

Gen 1

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

Value creation(social &customer value)

Gen 2

Expand performance
spider chart“sharpen edge”

FusionDOWN

Base technology
for manufacturing
and R&D

Customization

Module 3

Customize performance
per market/customer

FusionGainingcompetitive
advantage

Simplification

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

Simplification

Module 2

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

Module 1

Bridgestone 3.0 Journey 2024 Integrated Report19Global CEO Commitment

customer experience value and customer success throughconnecting directly with our customers and offering the
optimal proposal and high-quality service that can solve
their pain points by our real and digital capabilities.

“Create Good Business” Build a Sustainable
Premium Brand
In addition, we will enhance our value creation throughbuilding a “sustainable premium” brand with Bridgestone

Production &Logistics

Use“Excellence”
Sustainableglobalmotorsports

Development
RecycleRaw material &Procurementand ENLITEN. What we aim for as “sustainable premium” isto become a brand that continues to empower each and allto achieve their “best” and be essential to the future ofmobility. Sustainable global motorsports activities are at its
core. With such activities, we will foster trust and empathy“Create New Business Sowing Good Seeds for
the Future” Build the Solutions Business andthe Mobility Tech Businessby demonstrating our new “challenge and pursuit ofexcellence” and build our new brand power. In marking the

Toward sustainable value creation, we are focusing on

60th anniversary of our motorsports activities in 2023, we

creating new business that creates social and customer

reaffirmed our passion for motorsports and werevalue, sowing good seeds looking ahead of the 24MBP.

determined to evolve these activities placing sustainability

In the solutions business, focusing on commercial BtoB

at the core. In December 2023, we announced our new

solutions, we continue to take on the challenge to create

message “Passion to Turn the World” which portrays ourvalue that enables customers to use our premium tire safer,passion and determination.

longer, better, and more efficiently by amplifying value
during customers “use”. This growth is driven by the mining
and aviation solutions business. In the mining and aviation
solutions business, we take on the challenge to strengthentire wear prediction and evolve it to durability prediction
solutions. This will be built on our strong real such as DanTotsu products, on-site field engineering services andevolved by building our unique algorithms utilizing AI withtire and mobility data shared by our customers based on ourtrust with them. Also we will drive such initiatives for truck
and bus solutions in North America as well. We will amplify
the value of Dan-Totsu products in these 3 commercial BtoB
solutions, establish it as a mobility tech business which
creates both social and customer value with our real andStrengthen Sustainable Global Motorsports
Activity – a Mobile Laboratory
With sustainable global motorsports activity as a “mobile

digital capabilities, and make it our “strategic business”.

“Create New Business Sowing Good Seeds for
the Future” the Exploratory Businesslaboratory”, we will leverage technologies refined through“challenge for excellence” under the concept of “FromIn the exploratory business positioned as sowing new seeds

Circuit to Street” for the development of tires for the

toward sustainable growth in the future, we have begun

markets. In December 2023, Bridgestone was selected asby providing social value based on co-creation withsole future tire supplier for the ABB FIA Formula E World

sustainability at the core. Regarding tires, we are promotingChampionship from the 2026-2027 season. Leveraging this,technology development and demonstration of “AirFree”—

we would like to evolve our ENLITEN technology, accelerate

a next generation tire that doesn’t need air-filling.

sustainability of the entire value chain with motorsports
tires as the starting point and spread it to the entire group.

We are promoting development of “AirFree” that empowers
the mobility of local communities looking ahead to linkage
with autonomous driving, and furthermore “AirFree” that
supports space exploration which carries the dreams of
mankind by protecting safety and peace of mind in theextreme environment of the Moon’s surface. We are aiming

20

Continue to provide social value and customer value
Achieve sustainability targets
Sustainability target in 24MBP: ” Produce and sell” “Use” “Renew”

2026

Target50%

Premium tire businessCore business: ”Produce and sell”

Create Good Tire

Carbon neutrality:

Further focus on improvement of “quality” including scope3 emissions

CO2 emission reduction (Scope1,2)

Sustainable Value Creation linked withbusiness shaping scenario

Contribution to CO2 reduction (Scope3)

Contributes to reduce CO2 emissions by more than

Reduce more 3 times our own CO2 emissions through light weight,
than (vs. 2011)
low rolling resistance, solutions, etc (2026)

Circular economy:

Solutions business Growth business : “Use”

Foundationfor value creation
toward sustainablegrowth stage

Create Good Business

Strengthen the circular business model

Recycled & renewablematerial ratio

2026

Target39% above

Exploratory business: “Renew”

Nature positive:

Reinforce support for smallholders of natural rubber

Focus on “initiatives for sustainable use of natural rubber &water resources” which are directly related to our businessInitiatives for reinforcing structure to cope with global management
risk and reducing future risk2026
% of suppliers setting SBT-equivalent CO2 reduction target (Scope3)
Target%* Science Based Target

Risk monitoring related to human rights and continuous improvement

92

Create New Business,
Sowing Good Seeds
Create Good
Business Quality

Lay foundation
for the future
growthNew & trueglocal portfolio
management(CO2 basis)to expand our value creation from local communities to

We believe that being selected one of 15 companies as SX

space—on Moon’s surface. For raw materials, we continue

brands under the first round was primarily based on ourour research on guayule which aims to expand renewableconsistent corporate transformation, including

resources and diversify natural rubber resources. Also we are

Bridgestone’s mission and vision, E8 commitment, etc.,

promoting the realization of recycling which “renews” tires

and initiatives to build a foundation for sustainable value

to raw material. In the soft-robotics business, our new

creation with sustainability at our core. We continue tochallenge leveraging Bridgestone’s core competencies, we

engage in value dialogue with our stakeholders and linkare driving small-scale commercialization linking withinteraction with empathy and co-creation for sustainable

initiatives for talent creativity enhancement such as

value creation.

introduction of corporate venture system, etc.

Build Foundation for Sustainable Value
Creation
By integrating and linking activities that contribute tosustainability such as carbon neutrality, a circular economy
and nature positivity, with the business shaping scenario
explained above, we will build a foundation for sustainablevalue creation and strengthen sustainable structure in the
global group.

Foster Trust toward Sustainable Value Creation
We aim to foster trust toward sustainable value creation bycommunicating with our stakeholders about the progress,

Invitation for Co-creation to Build a Foundationfor Sustainable Value Creation
In our 2024 Integrated Report, we share with our stakeholders
our thoughts and progress on the initiatives in action as wetransform into a sustainable solutions company, based on
the 24MBP story line as communicated in this CEO
commitment. By clearly presenting the roadmap for ourtransformation to you, we hope you will join us on ourjourney toward the realization of a sustainable society.
Bridgestone will continue to take on the challenge to build afoundation for sustainable value creation relentlessly by
pursuing “Passion for Excellence” and focusing on execution
and delivering results under the 24MBP.

achievement and challenges of the transformation and theoverall picture of the 24MBP, and by strengthening dialogue
with our stakeholders. As one of the results, we wereselected as one of the SX (Sustainability Transformation)
Brands 2024 in Japan, which was newly established thisyear to select progressive companies that are promoting
long-term and sustainable creation of corporate value by
engaging in dialogue with investors and other parties,
incorporating society’s sustainability issues and needs into
their own growth, and making necessary management andShuichi Ishibashi
Member of the Board
Global CEO and
Representative Executive Officer
Bridgestone Corporation

business reforms.
Bridgestone 3.0 Journey 2024 Integrated Report21