Mid Term Business Plan (2024-2026)—24MBP

Summary of Global Management Indicators
In the 24MBP, which is the halfway point toward themanagement indicator, is planned to achieve 10% withrealization of the 2030 Long Term Strategic Aspiration,certainty, thorough reinforcement of earning power being

Bridgestone strives to improve each of global

conscious of capital cost.

management indicators, which has set in terms of bothContinuously improving dividend per share, shareholder

financial indicators and social value and non-financial

returns are expected to be at the level of 250 JPY in 2026indicators.

at minimum.

In order to improve financial indicators, we will focus

will continue to reduce CO2 emissions while expanding

power. Revenue is planned to be at the level of 4,800 B

production and sales volume, and steadily improve

JPY in 2026 which is approximately 110% growth versus

recycled and renewable material ratio, in order to achieve2023, by improving business quality globally as well assustainable value creation including our contribution toexpanding scale in growing markets. Adjusted operating

sustainability. Talent creativity, which became officially

profit might be at the level of 640 B JPY in 2026 which ismanagement indicator from the 24MBP, is targeted toapproximately 130% growth versus 2023 while adjusted

increase by 20 points versus 2023. In addition, as for

operating profit margin will be increased to the level

brand value, we will build a new brand power that aimsof 13%. Together with this, ROIC, the most importantsustainable premium.

Return to a strong Bridgestone
capable of adapting to change

Financial Indicators
Social Value and Non-Financial Indicators

Remaining issues &new issuesTrue next stage

Final year of 21MBPFirst year of 24MBP

Final year of 24MBP

20192023

2024

2026

109 JPY
122 JPY

141 JPY
152 JPY

135 JPY
149 JPY

130 JPY
143 JPY

Revenue 3,507.2 B JPY

4,313.8 B JPY

4,430 B JPY

4,800 B JPY

Currency
exchange

30Regarding social value and non-financial indicators, weon improving business quality and reinforcing our earning

USD
EUR

level

Become a resilient“excellent” Bridgestone
2030 Long Term Strategic Aspiration(Announced on August 31, 2022)

120 JPY
130 JPY
Improve quality
globally
Expand scale ingrowing market

5,000 B JPY

Strengthen quality& expand scale
Expandearning power

Overlevel

Adj. Operating
Profit343.1 B JPY

480.6 B JPY

530 B JPY

640 B JPY

level

Reinforce
earning power

820 B JPY

Adj. Operating
Profit Margin

9.8%

11.1%

12.0%

13% level

Reinforce
earning power

Over 15% level

Strengthen
quality

ROIC

7.4%

8.7%

9.4%

10% level

12% level

Strengthen
quality

ROE

10.0%

10.4%

10.6%

11% level

13% level

Strengthen
quality

Dividend pershare

160 JPY

200 JPY

210 JPY

250 JPY level—Strengthen
dividend

Carbon neutrality
CO2 emission reduction

57%

MIN

MIN

More than 50%(vs. 2011, Scope 1, 2)

Realize circular economy
Renewable & recycledmaterials ratio

Approx. 39%

More than 39%

110

130 level

Talent creativity
INDEX: 2019 = 100( = adj. operating profit ÷talent investment)

Corporate brand value(Interbrand data)

3,600 M USD level2024 – Announced on
February 20
Japan Best Brands 2024: No. 17

Reinforce earning
power being consciousof cost of capitallevel

Continue to improve

Evolve sustainability
business model—Expand social value—

Focus on value
creation based on
improvement ofproductivity & creativity

Build new corporate branding withsustainable global motorsports at the core(link with the Bridgestone E8 Commitment)

50%
Expandsocial value

40%
Aim for place fordiverse talent to shine“Trust”“Empathy”

Sustainablepremium