Hello, everyone. I am Shu Ishibashi, Global CEO of Bridgestone Corporation.
Thank you for taking the time to attend this conference.

0Today I would like to wrap up 2020 as Bridgestone’s top management, and also explain thelast piece of our Mid-Long Term Business Strategy that we presented and have been giving
updates since July: our Sustainability Business Framework toward 2030 and beyond.

Following our foundation in 1931 and our “second foundation” in 1988 with the merger ofBridgestone and Firestone, 2020 was a key year for the Group, one we consider the “thirdfoundation” as we head towards a new chapter.
At the same time COVID-19 had a significant impact on the global economy and brought
unease to our everyday life. It was a tough year for Bridgestone as well.

In these challenging times, our Group has been taking various actions around the world to
support our local communities. These include;• the production of face masks at our sites in Japan and their donation to local
governments;• manufacturing face shields using 3D printers for donation to hospitals in the Americas;• 24-hour free tire maintenance services for emergency vehicles in Spain;
just to name a few.
I am proud that our teammates, together with communities and our stakeholders, took
initiative in an effort to overcome this crisis.

These actions were taken amidst the COVID-19 pandemic, but their roots derive from our
mission that our founder Shojiro Ishibashi established, and which remains ever since;“Serving Society with Superior Quality”.
2020 was a year in which we were able to reconfirm Bridgestone’s strength especially in
difficult times and that our mission was engrained in the DNA of each of our teammates.

Guided by this mission, this year we set our new vision as “continuing to provide social
value and customer value as a sustainable solutions company toward 2050”, and started
a new chapter towards its realization.

We have been driving our new growth strategy that is based on our Mid-Long TermBusiness Strategy. Placing “sustainability” at the core of management, we will evolve into asolutions company leveraging the strengths of our tire and rubber business, in order to serve
society by creating social value and customer value while gaining a competitive advantage.

The basis of this growth strategy is building our unique business model. We will strengthen
our core tire and rubber business, and leverage its advantages to expand our solutions
business, so that the value of each of our business amplifies and continues to spiral up.
This is our growth strategy.

7In order to execute this, we have set our Global Mid-term Business Scenario.
We are accelerating our transformation through the following 3 stages, with a clear strategic
focus in each.
- Crisis management in order to address the impact of COVID-19 this year and into nextyear.
- Rebuilding earning power in our Core Business, which we’ve already started.
- Strategic growth investment in order to support the expansion of our solutions business asa Growth Business.
In order to execute this transformation;
we have started to enhance our processes, such as the process for strengthening ourfinancial strategy foundation. Also, as people are the most important asset to support
execution, we are accelerating Bridgestone’s human resource transformation (HRX). We arereviewing our organizational structure to transform the culture in our Core Business, andcreate new culture in our Growth Business.
Our aim is to evolve to a “Strong“ Bridgestone that is leaner and more capable of quickly
adapting to changes in the business environment, by 2023.

Here I will present our Sustainability Business Framework as an update on our Mid-Long
Term Business Strategy.

As I mentioned earlier, “Serving Society with Superior Quality” remains our mission since thefoundation.
Our founder, Shojiro Ishibashi believed that a business that contributes to its society will be
forever profitable. A belief that directly links to the concept of sustainability.
As the current business environment rapidly changes, this belief is becoming more important
than ever.
Based on this mission we will drive our business further with a clear future vision.

In order to continue providing social value and customer value as a sustainable solutions
company in 2050, in our Mid-Long Term Business Strategy, we have started our studies inconstructing a business model with sustainability at the core.

Traditionally, Bridgestone has continued to contribute to improving resource productivity andreduction of CO2 emissions in our “produce and sell” tire and rubber business, andsolutions business which consists of continuing to provide value at the time of product “use”.
Looking ahead, we are developing a business model for our solutions business, andfurthermore, will develop a business model for recycling, to “renew” tires to raw materials, inorder to realize resource circulation, reduction of CO2 emissions and becoming carbon
neutral. We will also ensure that the benefits and value of each of our business circulate
sustainably.
This will be a long and challenging task, but we have already started our “search” in R&D
and business opportunities, including potential M&As. We will realize this strategy throughco-creation and innovation, in order to contribute to the realization of SDGs and asustainable society.

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Bridgestone’s Sustainability Business Model aims to contribute to the achievement of the
UN SDGs and to gain competitive advantage by supporting mobility with safety and peaceof mind, and by balancing the creation of both social value and customer value. It pursues awin-win-win situation among society, our customers and Bridgestone.
To tie in reduction of CO2 emissions and resource circulation, we have realized “Tire toTire” through the retread service, where we retread and reuse our tires. We have also
started efforts to realize “Tire to Rubber” and “Tire to Raw Material” circulation through arecycle business. Bridgestone will also contribute to CO2 reduction across our entire value
chain, from manufacturing, to customer use, to recycling.
Co-creation and innovation are key to establishing this business model.
In our solutions business, especially in our mobility solutions, we will connect withcustomers and co-creation partners through our unique platform, whereas in conventional
retread solutions and recycle business, we will connect with them through open-platforms.
We will amplify tire value throughout the value chain, develop into a sustainable solutions
company, and continue our efforts to contribute to a sustainable society.

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From here, I will explain the retread solutions which is at the core of our Sustainability
Business Model.

The Bridgestone Group receives tires that customers have used and retreads them forreuse. By initially developing durable tires that also prevent unpredictable wear, and byproviding appropriate maintenance, it is possible to retread tires several times. This
process uses less than one-third of the raw materials needed to make new tires, and thus
contributes to resource productivity and reduction of CO2 emissions.
Combining Dan-Totsu new products, retread service and maintenance as a package
subscription model with a flat monthly fee, our customers can use tires more safely, longer
and more cost efficiently.
Retread can maximize use throughout total tire life, and balance social and customer value
such as increased safety, a healthier environment, cost efficiency, and productivity.
This solution will be the core of our technology and business.

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I will explain the environmental contribution of retread tire use in numbers.
On the basis that customers will use our products three times, if you compare the use of
three new tires versus the combination of one new fuel efficient tire and two retread tires,raw material use and CO2 emissions can be reduced approximately by half.
Utilizing multiple retreads based on Bridgestone’s unique technology can further enhanceenvironmental contribution, as well as contribute to both sustainability activities and value
reinforcement of our customers and partners.

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Through our solutions with retread at the core, we will realize increased safety, a healthierenvironment, cost efficiency, and productivity, and also contribute to better resource
productivity and reduction of CO2 emissions of our customers during use.
Though yet at a development phase to construct a business model, Bridgestone will use tireand mobility data to provide customized retreads tailored to our customers’ usage conditions,and maintenance services that will allow use of tires in optimal conditions. We will also
combine “digital”, such as tire monitoring allowing visibility of tire data like tire pressure, andfleet operation support provided by Webfleet solutions, to provide Dan-Totsu solutions for ourcustomers.
In addition to environmental contributions, we will prevent Downtime from tire and vehicle
trouble to ensure safe mobility, maintain optimal operations of our customers and reduce their
total operation cost. As the core of our Sustainability Business Model, we will provide bothsocial and customer value to achieve a competitive advantage.

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Finally, I will talk about the framework and governance required to realize our Sustainability
Business Model based on value co-creation with a variety of customers and partners
throughout the value chain.
To enable co-creation that supports our business, we start from acquiring empathy fromsociety and our customers/partners.
We will build trust to propagate such value co-creation by expanding our solutions in the
People area, such as Active Healthy Lifestyle activities, through activities contributing to theenvironment and society, as well as activities related to our Worldwide Olympic andParalympic Partnership.
Regarding corporate governance and management fundamentals, we will pursue ouractivities in 6 areas across the entire Group;- Compliance and Fair Competition,- BCP and Risk Management including climate change which is more and more becoming abusiness and socially critical issue, Cybersecurity and Data Privacy.
- Human rights and Labor Practices,- Safety and Industrial Hygiene,- Procurement,- Quality and Customer Value
This is the overview of our Sustainability Business Model.
Next, Akihiro Inatsugi will explain about our ESG activities in detail.

Hello everyone.
I am Akihiro Inatsugi, general manager of the Corporate Sustainability Department.
I will provide information about Environment, Social and Governance (ESG) related
activities.

Our Environmental Mission Statement shown on the left includes our unwaveringcommitment “to help ensure a healthy environment for current and future generations...”which remains unchanged after its refinement and publication in 2011. To provide a clear
path of the steps that we must take to achieve our mission, we are committed tocontributing to the creation of a sustainable society with integrity and in unity withcustomers, partners and communities.
In 2012, we set a long-term environmental vison for 2050 and beyond, as shown on theright, for the three objectives of the Environmental Mission Statement, and we have beenworking to achieve our long-term environmental goals, setting and achieving mid-term
2020 targets (Milestone 2020).
And this year, we established our new mid-term environmental targets “Milestone 2030” toaccelerate our ambition to decouple business growth from environmental impact andresource consumption.

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As a result of our global activities, we reached Milestone 2020 goals in 2019, ahead ofschedule.
In 2019, we achieved a 40% reduction of water withdrawal intensity, a 33% improvementof resource productivity (sales per raw material usage), and a 34% reduction of CO2
intensity globally compared to 2005.
The establishment of our new Milestone 2030 aims to accelerate our ambition toward“decoupling” to further reduce our environmental impact.

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These are the "Focus Targets" that we have developed in support of our new environmental
mid-term targets, Milestone 2030.
Regarding the “in harmony with nature” area, we are working to reduce water risks. We willdevelop and implement a water stewardship plan at manufacturing facilities in water stressareas.

In the “value natural resources" area, we will first work on improving our material circularity
in order to promote our contribution to a circular economy. We aim to increase ratio ofrecycled and renewable material to 40%.
In the “reduce CO2 emissions” area, we aim to reduce our absolute CO2 emissions by 50%,
and will also contribute to global CO2 emissions reduction across the lifecycle and value
chain of our products and services exceeding five times our operation’s CO2 emissions.

20This slide reflects the impact that our activities have had on our progress in reducing CO2
emissions. As you can see, we have reduced our CO2 emissions from our manufacturing
activities by 14% in 2019 compared to 2011, and we are anticipating further improvementin 2020.

As part of our Milestone 2030 ambition, in our 2019-2020 Sustainability Report we stated
our focused target to be “Reduce our absolute CO2 emissions (Scope 1 and 2) by 30%
and aspire to reduce by 50%“. To accelerate our contribution toward a carbon neutral
society, we aim to be “carbon neutral” by 2050 and beyond, and we have updated our2030 target as a “50% reduction” from a 2011 base.
We will advance these efforts in line with our Mid-Long Term Business Strategy. Morespecifically, we will make improvements in manufacturing, and restructure ourmanufacturing footprint to maximize energy efficiency. We will also structurally reduce ourenergy consumption by restructuring our business portfolio. And we aim to also increase
our use of renewable energy.
Furthermore, we believe promotion of a circular economy is important to further reduce
CO2 emissions and we are accelerating our efforts in this area.

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This slide reflects examples of our introduction of the use of renewable energy.
The top graph on the left shows the ratio of electricity used that comes from renewableenergy sources at global production sites. The bottom graph shows the ratio ofelectricity from renewable energy sources in the EU.
As a result of the introduction of solar power generation systems at our production sites
and the enhancement of renewable energy procurement processes, the ratio is morethan 80% in the EU, with seven plants already using renewable energy sources toprovide 100% of their electricity requirements. While we are making good progress, weare committed to continuing to increase our use of renewable energy.

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Next, I will talk about our approach to achieving a sustainable supply chain, especiallysustainable natural rubber. The Group is focused on continually meeting the rising global
demand for natural rubber. Doing so, while also addressing key environmental issues and social
risks arising from increasing natural rubber production, is vital for the Group’s sustainableprocurement strategy.
The work towards achieving a Sustainable Natural Rubber supply chain is never-ending and will
require collaborations with industry players, as well as broader public awareness. Bridgestone
and the members of the Tire Industry Project, along with other stakeholders launched the
Global Platform for Sustainable Natural Rubber (GPSNR). Bridgestone is actively involved as
founding member and a member of the Executive Committee. In 2020, the GPSNR Members’
sustainability policy framework and New membership category for smallholders were approvedby the organization’s General Assembly. This will improve the engagement with smallholders.
In addition to the approach through the GPSNR, the Group hosts workshops to help
smallholder farmers in Thailand and Indonesia improve the quality of their operations. It also
provides smallholders with Hevea rubber tree seedlings and conducts technical training in key
producing countries using the same productivity-improvement techniques the Group developedfor its own rubber farms. The Group has also developed a system to leverage big data to
implement optimal plantation operations to allow for higher crop yields.
The Group also promotes co-creation and collaboration with stakeholders. In Myanmar, theGroup is beginning a collaboration with the WWF with respect to the production of sustainable
natural rubber. In addition, the Group announced that it has developed a technology that utilizes
artificial intelligence (AI) image analysis to diagnose and detect disease in Para rubber trees.
The initiative is a joint project with Information Services International-Dentsu, Ltd. (ISID).
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The Group supports the development and maintenance of a sustainable supply chain,including natural rubber, through its Global Sustainable Procurement Policy launched in
2018.
To better understand the strengths and vulnerabilities of suppliers, the Group worked with
EcoVadis to conduct enhanced environmental, social and governance (ESG) risk
assessments. As of Nov 2020, 50% of the Group’s tier1 tire material suppliers completed
the third-party assessment with EcoVadis.
The Group also completed third-party assessments of more than 90 percent of natural
rubber suppliers (based on purchase volume) with EcoVadis in 2019.
Of those suppliers who were reviewed, 59% earned an EcoVadis Medal, which corresponds
to confirmed compliance with our sustainable procurement practices.
The Group also conducts sustainable procurement seminars in all business regions forcertain suppliers based on our sustainable procurement policy and the results of their ESG
risk assessment, to help support their efforts to improve ESG activities. In 2019, 65
suppliers attended the seminars in Japan.
The Group will continue working with stakeholders to contribute to the faster realization of asustainable supply chain for the environment and communities around the world.

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This slide shows the result of several third party sustainability assessments.
The Group has been named to a number of highly regarded environmental, social andgovernance (ESG) indices that are designed to measure the performance of companies
with a focus on measuring the strength of a company’s ESG practices.
The Group has been selected for the DJSI Asia Pacific index 11 years in a row, FTSE
4Good Index Series 3 years in a row and STOXX Global ESG Leaders Index 2 years in arow. In addition, Bridgestone self-reported its environmental data to CDP, the mostcomprehensive collection of self-reported environmental data in the world, and received an
A rating for Climate Change.
Our Group will work to deeply understand society and our customers and to continue
providing new value to solve issues. In doing so, we will actively contribute to solving social
issues and the realization of SDGs, to live in harmony with our local communities and theenvironment.

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That was our update on our Mid-Long Term Business Strategy and the Sustainability
Business Framework.

2021 will be an important year for the execution of this Mid-Long Term Business Strategy.

Looking toward 2030 and beyond, we have updated our Global Business Scenario placing
sustainability at the core. Leveraging the strengths of our Core Business, we will promote
our solutions business through our unique platform “Bridgestone Tires & Diversified
Products as a Solution” or “Bridgestone T&DPaaS”, and build Bridgestone’s new uniquebusiness model.
Regarding our sustainability business framework we will push forward for its realization.
We will carry on with environmental goals such as reduction of CO2 emissions andbecoming carbon neutral, and continue our journey in providing social value and customer
value as a sustainable solutions company.

In March, we will celebrate our company’s 90th anniversary, an important milestone towards
our 100th anniversary.
2021, as a second year of Bridgestone 3.0, the third foundation, is also a year to deliver
results.
In the summer, the Olympic and Paralympic Games Tokyo 2020 will be held.
This event, which aims to “build a better world through sport”, embodies Bridgestone’s
value of Diversity and Inclusion. As a Worldwide Olympic and Paralympic Partner, we willcontinue to support the athletes and the operation of Tokyo 2020.

Lastly, in February, we plan to present our Mid Term Business Plan which covers 2021 to2023, as well as our direction toward 2030.
Same as this year, through every communication opportunity, we will continue to provide
visibility of our actions and results toward the realization of our vision to our stakeholders.
We appreciate your continued understanding and support.
Thank you for your attention.