Mid Term Business Plan (2024-2026)
Planning process update 3

November 10, 2023

Member of the Board
Global CEO and Representative Executive Officer

Shu Ishibashi

Mid Term Business Plan (2024-2026) Planning process update
Bridgestone 3.0 Journey
Mid Term Business Plan (2021-2023) “Crisis”
Return to a “strong” Bridgestone
capable of adapting to change
Complete laying foundations forpremium enhancement and evolution
with solutions business
By June 2023

Determine management issues one
by one: Clarify “what to do”
and ”what not to do”
By September 2023

Mid Term Business Plan (2024-2026):
Clarify basic business scenario
Tackle past negative legacies squarely
without delay

Mid Term Business Plan (2024-2026) ”Passion for Excellence”

Focus on premium business and solutions businessto create “new premium”
 Premium tire business – “Reinforce existing premium” and“create new value”
 Solutions business – Build foundation to accelerate
determined solutions business Diversified products and Exploratory business –Sharply focus on areas where Bridgestone’s core competencies can be leveraged
Focus on execution and deliveringresults for immediate issues

Lay foundation for future growth

Become a resilient “excellent” Bridgestone by 2030
2/27

Basic business scenario of Mid Term Business Plan (2024-2026) Shift to the next stage
 Strategic direction from mid-long term point of view with “2030 Long Term Strategic Aspiration” as our north star:
Toward a resilient “excellent” Bridgestone
1. Reinforce earning power

24MBP

27MBP

2030

2030
onwards• Make the most of “tailwinds” in premium passenger car HRD tires and tires for mining vehicles
as well as retread tires for truck & bus• Even in new tires for truck & bus, where we are facing headwinds, stand firm in North America and Japan tobuild our future mobility tech business• Focus on premium tire & solutions businesses which create “new premium”- Create value and gain competitive advantage through fusion of ENLITEN and BCMA

2. Brush up to a solid business foundation to overcome “decrease in tailwinds” after 2030

• Persistently pursue operational excellence - Respect for being on-site, improve working and business quality

Premium tire demand:

・ Passenger car HRD tires
・ Off-the-road tires for mining vehicles“Tailwinds”

3. Start to reinvest earned resources in building new business stage forour “100th anniversary of founding (in 2031)”• Establish business foundation for solid Bridgestone premium tire & premium brand• Expand and reinforce strategic resources injection in 24MBP to establish sustainability business (realization ofcarbon neutrality and circular economy), solutions and mobility tech business

3/27“Decrease in
tailwinds”

Basic business scenario of Mid Term Business Plan (2024-2026)
Further focus on value creation
 24MBP will start in 2024 in the challenging business environment continuing from 2023:
Drive management prioritizing reinforcement of business quality first
Mid Term Business Plan (2024-2026)

Business
environment

 Economic slowdown / Significant increase in energy and labor cost / Rise in interest rates /Cost increase related to sustainability / Geopolitical risk becoming apparent

Demand trend

 Expect challenging conditions to continue throughout 2024 mainly in N. America and Europe

Management
direction

 Prioritize reinforcement of business quality⇒ Stay attentive and lean in the challenging business environment
 Execute the 2nd stage of restructuring and rebuilding - especially for the European business  Limit strategic resources to a certain extent, and thoroughly select injection(However, expand & reinforce throughout 24MBP)

4/27

Basic business scenario of Mid Term Business Plan (2024-2026)
Further focus on value creation
1. Create good business quality“Passion for Excellence” (Working and business quality improvement)• Respecting being on-site (Genbutsu-Genba), perform steady and agile PDCA while sticking to basics /Combination of persistent improvement and innovation / Pursuit of operational excellence• New “glocal” management structure focused on Genbutsu-Genba ”Maximize effectiveness & efficiency”• Have a healthy business risk sensitivity• Talent investment - “Enhance talent creativity”/ Culture change based on “Bridgestone E8 Commitment”• Tackle past negative legacies squarely without delay: Execute the 2nd stage of “Restructuring”• From quantity-oriented to quality & value-oriented - Move to the next stage

5/27

2. Create good tires• Realize “ultimate customization” that sharpens edge in performances that not only meet the needs & wants ofmarket/customers but inspire them
- “ENLITEN” especially for “EV tires” 24MBP: Expand Generation 1⇒ Build technology to launch Generation 2 in 27MBP• “BCMA” – R&D and manufacturing transformation and support “ultimate customization”

3. Create good business

Create corporate value through balancing social value and customer value and gaining competitive advantage• New premium tire business model: Reinforce earning power• Evolve the sustainability business model: Toward realization of carbon neutrality & circular economy and nature positive

4. Create new businesssowing good seeds
for the future• Truck & Bus solutions: Establish mobility tech business in North America – Especially “Fleetcare”• Mining solution: New value creation through Real x Digital – new challenge• Aviation solutions: Strategic starting point to establish solutions business model including retread

Basic business scenario of Mid Term Business Plan (2024-2026)
Further focus on value creation
1. Create good business quality“Passion for Excellence” (Working and business quality improvement)• Respecting being on-site (Genbutsu-Genba), perform steady and agile PDCA while sticking to basics /Combination of persistent improvement and innovation / Pursuit of operational excellence• New “glocal” management structure focused on Genbutsu-Genba ”Maximize effectiveness & efficiency”• Have a healthy business risk sensitivity• Talent investment - “Enhance talent creativity”/ Culture change based on “Bridgestone E8 Commitment”• Tackle past negative legacies squarely without delay: Execute the 2nd stage of “Restructuring”• From quantity-oriented to quality & value-oriented - Move to the next stage

6/27

2. Create good tires• Realize “ultimate customization” that sharpens edge in performances that not only meet the needs & wants ofmarket/customers but inspire them
- “ENLITEN” especially for “EV tires” 24MBP: Expand Generation 1⇒ Build technology to launch Generation 2 in 27MBP• “BCMA” – R&D and manufacturing transformation and support “ultimate customization”

3. Create good business

Create corporate value through balancing social value and customer value and gaining competitive advantage• New premium tire business model: Reinforce earning power• Evolve the sustainability business model: Toward realization of carbon neutrality & circular economy and nature positive

4. Create new businesssowing good seeds
for the future• Truck & Bus solutions: Establish mobility tech business in North America – Especially “Fleetcare”• Mining solution: New value creation through Real x Digital – new challenge• Aviation solutions: Strategic starting point to establish solutions business model including retread

Create good business quality “Passion for Excellence” (Working and business quality improvement) Bridgestone DNA - “focus on quality” – Globally reaffirmed the importance of quality management:
Perform steady and agile PDCA while sticking to basics / Combination of persistent improvement and innovation /Pursuit of operational excellence
1968
Receiving the Deming Prize2015
Quality Mission Statement

Basis ofproblem-solving
process

TQM(Total Quality Management) activities

7/27

New “glocal” management structure focused on Genbutsu-Genba“Maximize effectiveness & efficiency”
 Continue our growth, stay closer to on-site and dive deeper into area specific issues while balancing consistency
with the global strategy, based on “glocal management”＜Management structure as of January 1, 2024＞

Global CEO

BRIDGESTONE EAST

2 regions

BRIDGESTONE WEST

JAPAN
segment

6 SBUsBSJP

G-MICA

BSDP

Japan tire

Global mining
tire solutions& Aviation
tire solutions

Diversified
product &Exploratory“Based on-site”
28 areas

15 areas

Region crossfunctional role

EAST BRIDGE INTEGRATION

Global crossfunctional role
8/27

BSAPICBSAM

BSEMEA

Asia Pacific,
India, China

Americas

Europe,Middle East,
Africa13 areas

EAST region cross-functional

Global cross-functional

Global BRIDGE INTEGRATIONWEST region cross-functional

WEST BRIDGE INTEGRATION

 Restructure to 2 regions – 6 SBUs – 28 areas
management structure
2 regions: Improve effectiveness & efficiency- Streamline support function
6 SBUs : Improve efficiency- From complex to simple structure
28 areas : Improve effectiveness“Area”: Based on-site
Business unit “focused on execution
and delivering results”
 Region cross-functional role:• Evolve from EAST/ WEST synergy to
EAST/WEST BRIDGE INTEGRATION.
Improve efficiency with further simplification.
• Solutions
BRIDGESTONE WEST: Establish 2 business units
WEST-Bridgestone Mobility Solution
WEST-Retail Global cross-functional role:
Ensure consistency between global andregional strategy

Basic business scenario of Mid Term Business Plan (2024-2026)
Further focus on value creation
1. Create good business quality“Passion for Excellence” (Working and business quality improvement)• Respecting being on-site (Genbutsu-Genba), perform steady and agile PDCA while sticking to basics /Combination of persistent improvement and innovation / Pursuit of operational excellence• New “glocal” management structure focused on Genbutsu-Genba ”Maximize effectiveness & efficiency”• Have a healthy business risk sensitivity• Talent investment - “Enhance talent creativity”/ Culture change based on “Bridgestone E8 Commitment”• Tackle past negative legacies squarely without delay: Execute the 2nd stage of “Restructuring”• From quantity-oriented to quality & value-oriented - Move to the next stage

9/27

2. Create good tires• Realize “ultimate customization” that sharpens edge in performances that not only meet the needs & wants ofmarket/customers but inspire them
- “ENLITEN” especially for “EV tires” 24MBP: Expand Generation 1⇒ Build technology to launch Generation 2 in 27MBP• “BCMA” – R&D and manufacturing transformation and support “ultimate customization”

3. Create good business

Create corporate value through balancing social value and customer value and gaining competitive advantage• New premium tire business model: Reinforce earning power• Evolve the sustainability business model: Toward realization of carbon neutrality & circular economy and nature positive

4. Create new businesssowing good seeds
for the future• Truck & Bus solutions: Establish mobility tech business in North America – Especially “Fleetcare”• Mining solution: New value creation through Real x Digital – new challenge• Aviation solutions: Strategic starting point to establish solutions business model including retread

Create good tires
ENLITEN - Base technology for product design that realizes “ultimate customization””Ultimate customization”

1 Expand base performance

2 Elevate all conventional performances, andlargely evolve environmental performance and/or performancethat not only meet the needs & wants of specific market/customers
but further inspires them: ”sharpen edge”

Desired base performance for passenger car tires

2028 -

Gen2

2024 - *Gen1

Product A

Conventional*Timings for product launch differ by market

 Enables customization by fusing desired complex performances
while expanding the performance spider chart Improves agility by expanding the performance spider chart(in product design)

10/27

Product B

Product C
Sharpen edge

Performances that do notnecessarily contribute tocustomer delight will only
improve slightly

Improve product power– Generate customer delight -Create good tires“New premium in EV era” ENLITEN (passenger car tires) “Expansion of OE* fitment”
 Develop “ultimate customization” further with ENLITEN technology:
Begin initiatives to expand OE fitment focusing on EVs by proving value of ENLITEN
Strengthen approach to premium & prestige OEMs (OEMs in Japan / Europe / U.S. / China, etc.)
 Number of car models with
ENLITEN OE fitment (global)
EV

45

20
7

2021
11/27

Equipped with

63

Non-EV27

 EV models with ENLITEN OE fitment
OEMs
Japan OE
N. America
OE

38

2022

RZ

SUBARUSOLTERRA

FiskerCHEVROLET
Abarth
AUDI

BMW

29

16

Lexus

ToyotaEurope OE

2026

China OE
Vietnam OE

bZ4X

Ocean

500 abarth 595 elettrica
Q4 e-troniX / iX1 / i7
500e

Grecale Folgore

SKODA

ENYAQ

SAIC

NIO

VinFastJapan
OEBlazer EV / Silverado

EQB / EQA / EQXX

VW

OEMs

ARIYA

Mercedes-Benz
SEAT

25
2023
3Q

FIAT

Maserati

 EV models with OE fitment (Non-ENLITEN)*FCV

Vehicle model
Nissan*OE: Tires on new vehicles

Cupra Born

North
America
OE
EuropeOE

ID.3 / ID. 4 / ID.7
MG Mulan
eT7

VF6

China
OE

Vehicle model

HONDA

CIIMO X-NV / RINEN VE-1

Mazda

CX30EV / MX-30

Mitsubishi

eK X EV

NissanLEAF / Sakura

ToyotaMIRAI* / IZOA EV /C-HR EV / C+pod

BUICK

Velite6

CHEVROLET

Menlo

AUDI

e-tronBMWi3 / iX3 / i4

Mercedes-Benz

EQS / EQE / EQC

VW

ID. Buzz

BYD

DolphinSAIC

ei5 / R EV Sedan

X PENG

P5 / G3i

Create good tires“New premium in EV era” ENLITEN (passenger car tires) “Expand to REP* tires”
 Capture recursion demands to ENLITEN in REP with OE fitment as a starting point– 24MBP: Move to market expansion phase Expansion plan for REP PS/LT tires
equipped with ENLITEN (Global)

 REP tires equipped with ENLITEN (2023)
N. America(Launched May 2023)• EV specialized tire with product planning optimal for EVs throughcustomer interviews in the West Coast where the adoption of EVs isadvancing, and cooperation with EV OEMs & retail channels for REP• Significant improvement in wear resistance to overcome the issue ofpremature wear: +50％ vs. Bridgestone conventional product• Achieved 50% of recycled & renewable material ratio(Launched Sep. 2023)• High-performance all-season tire with sharpened edge in wet performanceensuring safety and peace of mind as well as in wear resistance for EVs,
on top of the performance as a sports tire.

Europe(Launched Jan. 2023)• EV ready tire for EVs with improved wear resistance anticipating theaccelerating adoption of EVs and improved WET performance in response
to European market needs(Launched Jan. 2023)• Light truck & bus tire ready for EV with improved wear resistance that
supports last one mile in logistic operations

12/27

Launch of products equipped with ENLITEN(cumulative total)
50ENLITEN equipment %* REP: Tires for replacement

50 products
Approx. 70%

Approx.

70

45

60

40

50

35

Approx. 20 products

30
25
20
15
10

40

Approx. 20%

30

Approx.10 products
Approx.10%

20
10

5
0

0

2022

2023

2024

(Forecast) (Forecast)

2026(Forecast)Create good tires“Ultimate customization” desired for “new premium in EV era” ENLITEN (passenger car tires)

Desired tire performancefor conventional ICEs*
Handling stability
Quietness
Ride comfort
Fuel efficiency
Wear life

Desired value and tire performance in EV era
Improvement
in driving range /Low electricity
consumption

Reduce environmental
impact/ Long-life

Respond to EV batteries(Increase in vehicle weight, high vehicle
height, ensuring battery loading space, etc.)

Light weight

Enhance resource
productivity

Increased
severity on tires

Increase in wheel
and rim diameter

Low rolling
resistanceHigh wear resistance

Increase vehicle
space utility

Smaller section width(Especially for compact cars)

High durability* ICE: Internal Combustion Engine

Complication and diversification of desired tire performance by vehicle and customer,
such as environmental performance and response to EV batteries, in addition to driving performance

Support the adoption of EVs from the ground up through “ultimate customization”
13/27

Create good tires“Ultimate customization” desired for “new premium in EV era” ENLITEN (passenger car tires) Reinforce approach to emerging OEMs in addition to major OEMs based on the analysis of EV vehicle & tire
⇒ Take on the challenge of expanding co-creation with emerging OEMs
Maturity stage

Vehicle(Hardware＋
Software )Early stage of EV(Internal Combustion Engine)

ICE

Major OEM EV

Emerging OEM premium EV

Hardware oriented
manufacturing

Hardware (+software) oriented
manufacturing

Software oriented manufacturing

Various type of vehicle lineup
manufactured by different typesof hardware

Vehicle A

Vehicle B

Vehicle C

Hardware to Hardware

Tire

Tire A

Tire B

Larger battery for
driving range extension

EV

New premium in EV era
Ultimate customization
Common value
for EVs

Customize performanceaccording to requirementsof each vehicle

Improve quietness

Hardware to Hardware

Tire C(Hardware)

14/27

Battery and motor on conventional ICE Platform

ExampleAcceleration Mode
mode
A

EV

Mode

Hardware to Software

New opportunity

Lower rolling resistance⇒ Longer driving range &lower electricity consumption
Improved quietness⇒ Improved ride comfort“Sharpen edge”
Customize according
to requirements of each vehicle

B Value high driving performance Various types of riding can beenjoyed by switching driving
Mode
modes in one car
C

Increased severityon hardware-oriented tires

New premium in EV era
Ultimate customization“Sharpen edge”

OEM value(High driving
performance)

End user value(Wear/irregular wear resistance,
low electricity consumption)

Create good tires“Ultimate customization” desired for “new premium in EV era” ENLITEN (passenger car tires) Demonstrate ENLITEN’s “ultimate customization” through sustainable global motorsports:
Refine technology in “extreme” conditions - “mobile lab” ⇒ Contribute to REP tire development
October 2023‐Bridgestone World Solar Car Challenge“Ultimate customization” of tires for BWSC
 Staying close to participating teams, reflected their tire demands/needs Deep understanding of solar cars and the road conditions in Australia
 Refine Bridgestone’s technology to support sustainable motorsports

Specialized in low rolling resistance, wear resistance,and light weight - Sharpen edge

Planned in 2013
2023

Dry

Wet

Noise
Ride
comfortHandling

Improve recycled & renewable material ratio- Contribute to sustainability (Previous event: 30% ⇒ 2023: 63%）Light weightWear
resistanceLow rolling resistance
MCN

Durability*Performance expression is just an image

15/27

Create good tires

Base technology for R&D and manufacturingthat supports “Ultimate customization”: Develop BCMA

BCMA

Provide Dan-Totsu products customized by ENLITEN and with “sharpened edge” agilely through simple
operations instead of planning/preparing products individually = Support ”ultimate customization”

Tread (tire surface)

Customize performance flexibly & agilely
according to market and customer

Customization

By sharing modules between products,
 Improve efficiency of development andsupply chain, and reduce cost

Carcass(tire skeleton）

Belt(reinforces tire）

Simplification

16/27

 Improve agility (development, production)

Reduce business cost

(Reduce cost + environmental impact)

Develop BCMA:
Pursue the essence of R&D and manufacturing, and focus on value creation
 BCMA development: Pursuing the essence of R&D and manufacturing based on Genbutsu-Genba⇒ Take on the challenge of building a roadmap to ”create good business quality and good tires”
which is at the core of corporate strategy in 24MBP
 Confronting challenges, approach the essential issue in R&D and manufacturing- “Passion for Excellence” (Working and business quality improvement)
Linked with “Creating good business quality”
 Global team cooperation led by Japan (Kodaira Technology Center, Tokyo)
based on new “glocal” management structure:
Established “Global BCMA and Technology Strategy” Division (As of October 1, 2023)

Evolve BCMA from a concept to a value creation model
Clarify the essential issue and drive initiatives for improvement not only in N. America and Europe
where we face challenges in R&D and manufacturing power, but also in Japan and Asia,
focusing on value creation based on Genbutsu-Genba and “Glocal”
17/27

Develop BCMA: From a concept to building a value creation model
STEP 1Visualize BCMA benefit on development and manufacturing cost based in Japan, which is the core of
R&D and manufacturing: ”BCMA benefit global gentan-i”
Secondary benefit

Primary Benefit

Direct benefit from BCMA introduction (module sharing) :Create benefit from the 1st year of BCMA introduction(Reduce change over of material, part and equipment by product, streamline
development by module sharing)
Directmaterial cost

Conversion
cost

Benefit in changeover reduction by BCMA introduction (module sharing)• Efficiency in each production process: Reduce labor cost, trial cost, etc• Variable cost efficiency and reduction: Energy cost reduction, etc
Benefit in fixed cost reduction from sharing material and part between different
products by BCMA introduction (module sharing)• Reduction in transfer carts for materials in plant, etc

Waste &
scrap cost

Benefit in scrap reduction from reduction in change over

Development
cost

Benefit in man-hour reduction for new product development through streamlining
development• Development speed-up, reduction in development resource (manpower, etc),
reduction in mold for trial, reduction in man-hour for evaluation, etc)

Benefit from evolution of R&D and manufacturing by BCMA
deployment such as improved capacity in production process
and reduced workload at production sites:
Create benefit from the 2nd year of BCMA introduction
Directmaterial cost

Reduction in material use through using optimal materials
enabled by BCMA deployment
Reduction in material procurement cost through sharing parts
enabled by BCMA deployment

Conversion
cost

Reduction in short downtime in the production line andimprovement of equipment operating ratio by improved
capacity in each production process and reduced workload at
production sites enabled by BCMA deployment⇒Increase in production volume, improvement of productivity

Module sharing
Belt
Carcass(tire skeleton） (reinforces tire）

Estimate primary benefit and secondary benefit quantitatively by manufacturing cost and expense item
＝Set ”BCMA benefit global gentan-i” per year (amount) as global gentan-i standard⇒Set ”BCMA benefit global gentan-i” for each plant
18/27

Develop BCMA: From a concept to building a value creation model
STEP 2

Based on “BCMA benefit global gentan-i”, adjust BCMA benefit gentan-i according to each plant’s R&D and manufacturing power.
By multiplying it with each plant’s BCMA deployment rate, calculate the total BCMA benefit by plant.
⇒ Set a model plant (for passenger car tires) in each region and create benefit step by step from 2024

BCMA benefit gentan-iby plant

Plants with challenges in R&D andmanufacturing power have greater room for
improvement, and gentan-i tends to be larger

BCMA
deployment rate

BCMA benefit gentan-i by plant (amount)=# of products with BCMA application
Total # of products

BCMA deployment rate
Plants with volume-oriented
production

Secondary benefit (from 2nd year of BCMA introduction)
Primary benefit (from 1st year of BCMA introduction)(Fast BCMA deployment)

Plants creating diverse products(BCMA deployment takes time)
Plants withhigh power

R&D andmanufacturing power

High R&D and manufacturing power/ Creating diverse products

Low

Model plant

19/27

Plants withchallenges in powerTime

Total BCMA benefit(BCMA benefit gentan-i × BCMA deployment rate)
Tochigi(Japan)Nongkhae(Thailand)

Joliette(Canada)High

Burgos(Spain)Challenges in R&D andmanufacturing power/ First aiming to improve productivity

Develop BCMA: From a concept to building a value creation model- Take on challenge to further amplify value BCMA global benefit amount

Benefit to spread across the value chain• Accelerate value creation by steadily
deploying BCMA in each plant
Amplificationof value

BCMA global benefit

Secondary benefit toemerge in the 2nd year of
BCMA introduction

Secondarybenefit• Take on challenge to create value by improving efficiency
upstream (from development and production to
procurement, etc.) and downstream (logistics and sales)

Amplify global R&D and manufacturing power⇒Take on challenge to transform R&D and manufacturing- Evolve “thinner, rounder, lighter” • Support the “ultimate customization” through ENLITEN andtake on challenge to further master “thinner, rounder, lighter”• Amplify benefit of the shift to Green & Smart factories

Primary
benefit
1st year

2nd year

3rd year

・・・

BCMA introduction

Take on challenge to realize “Create good business quality” and “Create good tires”
globally and across the value chain
20/27

Basic business scenario of Mid Term Business Plan (2024-2026)
Further focus on value creation
1. Create good business quality“Passion for Excellence” (Working and business quality improvement)• Respecting being on-site (Genbutsu-Genba), perform steady and agile PDCA while sticking to basics /Combination of persistent improvement and innovation / Pursuit of operational excellence• New “glocal” management structure focused on Genbutsu-Genba ”Maximize effectiveness & efficiency”• Have a healthy business risk sensitivity• Talent investment - “Enhance talent creativity”/ Culture change based on “Bridgestone E8 Commitment”• Tackle past negative legacies squarely without delay: Execute the 2nd stage of “Restructuring”• From quantity-oriented to quality & value-oriented - Move to the next stage

21/27

2. Create good tires• Realize “ultimate customization” that sharpens edge in performances that not only meet the needs & wants ofmarket/customers but inspire them
- “ENLITEN” especially for “EV tires” 24MBP: Expand Generation 1⇒ Build technology to launch Generation 2 in 27MBP• “BCMA” – R&D and manufacturing transformation and support “ultimate customization”

3. Create good business

Create corporate value through balancing social value and customer value and gaining competitive advantage• New premium tire business model: Reinforce earning power• Evolve the sustainability business model: Toward realization of carbon neutrality & circular economy and nature positive

4. Create new businesssowing good seeds
for the future• Truck & Bus solutions: Establish mobility tech business in North America – Especially “Fleetcare”• Mining solution: New value creation through Real x Digital – new challenge• Aviation solutions: Strategic starting point to establish solutions business model including retread

Establish new premium tire business model Strengthen channels which create social value and customer value, being attentive to customers and markets:
Realize reinforcement of earning power

Increase priceImprove position
Improve sales mix

Channel power(Retail & service solutions network:
Improve customer experience value)

North America

BtoC(for passenger car)

BtoB
for light truck,
truck & bus

Approx. 2,200 equity stores*⇒ Further reinforcement and upgrade
Develop a new store format that improves customer
experience value through Real x Digital- Real: Enhance sites including new store formats- Digital: Promote DX of business systems
Reinforce approx. 1,200 sites in service network
Link with expansion of mobility tech business “Fleetcare”
Enhance capabilities for “Fleetcare” and EVs
Link with last mile solutions for BtoB (Light truck)
Link with retread (Truck & Bus)Japan

B-select (for passenger car):2023: Approx. 700* ⇒ 2026: Approx. 1,000- Enhance being attentive to customers on-site Reinforce channel through Real x Digital:- Restructure wholesale sites ⇒ Shift to retail- Launch E-Commerce “Bridgestone tire online store”

Differentiation

New premium
Base technology for product design

Expandtire performance
spider chart

FusionSharpen “edge”

Enable cost reduction indevelopment
and production,and improve agility

Business cost
reduction(Reduce cost + environmental impact)

Simplification

Improve product power

ー Generate customer delight ーEnhance service network linked with solutions“TPP” solution and retread
B-Select (for Truck & Bus):Approx. 400* ⇒ 2026: Approx. 500- Enhance being attentive to customers on-siteand solve their problem -Enabler that supports growth of the premium tire business and solutions business*As of the end of September 2023

22/27

Base technology for
R&D and manufacturing

Ultimate customizationNew
brand power

Dan-Totsu R&D andmanufacturing power

Globalprocurement power

Global
SCM power

Co-creation withsustainability partners

Basic business scenario of Mid Term Business Plan (2024-2026)
Further focus on value creation
1. Create good business quality“Passion for Excellence” (Working and business quality improvement)• Respecting being on-site (Genbutsu-Genba), perform steady and agile PDCA while sticking to basics /Combination of persistent improvement and innovation / Pursuit of operational excellence• New “glocal” management structure focused on Genbutsu-Genba ”Maximize effectiveness & efficiency”• Have a healthy business risk sensitivity• Talent investment - “Enhance talent creativity”/ Culture change based on “Bridgestone E8 Commitment”• Tackle past negative legacies squarely without delay: Execute the 2nd stage of “Restructuring”• From quantity-oriented to quality & value-oriented - Move to the next stage

23/27

2. Create good tires• Realize “ultimate customization” that sharpens edge in performances that not only meet the needs & wants ofmarket/customers but inspire them
- “ENLITEN” especially for “EV tires” 24MBP: Expand Generation 1⇒ Build technology to launch Generation 2 in 27MBP• “BCMA” – R&D and manufacturing transformation and support “ultimate customization”

3. Create good business

Create corporate value through balancing social value and customer value and gaining competitive advantage• New premium tire business model: Reinforce earning power• Evolve the sustainability business model: Toward realization of carbon neutrality & circular economy and nature positive

4. Create new businesssowing good seeds
for the future• Truck & Bus solutions: Establish mobility tech business in North America – Especially “Fleetcare”• Mining solution: New value creation through Real x Digital – new challenge• Aviation solutions: Strategic starting point to establish solutions business model including retread

Create new business through sowing good seeds for the future- Create social value and customer value ■ Based on the trust with customers and partners, amplify the value of “Dan-Totsu” products through Real x Digital,
solving customers’ pain points and also contributing to sustainability■ Evolve to tire durability prediction solutions by strengthening tire wear prediction based on building uniquealgorithms built through the fusion of “digital” such as AI, craftperson skills cultivated on-site, and extensive
experience & knowledge of tires from field engineering, etc. ⇒ Connect to establishing the mobility tech business

Truck & bus: Establish mobility tech business in North America – Especially “Fleetcare”
Premium Tire

Tire-centric
solutions

Mobility
Solutions

Mining solutions: Expand solutions based on new premium “MASTERCORE”.
New value creation through Real x Digital – new challenge
Aviation solutions: Strategic starting point to establish solutions business model
including retread
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Mining solutions: Real x Digital – new challenge
 Evolve mining solutions through “co-creation” based on the trust with customers by Real x Digital:
Ensure nonstop mining operations and maximize productivity and economic value through tire durability predictions
by building unique algorithms utilizing AI.
Enable safer and longer tire use, also contribute to sustainability – Start service at BHP’s Spence mine -DigitalReal
Bridgestone’s
tire knowledge
・ Tire data and knowledge
・ Proposal for better use of tires
being attentive to customers on-site

Bridgestone
MASTERCORE
sales at 90 mines*
Field engineering being
attentive to customers
on-site* As of the end of September 2023

Bridgestone
iTrack・ Tire temperature and pressure(real-time)
・ Vehicle location informationand driving speed

Data frommining company
・Operation management data

Prevent tire damage due to heat, which is a major pain point for mining companies,
by predicting tire durability based on our unique algorithms built utilizing AI
i. Thoroughly visualize tire condition one by one – Prevent tire damage
Propose optimal timings for maintenance, vehicle operation routes, etc.

ii. Provide real-time tire pressure management & abnormality detection using digital tools
Safe and efficient tire management & use with peace of mind
⇒ Contribute to improvement of resource productivity

Contribute to evolution of customers’ operation, as well as amplify value of Dan-Totsu products during customers’ tire use⇒ Connect to amplification of trust with customers
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Mid Term Business Plan (2024-2026) Planning process update (Recap)
Bridgestone 3.0 Journey
Mid Term Business Plan (2021-2023) “Crisis”
Return to a “strong” Bridgestone
capable of adapting to change
Complete laying foundations forpremium enhancement and evolution
with solutions business
By June 2023

Determine management issues one
by one: Clarify “what to do”
and ”what not to do”
By September 2023

Mid Term Business Plan (2024-2026):
Clarify basic business scenario
Tackle past negative legacies squarely
without delay

Mid Term Business Plan (2024-2026) ”Passion for Excellence”

Focus on premium business and solutions businessto create “new premium”
 Premium tire business – “Reinforce existing premium” and“create new value”
 Solutions business – Build foundation to accelerate
determined solutions business Diversified products and Exploratory business –Sharply focus on areas where Bridgestone’s core competencies can be leveraged
Focus on execution and deliveringresults for immediate issues

Lay foundation for future growth

Become a resilient “excellent” Bridgestone by 2030
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Communication plan

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February 16, 2024 (Fri) (Plan)

March 1, 2024 (Fri) (Plan)■ 2023 Financial Results■ Mid Term Business Plan (2024-2026)

Statements made in this presentation with respect to Bridgestone's current plans, estimates, strategies and beliefs and other statements that are not historical facts areforward-looking statements about the future performance of Bridgestone. Forward-looking statements include, but are not limited to, those statements using words such as"believe," "expect," "plans," "strategy," "prospects," "forecast," "estimate," "project," "anticipate," "may" or "might" and words of similar meaning in connection with a
discussion of future operations, financial performance, events or conditions. From time to time, oral or written forward-looking statements may also be included in othermaterials released to the public. These statements are based on management's assumptions and beliefs in light of the information currently available to it. Bridgestone
cautions you that a number of important risks and uncertainties could cause actual results to differ materially from those discussed in the forward-looking statements, andtherefore you should not place undue reliance on them. You also should not rely on any obligation of Bridgestone to update or revise any forward-looking statements,
whether as a result of new information, future events or otherwise. Bridgestone disclaims any such obligation.

Copyright © Bridgestone Corporation

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