24MBP Business Shaping Scenario: Good Business Quality

Talent Creativity Enhancement / Creation of New Corporate DNA Linked to theBridgestone E8 Commitment
Specific Efforts to Enhance Talent Creativity

Improving Productivity and Creativity(Talent Creativity) of Every Individual
In order to promote a talent strategy linked to business■ Talent Development

Bridgestone undertakes talent development based on astrategies, the core of the Bridgestone’s talent strategy istalent strategy aligned with its business strategy. In addition

based on the idea of providing opportunities for diverseto strengthening the Bridgestone DNA, we are expanding

talent to shine through the spread of individual success andlearning and challenging opportunities to support talent whoconfidence. At the same time, this aims to enhance corporate

are keen to take on challenges and grow on their own tovalue by creating added value linked to business strategy. Increate further value. This will help ensure both the company’sorder to realize our 2030 Long Term Strategic Aspiration andgrowth and each employee’s growth can be realized.

improve the quality of our management and working &Through these efforts, we aim to create a virtuous cycle ofbusiness, which is a priority issue in 24MBP, we need to hirevalue creation while increasing employee engagement.

talent uniquely suited to Bridgestone who share and embody
the Bridgestone DNA, and then improve the productivity andcreativity of each and every one of these employees. We are■ Genba (On-site) 100-Day Challenge Program

In April 2023, we launched the “Genba (On-site) 100-Day

undertaking various initiatives to ensure that the corporate

Challenge Program”, in which employees take the initiative

growth and the growth of each and every employee go handto engage in investigating and verifying any issues orin hand.

hypotheses they have formulated on their own about theirAs an indicator of these efforts, “talent creativity” was first

respective operations. This initiative would be conducted fortested in 2023 and introduced as a global management

100 days at Japanese or overseas worksites, thereby

indicator starting from the 24MBP. The basic concept ofpromoting awareness and behavioral change. In 2023, 15“talent creativity” is to strengthen investment in humanpeople from diverse functions and departments, including

capital, increase added value, and create a virtuous cycle ofsafety and procurement, took part in the program. Fromvalue creation. We define the “talent creativity KPI” as

2024 and beyond, the program will be expanded globally toadjusted operating profit (added value) divided by talentencourage even more employees to take up the challenge.

investment (sum of labor, training, and benefits costs), anduse this as a common global measure to monitor globaltrends and address issues in each region and country.
“Genba (on-site) 100-Day Challenge Program” was a

Talent Creativity KPIvaluable opportunity for me, as a member of the Quality
Division, to collaborate with my teammates in Japan andoverseas involved in the growth business of TB retread

Talentcreativity

Added value

UP

Further challenge
to create added value

UP

Talent investment

tires, and to drive PDCA cycle and improvements on
Genbutsu-Genba. I have gained valuable knowledge fromactivities such as improvement activities analyzing eachUP

individual tire and identifying the cause of failures throughthe actual product review meetings in Japan, data-driven
Averagefor 24MBP

130 level117
100119110117+10 Pts level115

to strengthen recurrence prevention using the Process QA
Reference List. I was also able to build a wide network ofglobal connections. Moving forward, I will make efforts

21MBP→24MBP

Averagefor 21MBP

125 level

market analysis tools in the United States, and activities

to improve the working & business quality based on theoriginal five concepts of
the Deming Plan, with afocus on strengthening the2019

382020Retread QA system.

24MBP74
2021

2022

2023 2024
Result2025

2026

Takuma Nishida
CQO/Quality Division
G-Material & Evaluation
QA System Section

■ Digital Skill Enhancement (Digital 100 Days of Training)proactive and willing to take on challenges in order toWe have introduced the “Digital 100 Days of Training” as anprovide greater value to stakeholders. Through multiple

opportunity for our employees to choose a program that

initiatives, we continue to support the challenge and growthsuits their level of ability and challenges them to learn. Theof numerous employees. In addition to creating a place

program covers a wide range of skill levels, including

where diverse talent can shine and take on diverse

beginner training in basic digital literacy compiled by thechallenges, we are promoting the creation of a new

Digital Literacy Council, and in-depth training in which

corporate culture, corporate DNA, and culture change linked

participants learn digital technology related to their own

to improving employee engagement and creating value

field. In 2023, a total of over 700 employees worked tothrough the Bridgestone E8 Commitment.

strengthen their digital skills. We believe that creating social
value and customer value through the fusion of the real andthe digital is indispensable to achieving the goals of 24MBP■ Establishing a Pleasant Working Environment

At Bridgestone, we make ongoing improvements to create

and realizing our 2030 Long Term Strategic Aspiration. We

workplace environments that are inclusive to diverse

will continue to globally expand our foundation of digital

personnel. These include on-site improvement activities

talent, promoting their ongoing development and acquisition.

and the use of FemTech programs to help resolve women’s
health issues through technology.

Creating an Environment where Diverse Talent
can Shine

As part of our on-site improvement activities, we makeinvestments that generate immediate results based on
feedback from employees at the foremost front lines of our■ Creating a Place for Diverse Talent to Shine

business. We are also working to enhance benefits, improve

Based on the belief that the success of diverse talent leads

the workplace environment and reduce employee workloads.

to the creation of value as expressed in the Bridgestone E8In particular, safety is the very foundation of corporate

Commitment, Bridgestone has created a workplace

management, and as such each and every employee strives

environment that allows our diverse workforce to shine.

for “Safety First, Always”, as stated in our Safety Mission

Positioning the improvement of employee engagement as

Statement, by promoting safety activities throughout theone of the key issues in promoting global culture change invalue chain, thereby ensuring we can all work with peace ofline with the Bridgestone E8 Commitment, from 2023, wemind in a safe workplace. As we work toward an environment

have transitioned to monitoring through a globally

where diverse talent can flourish, we update our safety andstandardized engagement survey. While respecting thedisaster-preparedness standards taking into consideration a

differences in culture and characteristics of each country

variety of changes in conditions, including ergonomic risks,and region, we will deepen and evolve our efforts using a

regulatory changes, the changing performance of machineryshared global evaluation and framework for activities.

and equipment over time, and the introduction of new

The Bridgestone is active across a broad range of businesstechnologies. Furthermore, all our employees take theareas, including premium tires, solutions, diversified products,

development of safety awareness seriously. We will continue

and a value chain that extends from upstream (raw materials)

to develop workplaces where a diverse range of people canto downstream (sales and services). In all business areas andwork easily and with high motivation.

across the entire value chain, we believe it is essential to be

The Fundamental Area Safety team within Global Quality Management
Committee, has been developing a comprehensive roadmap to build
a Strong Safety Culture, aiming to achieve globally ‘Perfect Safety’as stated in our Safety Mission Statement. For this goal, our teampromotes safety from Awareness, Engineering and System aspects
such as implementation of fundamental activities (3S, KY, RA, Safety
rules), development of safety technologies and establishment ofAnisara Tisamee
General Manager
Safety and Disaster
Prevention, Bridgestone
APIC

global safety standards. Also ‘Safety Maturity Assessment’ is utilizedfor continuous improvement in the PDCA cycle. Viewing safety as thefoundation of corporate management, we contribute to the entire
value chain by fostering a safety culture that protects our teammatesand creating safe and worker-friendly working environments.

Bridgestone 3.0 Journey 2024 Integrated Report39