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

May 15, 2023

Member of the Board
Global CEO and Representative Executive Officer

Shu Ishibashi

2/13

Mid Term Business Plan (2024-2026):
Accelerating transformation along the “2030 Long Term Strategic Aspiration”
Bridgestone 3.0 Journey
Mid Term Business Plan (2021-2023)

Mid Term Business Plan (2024-2026)

Return to a “strong” Bridgestone capable ofadapting to change

Focus on premium business and solutions businessto create “new premium”

Complete laying foundations for premium
enhancement and evolution with solutions
business■ 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

Tackle past negative legacies squarely
without delay

Focus on execution and deliveringresults for immediate issues

Lay foundation for future growth

Become a resilient “excellent” Bridgestone by 2030
Amplify trust and value through coordination of premium tire, solutions, diversified products and exploratory businesses
A talent group that can create new business value and support the business portfolio / Build new corporate culture and DNA
3/13

Toward Mid Term Business Plan (2024-2026)
Mid Term Business Plan (2021-2023)
Return to a “strong” Bridgestone

Mid Term Business Plan (2024-2026)

Management
approach“Crisis” (common issues)

Next stage

Build & manage
strategy

Global strategy-led(common issues)

Next stage

Earning power

Rebuild
earning power

Next stage

Reinforce earning power

Strategic growthinvestment

Build foundations forinvestment management structure(Shift to management focusing
on investment cost)

Determine

Move on to expansion & reinforcement stage
for strategic growth investments

Lay foundations for premium
enhancement and evolution
with solutions business

1. Reinforce sustainable global premium tire business
2. Expand premium tire business in emerging countries & growing markets
3. Evolve specialties tires into a “Dan-Totsu” premium business
4. Expand tire-centric solutions business mainly in mature countries
5. Establish mobility tech business in N. America
Pursue operational excellence across the entire value chain

ROIC / ROE / Adj. operating profit

Business stage

4/13“PASSION” for Excellence
Global × Regional strategy(common + individual issues)

ROIC / ROE / Adj. operating profit ＋ Talent creativity

Mid Term Business Plan (2024-2026)

Global × Regional strategy

1. Reinforce sustainable global premium tire businessJapan

Australia

S. America Southeast Asia

Middle East

N. America Europe
Passenger car / Truck & bus tires

Premium tire businessPremiumleader strategy

countries & growing markets
India

China

etc.

Passenger car tires

3. Evolve specialties tires into a “Dan-Totsu” premium business

Tires for mining& construction
vehicles2. Expand premium tire business in emerging

Aircraft /Motorcycle tires

Premium
niche strategy

4. Expand tire-centric solutions business mainly
in mature countries

Passenger car
tires
N. America

Japan

Retail & service
solutions network
Australia Thailand

Truck & bus
tires
N. America

Retreadtire maintenance

S. America Japan Australia

Tire-centric solutions business

Mining solutions

Aviationsolutions

5/13

Expand solutions around MASTERCORE which has
Dan-Totsu product power
Build next generation solutions as a strategic
starting point to establish solutions business model

5. Establish mobility tech business in N. America(Focus on BtoB and truck & bus tires)

Reinforce coordination between Webfleet Solutions (Europe)and Azuga (N. America)- Enhance and expand FLEETCARE in N. America

Mid Term Business Plan (2024-2026)

Global × Regional strategy

1. Reinforce sustainable global premium tire businessJapan

Australia

S. America Southeast Asia

Middle East

N. America Europe
Passenger car / Truck & bus tires

Premium tire businessPremiumleader strategy

countries & growing markets
India

China

etc.

Passenger car tires

3. Evolve specialties tires into a “Dan-Totsu” premium business

Tires for mining& construction
vehicles2. Expand premium tire business in emerging

Aircraft /Motorcycle tires

Premium
niche strategy

4. Expand tire-centric solutions business mainly
in mature countries

Passenger car
tires
N. America

Japan

Retail & service
solutions network
Australia Thailand

Truck & bus
tires
N. America

Retreadtire maintenance

S. America Japan Australia

Tire-centric solutions business

Mining solutions

Aviationsolutions

6/13

Expand solutions around MASTERCORE which has
Dan-Totsu product power
Build next generation solutions as a strategic
starting point to establish solutions business model

5. Establish mobility tech business in N. America(Focus on BtoB and truck & bus tires)

Reinforce coordination between Webfleet Solutions (Europe)and Azuga (N. America)- Enhance and expand FLEETCARE in N. America

Mid Term Business Plan (2024-2026) Reinforce earning power
Mid Term Business Plan (2021-2023)

Reinforce sustainable global premium tire business

Global strategy-led /Rebuild earning power(Passenger car / Truck & bus tires)

Dan-Totsu product power & product planning power
Pursue “ultimate customization”

Increase priceRealize “ultimate customization”
based on innovative tire technology

Improve sales MIX

Fundamental
technology

ENLITENPower to improve sales MIX + ENLITEN◼ Premium tires: increase, Commodity tires: reduce
Existing
premiumUP
DOWN

PSR HRD tire
Ultra- HRD tire
Premium tires in each region“New premium”+
ENLITEN◼ TB retread: increase
Dan-Totsu manufacturing and R&D power - Real x Digital ••Reinforce Japan’s manufacturing leadership
Clarify roles and responsibilities of 50 new tire plants globally◼ BCMA* in development to manufacturing,
and across the value chain

Reduce cost

“Achieve both cost reduction & customization” throughsimplification & differentiation

7/13

New brand power

Improve productivity though shift to “smart”

Channel power - Real x Digital ◼ Expand and enhance retail & service solutions network,
reinforce family channel⇒Growth enabler for the premium tire & solutions businesses

Global supply chain management power◼ Flexible & agile supply management focused on premium⇒Supply the right products in the right quantity at the right timing
to the right place

Global supply chain management power◼ “Local production for local sales” + ensuring flexibility for global optimization“Local production
for local sales” ratio

95%（Passenger car tires) 85% (Truck & bus tires)◼ Lean operations (optimization of inventory, etc.)*BCMA : Bridgestone Commonality
Modularity Architecture

Reduce◼ Shift to Green & Smart factories
environmental impact• Reduce environmental impact through shift to “green”•

Towards Global + Regional strategy
Reinforce earning power – next stage –◼ Toward a new sustainable global premium brand
Linked with sustainable global motorsports, Bridgestone / ENLITEN◼ Create new premium

Improve position(value creation)

Mid Term Business Plan (2024-2026)

Global procurement power
Co-creation with sustainability partners(from procurement to production, etc.)

Mid Term Business Plan (2024-2026) Reinforce earning power
Mid Term Business Plan (2021-2023)

Reinforce sustainable global premium tire business

Global strategy-led /Rebuild earning power(Passenger car / Truck & bus tires)

Dan-Totsu product power & product planning power
Pursue “ultimate customization”

Increase priceRealize “ultimate customization”
based on innovative tire technology

Improve sales MIX

Fundamental
technology

ENLITENPower to improve sales MIX + ENLITEN◼ Premium tires: increase, Commodity tires: reduce
Existing
premiumUP
DOWN

PSR HRD tire
Ultra- HRD tire
Premium tires in each region“New premium”+
ENLITEN◼ TB retread: increase
Dan-Totsu manufacturing and R&D power - Real x Digital ••Reinforce Japan’s manufacturing leadership
Clarify roles and responsibilities of 50 new tire plants globally◼ BCMA* in development to manufacturing,
and across the value chain

Reduce cost

“Achieve both cost reduction & customization” throughsimplification & differentiation

8/13

New brand power

Improve productivity though shift to “smart”

Channel power - Real x Digital ◼ Expand and enhance retail & service solutions network,
reinforce family channel⇒Growth enabler for the premium tire & solutions businesses

Global supply chain management power◼ Flexible & agile supply management focused on premium⇒Supply the right products in the right quantity at the right timing
to the right place

Global supply chain management power◼ “Local production for local sales” + ensuring flexibility for global optimization“Local production
for local sales” ratio

95%（Passenger car tires) 85% (Truck & bus tires)◼ Lean operations (optimization of inventory, etc.)*BCMA : Bridgestone Commonality
Modularity Architecture

Reduce◼ Shift to Green & Smart factories
environmental impact• Reduce environmental impact through shift to “green”•

Towards Global + Regional strategy
Reinforce earning power – next stage –◼ Toward a new sustainable global premium brand
Linked with sustainable global motorsports, Bridgestone / ENLITEN◼ Create new premium

Improve position(value creation)

Mid Term Business Plan (2024-2026)

Global procurement power
Co-creation with sustainability partners(from procurement to production, etc.)

Reinforce sustainable global premium tire business

EnergyEfficiency
Extension“New perspective” - Reinforce improvement of sales MIX withultra-HRD tires 20 inch and above (Passenger car tires)
Mid Term
Business Plan
(2024-2026)

Take in REP* tire recursion demands from OE* tires and continue improvement in sales MIX and market
share of HRD* tires globally.
Starting from Europe & N. America, reinforce ultra-HRD tires 20 inch and above expecting strong demand* OE: Tires on new vehicles / REP: Tires for replacement / HRD: High rim diameter
growth from the accelerated shift to EVs.
* OE: Tires on new vehicles / REP: Tires for replacement / HRD: High rim diameter
Europe & N. America

Sales portion of HRD tires 18 inch and above(including sales portion of ultra-HRD tires 20 inch and above)

53% 55%

14%

REP

65%

30%

25%

28%

33%

37%

Approx.

120

40%

Plan

58%

63% 65%

70%

7%

8%

9% 10%

2019 2020 2021 2022 2023

Plan

REP

Approx.

Approx.

2019 2020 2021 2022 2023

53%

Approx.

110

17%
6%

OE

*INDEX：2019=100

Approx.

Approx.

25% 24%

Sales portion of HRD tires 17 inch and above
17 inch and above

REP

Approx.

61% 61%Market share index of
REP HRD tires 18 inch and above

18 to 19 inch

20 inch and above
OE

Emerging markets (Asia Pacific, China, S. America)

104

27%

30%

33% 34%105

100
2019 2020 2021 2022 2023

Plan

2019
2019 2020
2020 2021
2021 2022
2022 2023
2023

Plan

2019
2019 2020
2020 2021
2021 2022
2022 2023
2023

In planning process for reinforcing improvement of sales MIX & expansion of HRD tires and ultra-HRD tires for 2024-2026
9/13

35%

Plan

Reinforce sustainable global premium tire business

EnergyEcology
Ease

Improve Dan-Totsu product power & product planning power◼ Based on the global product strategy, “customize” adapted to market characteristics⇒ Steadily improve product power and prove value to customers
Mid Term Business Plan (2024-2026)

Take on the challenge to create Bridgestone’s unique “new premium”◼ Evolution of product strategy function
AmericasJapan

Americas

EuropeAsia

EuropeGlobal productstrategy
Japan

10/13

Asia

- 2019“Regional product strategy”
by region

2020 Restrengthen “Global productstrategy”

Promote product strategies adapted
to each market’s characteristics inline with the global strategy

Toward a “’Glocal’ product strategy”◼ N. America: Tire Rack* VOC survey by tire category
Number of products that achieved No.1 (Annual monthly average)*Tire Rack: Premium tire distributor⇒Achieved No.1 ranking in 2022
based on E-commerce
Bridgestone

Number of
10
products that
achieved No.1

Company A

5Company B
Company C
Company D
Company E

0Company F
2020◼ Europe: Magazine rating

2021

2022

• Sport tire POTENZA SPORT (Spring 2023)
Ranked No.1 in Auto Zeitung• Winter tire BLIZZAK LM005 (Winter 2022)

Ranked No.1 in Auto Bild Sportscars’ winter *1
Ranked No.2 in Auto Express, Auto Zeitung• Summer tire TURANZA 6 (Spring 2023)
Ranked No.2 in Auto Bild SUV summer tires *2*1 245/40R19 *2 225/65R17

Energy
Ecology
Efficiency
Extension
EconomyReinforce sustainable global premium tire business

Reinforce improvement of sales MIX with premium tires in each region
Mid Term Business Plan
(2024-2026)

Expand sales of premium tires in each region (including premium tire brands),
built through proving their Dan-Totsu product value to customers

Premium tires in each region

HRD tires

Premium tire brands

Europe & N. America: 18 inch and above
Emerging markets: 17 inch and above

Other premium tires
in each region

Ultra-HRD tires: 20 inch and above

Sales portion of premium tires
Passenger car tires (for replacement)
Premium tire brand +premium tires in each region

46%

21%

HRD tires**U.S., Europe, Middle East: 18 inch and above
Other regions: 17 inch and above

49%
21%

25%

28%

2021

2022

Approx. 55%
Approx.

25%

Approx.

30%

2023 (Plan)

Reinforce sale ofpremium brands
Reinforce sale of
HRD tires

Continue sales MIX improvement ofpremium tires for truck & bus tires
and light truck & bus tires

2024-2026

In planning process of strategy & sales plan for 2024-2026
to reinforce improvement of sales MIX & expansion of premium tire brands and premium tires in each region
11/13

Reinforce sustainable global premium tire business

Create “new premium”: “New premium in EV era” – ENLITEN – (passenger car tires)
Mid Term Business Plan
(2024-2026)

EnergyEcology
Ease

Expand products equipped with ENLITEN, the “new premium in EV era”
⇒ Move to market penetration phase■ Expand products equipped with ENLITEN from OE to REP tires
Expansion of OE fitment

Innovative tire technology optimized to fit EVs⇒ Expand value to products and business model
Achieve both environmental &driving performanceContribute to solving problems
related to electrification• Significant improvement in EV driving range& electricity consumption through reduced
tire rolling resistance, contribution toextension of vehicle battery life
⇒Contribute to lighter battery, reduced cost,and improvement in vehicle space utility

Number of car models with
ENLITEN OE fitment
Non-EV
EV

45

27

29

20
7
2021

30

16

20

2022

2023 1Q

2026

Expansion to replacement tires
60
Launch of products
equipped with ENLITEN (cumulative total)
50

ENLITEN equipment %Approx. 20 products

40
30
20
10

0

12/13

50

Reinforce approach to strategic
vehicle models focusing on EVs
and prestige models

Approx. 20%

8 products
Approx. 5%
2022

2023

80
Approx.

50
products
60
Approx.

7040%
20

2024

(projection) (projection)

02026(projection)

Mid Term Business Plan (2024-2026):
Accelerating transformation along the “2030 Long Term Strategic Aspiration”
Bridgestone 3.0 Journey
Mid Term Business Plan (2021-2023)

Mid Term Business Plan (2024-2026)

Return to a “strong” Bridgestone capable ofadapting to change

Focus on premium business and solutions businessto create “new premium”

Complete laying foundations for premium
enhancement and evolution with solutions
business■ 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

Tackle past negative legacies squarely
without delay

Focus on execution and deliveringresults for immediate issues

Lay foundation for future growth

Become a resilient “excellent” Bridgestone by 2030
Amplify trust and value through coordination of premium tire, solutions, diversified products and exploratory businesses
A talent group that can create new business value and support the business portfolio / Build new corporate culture and DNA
13/13

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

14/13