Mid-Long TermBusiness Strategy Framework

July 8, 2020
Global CEO and
Representative Executive Officer

Shu Ishibashi

Mid-Long Term Business Strategy Framework
1. Mission and Vision
2. Bridgestone’s past and future
3. Business environment and direction of strategy- Change in external / social environment and direction of strategy- Change in mobility environment and direction of strategy- Change in tire industry and direction of strategy

4.

Bridgestone’s business strategy- Bridgestone Business Strategy –Bridgestone 3.0- Build our unique business model- Build our core competencies

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Mission
Serving Society with Superior Quality2
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Bridgestone continues to provide
social value and customer value,
as a sustainable solutions company.
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4
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Bridgestone’s past and future
Serving Society
with Superior Quality

Dan-Totsu

Foundation

A truly global company

GlocalManagement

Tire & Rubber

Japan・Asia

Corporate
Governance

Global Development

Global Company(Second Foundation)

1988 Firestone merger
2007 Bandag acquisition

Solutions Company(Third Foundation)

Tire & Rubber
×
Solutions2019 Webfleet Solutions acquisition

Bridgestone T&DPaaS

To be a sustainable solutions company
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Bridgestone’s past and future
1968

Company motto“Serving Society
with Superior Quality”(Second Foundation)

2011

Refined the Bridgestone Essence

2017“Our Way to Serve”(Third Foundation)
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Safety Mission
Statement(2012)

Quality Mission
EnvironmentStatement
Mission Statement(2015)(2011)

Bridgestone’s past and future
Bridgestone Global Brand Activities
1931 Foundation

1900 Foundation

1984 CI defined1988 merger(Second Foundation)

2003 Tagline defined

1992 tagline revised

1997 Entry into Formula1
2001 Entry into MotoGP

2011 CI Refined2013 Entry into World Solar Challenge
2016 tagline revised

2014 Worldwide Olympic Partner
2018 Worldwide Paralympic Partner

Two global major brands(Third Foundation)
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New brand message
Based on the journey, toward solutions“Solutions for your journey”

Our core competencies in Bridgestone1.0 and 2.0
Global footprints

Global presence (production / sales)

Close contact with customers
Strong in commercial business, Genbutsu-Genba (=“Real”)
Field engineering

Brand power

Two global power brands: BS and FS, Global brand activities(Motorsports including Formula1, Olympic & Paralympic, etc.)

Material“Mastery of rubber”

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2831修正
Serving Society
with Superior Quality
Significant impact
on BS businessChanges

External &Social
environment

Significant
impactVISION
Directionofstrategy

Mobility
Tire industry

Change99/51

Turn toOpportunity

Bridgestone Business Strategy

Change in external & social environment and direction of strategy“Unprecedented”
ChangesGeographical
ConflictSignificant impact on BS businessDirection of strategy

Anything can happen

Change management system to be more flexible- Natural disasters- Outbreak of infectious diseases
・・・・・

Build Dan-Totsu products/services/business model
Changes in globalization(Global warming)

Technology
DX*
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Cash-oriented management“No survive unless stay responsive and strong”(U.S.-China Friction)

Climate change“Be flexible. Be agile.”

Sustainability / SDGs
Regulatory changes

AI
IoT
Big Data
5G
・・・・・ *DX = Digital Transformation

Put sustainability as the core of management-

Build sustainable-base business

Mobility-contribute model / Circular economy-contribute model / CO2 reductioncontribute model

Evolution of value creation  Reinforce Bridgestone DX“No value creation without DX”- DX foundation and global architecture

20102016201620192020-

Material DX
Manufacturing DX (EXAMATION)
Customer contact DX (Tirematics)
WEBFLEET
Engineering Chain DX

Change in mobility (mainly for passenger car) and direction of strategy

MaaS

Significant impact on BS businessDirection of strategy

Diversification of players and changes
in profit structure in mobility industry

Provide value directly to end-customer
 Support mobility through Bridgestone T&DPaaSCountermeasure for the higher-cost vehicles

Autonomous & Electric• Automation / Higher cost of vehicles

SharedCASE• Business will be based onhigher-cost vehicles• Ownership to User-ship in mid-long term
(Sustainability / Economic rationality)

Connected• Smart City
• V2X
(Vehicle×Vehicle, Vehicle×Everything)- Business model of higher utilization to offset the higher cost
- High value added business in REP

Transformation of service from repair to maintenance- From service network to solution network

Transformation of OE tire business- OEM: Value creation partner

Shift to sustainable business model, changing from Ownership to User-ship Assess the influence on personal mobility by COVID-19- From B2C to B2B- Shift to lease/subscription model

Reinforce Bridgestone DX by Real x Digital- Build BS-unique algorithm- Create value by connecting with tires

Tire × Vehicle / Vehicle parts / Road / Tire

- Connect system with system / open-system to be connected
Bridgestone T&DPaaS × MaaS / Mobility system

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*OE：Original equipment tire / REP: Replacement tire

Profit pool in the Automobile Industry

2017-2035 profit pool [100 mil. USD]

Current mobility business area

Source: BCG analysis

Conventionalparts

New vehicle sales(engine-driven/hybrid cars)

BS TireREP biz area

BS TireOE biz area

Finance

New mobility business area
After services

BS TireREP service biz area

SDV/
EV partsNew
vehicle sales(EV)

BS TireNew OE biz area

Connected car/data-related
services

Sharing
services

New BS solutions biz area
New BS Tire
REP biz area

Expansion of profit pool in the new mobility business area as well as current area. Change of profit structure.
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Change in tire industry and direction of strategy
Significant impact on BS businessDirection of strategy

Tire industry is still profitable• Deterioration of entire tire industry profit structure• Still “better” position compared to other similar
manufacturing industries• Bold and radical countermeasures in anticipationof industry changes

We will not survive
unless we stay responsive and strong

Tire Industry• Tire industry is asset-intensive: review E2E value-chain• Expansion of the gap among players(profit decline is larger in Tier3)OP

Tier 1

Tier 2Tier 3

2014

12.4%

11.5%

8.4%

2018

11.7%

7.9%

5.2%
*Bridgestone analysis

Impact of price erosion due to emerging players
entering the market

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Respond calmly with a sense of urgency- What we should hold and what we should not• First, stay strong in the current tire & rubber business,and in parallel fundamentally change the playing field- Dan-Totsu profit within tire industry- In the meantime, deploy growth strategy to reform profit
structure and develop growth strategy by developing
solutions and platforms

Serving Society
with Superior Quality
Significant impact
on BS businessChanges

External &Social
environment

Significant
impactVISION
Directionofstrategy

Mobility
Tire industry

Change14
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Turn toOpportunity

Bridgestone Business Strategy

Bridgestone Business Strategy - Bridgestone 3.0 Sustainability at a core of management  Create both social value and customer value and gain competitive advantage
Enhance solutions business through our unique platform : Bridgestone T&DPaaS
Build our unique business model : Evolve to solutions business,
utilizing the strengths and expertise of tire & rubber business

Building strategy

Re-building business boldly
based on the strategy
Holistic optimization ofManagement
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- Boldly clarify “what we do” and “what we don’t”- Global and local business strategy must be specified and formulated- Strategy formulation with E2E
Building BS-uniquebusiness strategy

Bold measures

A: Tire & Rubber
B: Tire Centric Solutions
C: Mobility Solutions

M&A, Business reform,
Manufacturing footprint optimization,
Drastic productivity improvement (E2E)- Group global optimization- Total value chain optimization

Bold resource allocation
・ Resource reallocation based on biz strategy
・ Invest resources into new strategic area

Tires Carry Life

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Driving
Turning
Braking
Transmit

Connect
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Supporting all kinds of mobility
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Dan-Totsu
Services

Dan-Totsu Solutions

Dan-Totsu Global Network
Digital Connectivity

Dan-Totsu
Products

Supporting all kinds of mobility systems
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Enhance solutions business through our unique platform : Bridgestone T&DPaaS

Connect to any mobility systems with Bridgestone T&DPaaS
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Build our unique business modelC

Mobility
Solutions

B

Value amplified(Spiral up)

Create and sell “value as system”
Business to provide new value through products,
tire related data and mobility related data

Create and sell “value”

Tire Centric
Solutions

Business to provide added value to products through products andtire related dataA

Produce and sell “products”

Tire & Rubber

Produce and sell high-value-added products (Dan-Totsu products)
at an optimum cost and price⇒a base of Bridgestone Business Strategy

GrowthBusinessCore
Business

Evolve to solutions business leveraging the strengths and expertise of tire & rubber business
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Build our unique business model - Businesses in the scope of “global “business strategy
TB

PS/LT

OR

Premium/Trailer

Premium

U-Large
Large
Mid & Small

TB Solution

PS/LT Solution

OR Solution

AC Solution• Subscription model• Fuel efficiency
wear/load resistance
retread durability• Alliance withfleet company• Subscription model• RFT, fuel-efficiency,
wear/load resistance• Subscription model• Customized product- Durability/wear/speed• Alliance with ridesharing
company• Alliance withmining company• Subscription model• Retread-basehigh durability product- multiple retreads• Alliance with airline

Fleet Solution

MaaS Solution

Mining Solution

Truck/Bus tires

A

Tire & Rubber

Sales

35,256[100M-JPY]

Y2019

Focus on 4 biz

65%

Y2019

4 biz TTL
TB

PS/LT

OR+AC

Tire Centric
Solutions

Sales [100M-JPY]

23,0007,000

12,8003,200*Excl. sales of retail and finance business

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B

C

Mobility
Solutions

TB+Retread
Wear prediction
Maintenance• WEBFLEET• Alliance with OEM• Alliance withfleet company

Passenger/Light truck tires

TPMS
Wear prediction
Maintenance• Smart City
• Alliance with OEM• Alliance with MaaS
operator

Off-the-road tires

OR + Repair
Prediction (wear/durability)
Maintenance• Alliance with OEM• Alliance with mining
operator

AC

Aircraft tires

AC + Retread
Wear prediction
Inventory management
MaintenanceAircraft Solution• Alliance with OEM• Alliance with airline

“Glocal” management*Glocal = Global x Local

Global strategy

SBU / Local strategy

Group Global Optimization

Strategic view in global

Strongarea“Glocal”

Management

Consistency in global

Maturity of mobility

BS position, profit structure

Weak
area

Industry, market, competition

Total value-chain Optimization
Mkt.
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R&D

Proc.

Supplyplan

Mfg.

Logistics

Sales

Use

3R

Build our unique business model

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C

Mobility
Solutions

B

Tire Centric
SolutionsA

Tire & Rubber

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Produce and sell “Products”

Produce and sell high-value-added products (Dan-Totsu products)■ Premium strategy:

Focus on high-value-added products (Dan-Totsu products)•••

TB： Major brands（BS / FS）
PS/LT： HRD（Rim size above 18 inch tires), RFT, Winter tires etc.
OR, AC■ Strengthen system to produce and sell high-value-added products•••

Whole value chain, E2E
Optimizing manufacturing footprint
Strengthen premium channel strategy and develop solutions network

*OE：Original equipment tire / REP: Replacement tire

Tire & Rubber BusinessPremium Strategy - TB (truck & bus tires) Business

Focus on major brands (BS / FS)

Strong position in major markets globally, leveraging our strengths – Dan-Totsu products, Dan-Totsu service network andcustomer oriented services
Position in major markets：TBR REP share

Overall tire demand : major brands sales＊Bridgestone estimate.

(2020 Q1 Actual, vs PY)

EU

North America

TOP Group
Middle East

No.1

Japan
Dan-Totsu No.1

Thailand ・ Indonesia
Dan-Totsu No.1
Australia
Dan-Totsu No.1

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North America

No.1

Total Demand
USTMA

Sales BS/FS
brandsTotal Demand
Europool

Sales BS/FS
brands95 << 111

South America

No.1

EU

89 << 95

Tire & Rubber Business*OE：Original equipment tire / REP: Replacement tire

Premium Strategy - PS/LT (passenger car & light truck tires) Business

Focus on HRD (18 inch and above high rim size tires) sales

Enhance REP sales through premium channel, proactive approach to OEM to improve sales mix to increase HRD portion(optimize REP-OE recursion）

Increase PSR HRD sales portion (Global)

26%

OE+REP

+9%

REP
40%

17%

OE
60%
2016
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2017

2018

2019

2020 (Q1)*sales unit basis

From OE
to REP
recursion

PSR HRD Sales portion(North America + EU)
OE
REP

53%

49%

22%
2018

28%

2020 (Q1)*sales unit basis

Tire & Rubber Business

Strengthen system to produce and sell high-value-added products – Solutions network

Strengthen our network to provide solutions which support future mobility to society and customers
Services- “Real” × “Digital”
Provide customer oriented services
by combination of “Real X Digital”

On-site services
Shop maintenance
Tire consultants

Online Services

E-commerce
Online tire consultation

Provide services to support mobility
in smart cities Support personal mobility・ last mile delivery Mobile van maintenance EV support（EV maintenance, charging services)

Dan-Totsu service network
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Bridgestone’s solutions network
Tire monitoring system

Tire database platform

Subscription model

Dealer matching system

Retread tire mgt. system

Fleet mgt. system

 Transform to solutions network that provides
various Bridgestone solutions programs.

Transform to Dan-Totsu solutions network that supports future mobility

C

Mobility
Solutions

B

Tire Centric
SolutionsA

Tire & Rubber

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Create and sell “value”

Business to provide added value to products throughproducts and tire related data

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Tire Centric Solutions

TB Retread

Core of business and technology, Service enabling to create both social value and customer value
Global Operating profit%(Actuals from past years)

Approx.

20%■ North America：Resilient business modelNorth America retread businessNet sales ・ Operating profit%

120

Retread tire mgt. system

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130 [mil. USD]

27%

29%

2019 Q1

2020 Q1

O.P.

Social value

Customer value• Use less than 1/3 materials vs new tires• Reduce CO2• Contribute to resource productivity

•
•
•
•

Support transportation with safety
Environmental management
Reduce total cost for tires
Operational efficiency■ Japan：TPP (Total Package Plan)

Monthly subscription package - all in one contract includes new tire, maintenance and retread.
Provide proper maintenance based on customer usage throughout the life of tire.

41,600Contracted vehicles(accumulated)
Reuse
RecycleNew tire --Maintenance --Retread--Maintenance---

13,200

2015

2016

2017

2018

2019

2020 Q1

Tire Centric Solutions

Subscription model

Subscription model for passenger cars provide safety and peace of mind through tire and vehicle maintenance services
No. of contracts (actuals)

Tire

Tire Fitting

Appointment

24,000Tire Switch

29,0004,000
Subscription model

Tire Hotel

Filters

•
•

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Wheel Alignment

Air Conditioning

Safety Diagnostic

BreaksOil Change

Shock-Absorber

Simple and paperless contract process
Monthly subscription package plan which can be customized
to include various services.

2018

2019

2020 Q1

In service at over 1,000 service locations
in EU

Accelerate global expansion to
Middle East, Americas, Asia and Japan

C

Mobility
Solutions

B

Tire Centric
SolutionsA

Tire & Rubber

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Create and sell “value as system”
Business to provide new value through products,
tire related data and mobility related data

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Mobility Solutions

Fleet Solution

Combination of Tire x Tire data x Mobility datawith our unique algorithm generates Bridgestone’s unique solutions
Resilient business model : keeping approx.

Vehicle/operationdata

25% operating profit

Connecting to vehicle directly,
provide and control data of fleet operation.
Mobility data

Mobility Solution
Tire x Tire data x Mobility data

Tire/maintenance
data

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*Q2 2019 – Q1 2020, excludes M&A related cost

Tire Centric Solution
Tire x Tire data

⇒ contribute to increased safety, environment,
economics and productivity of fleets and drivers.

The most optimal products and services
for fleet operations and business conditions
customer by customer.

Analysis and control of tire data
through out entire tire life.

⇒ predict prevention of fleet operational trouble;
e.g. puncture and other accidents

Mobility Solutions

Fleet Solution

Maximize synergy with tire centric solutions,accelerate global business expansion of fleet management system which has big market potential.
■ Establish organization to maximize
synergy with tire data x mobility data
• Established Bridgestone Mobility Solution Business Unit
(EU- Netherland)• Synergy with 700 teammates in Webfleet Solutions■ Accelerate global business expansion –big market potential
Market penetration % of fleet management system:

15％

Global 14%
6%

Bridgestone Mobility Solutions Business Unit

30％
Own mobility solutions organization

Under planning

WEBFLEETEUWEBFLEETInternational

Tire centric
solutions

R&D・Engineering

9％

Data solution
and innovation

27％

14％
*Bridgestone analysis

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Mobility Solutions

Fleet Solution

Platform for ABC business value “Spiral up”• Feedback vehicle operation data as
customer touch point• Optimize whole value chain which
provides mobility solution system• Value proposition
using our unique algorithm to mobility(fleet management system etc.)
Wear prediction
model

C

Mobility
Solutions
Strengthen solutions service networkfor future mobility

B

Tire Centric
SolutionsTire monitoring system

Tire database platform

Subscription model

Retread tire mgt. system

Dealer matching system

Various tire centric solutions responding to customer needs

A

Speedy feedback to Dan-Totsu products development
Improve supply chain
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Tire & Rubber

Produce and sellinnovative Dan-Totsu products

Bridgestone’s solutions business - Global platform Center of Excellence（CoE）
Provide various solutions to society and customers,
supported by structured sustainable solutions business model
Tire monitoring system

Wear Prediction Model

New Material

Digital Simulation

Retread tire mgt. system

Unique Algorithm
Tire database platform

Technical Center（Rome, Italy）
Subscription model

Fleet Mgt. System

Tokyo - Kodaira Technical Center

Aircraft Solution
Collaboration with JAL
Collaboration with Microsoft

Global common solutions platform

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Dealer matching system

Technical Center（Akron, OH, U.S.）

Mining Solution
iTrack solutions Business

Customized solutions
by region / businessMobility solution

Aircraft solution

Aircraft data x tire wear prediction technology supports safety and peace of mind in aircraft operation
Japan Airlines and Bridgestone collaborate to improve Aircraft Maintenance Utilizing Tire Wear Prediction Technologies

SafetySupport safe aircrafts operation

Economics・ Productivity

Flight data

Data analysis

Environment

Planned tire replacement

Prediction/Proposal

Reduce tire and wheel inventories
Improve efficiency of aircraft maintenance programs

Reduce CO2 emissions
from manufacturing and in-use stages

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Launched date：May 2020
Target aircraft：Embraer E170 and E190 based in Osaka international airport (Itami)

Bridgestone’s solutions business - Solutions of Japan Tire BusinessJapan REP Tire Business :evolve to solutions company leveraging the strengths of wholesale business
October, 2020

From Bridgestone Tire Japan “BTJ” to Bridgestone Tire Solution Japan “BTSJ”■ Evolve into 2 business units : core business “wholesale business” and growth business “solutions business”• Core business “wholesale”  stronger- Leveraging Dan-Totsu brand power, products and sales network- Further strengthen Dan-Totsu business to “produce and sell” tires to improve profitability (E2E efficiency)• Growth business “solutions”  new establishment, development of Bridgestone T&DPaaS- Connect directly to end-customers and create sustainable solutions business with value-co-creation partners- Build Bridgestone’s unique business model■ Start from tire centric solutions toward mobility solutions “start in 2021”• Commercial-use : Provide subscription based solutions to fleets
•
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Consumer-use : Launch premium e-commerce platform including subscription model, Build CASE / MaaS solutions

New brand message
for evolution to a sustainable solutions company

Contributing to Society’s advancementwith Care, Confidence and Creativity

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Build our core competencies

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Build our core competencies

Bridgestone 3.0

Sustainability
DX / Technology
Innovation for Solutions
HRX※HRX: Human Resource Transformation

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Build our core competencies Bridgestone 3.0

Sustainability

Sustainability Report 2019-2020

Invitation to a wide range of stakeholders
to share our commitment to sustainability and join us in co-creation
Issue date: July 21, 2020

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•
•
•
•
•
•
•
•

“The Bridgestone Essence” and “Vision”
Global CEO Message
Mid-Long Term Business Strategy
Corporate Governance
Our Way to Serve
PeopleEnvironment
Management Fundamentals•••

Stakeholder Engagement
Bridgestone Group Awards 2020
ESG Data- Compliance, Fair Competition- Business Continuity (BCP), Risk Management- Human Rights, Labor Practices- Safety, Industrial Hygiene- Procurement- Quality and Customer ValueBuild our core competencies Bridgestone 3.0

DX / Technology: Bridgestone DX
Engineering Chain

Product Strategy

Product
Development

Material

Value Chain

Manufacturing

Provide Solutions

2nd New value creation
1st Start from visible value

Realization of “see, analyze, manage“

Procurement

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Contact toSociety & Customer

Supply Plan

Manufacturing

MarketLogistics

Sales
Service

Use

3R

Build our core competencies Bridgestone 3.0

DX / Technology: our unique simulation technology
エンジニアリングチェーン
Engineering
Chain

Real
Material test data, measured data

Material
素材

DigitalMaterial simulation

Design know-how, test data, measured data

Designingtechnology

Product
製品
Dev.
開発

Evaluation
technology

Tire performance simulation

Rubber and manufacturing data,
craftsperson skills

Customer data of tire and mobility

Mfg.

Contact tosociety &customer

Manufacturing simulation“Digital Twin” connecting to market

Material informatics
with AI

Solve the complexity ofrubber in micro-level

Tire model which can replicate
the complexity of rubber

System model adjusted for thecomplexity of rubber and tire

Value “spiral-up”
by feedback to development

Modeling the complexity of rubber
in each process

AI modelSimulation

Modeling the change of tires after usage“See, analyze and manage” the complexity of rubber x our unique simulation technology  Creation of new value
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Build our core competencies Bridgestone 3.0

Innovation for solutions

Tokyo-Kodaira renovation project: Global hub to realize value creation through innovation
Bridgestone Innovation Park
Bridgestone AHL Arena(Inclusive sports facility)

Starting with insights & empathy,
as an entrance to co-creation

B-Innovation

K50の概要リリースされ次第更新(Innovation center)
B-Mobility(Small test course)

Bridgestone
Innovation Gallery(Corporate museum)

September 15, 2020

Bridgestone
Innovation Gallery

Reopening following renovation*Formerly Bridgestone TODAY

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Build our core competencies Bridgestone 3.0

HRX

Bridgestone’s HRX to realize Mid-Long Term Business Strategy Framework■ Dramatic transformation of HR system  Make the most of human resources
・ Job-type assignment system, Job-matching system
・ Global leadership development
・ Workstyle reformation e.g.) Next-generation TQM activity theme: value creation through remote work

■ Establish solutions-oriented organization and system centered on Webfleet Solutions,strengthen recruiting and developing solutions experts
Full DS※1•

Associate DS•：AI / Algorithm Expert：Solution Field Engineer

Assistant DS

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Develop data scientists to lead solutions business
Digital experts in Bridgestone: approx. 540※2
Collaborate with new teammates
Digital experts in Webfleet Solutions / iTrack Solutions business: approx. 750※1 DS : Data Scientist※2 approx. 420 in Japan, 120 in US and Europe

Portfolio management from a new perspective
Restructure new business portfolio (Core business / Growth business / Businesses reform）⇒ Invest resources based a role and positioning of each business Core business (tire & rubber business) and Growth business (solutions business):
Investment criteria and evaluation criteria of its return,based on characteristics of each business
Growth Biz
Core Biz

Possibility of value creation and probability
Tight management of investment by business / category
Capacity of solid cash generation

 Clarified goal / action KPI and milestone Agile PDCA to achieve results
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Further communication

Continuous update of the strategy progress based on the Mid-Long Term Business Strategy Framework
Today-Part 1 - July 8, Whole picture of Mid-Long Term Business Strategy Framework■ Bridgestone 3.0 (Third Foundation)
To become a sustainable solutions company

Core business: Premium strategy

Growth business: Game-changer, new value creation

Build new core competencies: Sustainability, DX / Technology, Innovation, HRX- Part 2 - August 7, 2020 1st half financial results announcement■ 1st half financial results / full-year forecast(Newly disclosed information, linked with Mid-Long Term Business Strategy Framework)- Part 3 - September 15 Bridgestone Innovation Gallery■ Innovation for solutions, starting with empathy

Tokyo - Kodaira: Reopening following renovation of the former Bridgestone TODAY gallery- Quantitative results of strategy progress: by business, in addition to the results by region- Portfolio management: Allocation / reallocation of strategic resources

Growth business: Mining solution – announcement of revolutionary new productSustainability Report– Sustainability as a core of management –Core competencies: Whole picture of DX / Technology, Innovation
New innovation: diversified business and rubber actuator

February, 2021 Announcement of “Mid-term Business Plan”■ Mid-Term Business Plan, based on Mid-Long

term Business Strategy Framework

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Business plan to be strategically consistent on a global basis and to be executed steadily,considering volatile business environment. (shift from three-year business performance plan
to the overall target and implementation plan with Mid-Long term strategic KPIs)

Statements made in this presentation with respect to Bridgestone's current plans, estimates, strategies and beliefs and other statements that are nothistorical facts are forward-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 other materials 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, and therefore you should not place undue reliance onthem. 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