Mid Term Business Plan (2024-2026)
Planning process update 2

August 9, 2023

Member of the Board
Global CEO and Representative Executive Officer

Shu Ishibashi

2030 Long Term Strategic Aspiration: Strategic Map

2/21

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 of adapting to change

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

Complete laying foundations forpremium 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

By June 2023

Determine management issues one
by one: Clarify “what to do”
and ”what not to do”
Tackle past negative legacies squarely
without delay■ 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
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
3/21

Mid Term Business Plan (2024-2026): Planning process update◼ Discussed one by one a total of 130 issues covering global and the entire value chain, clarifying “what to do” and “what not to do”
Management issues: 85 items

Clarified role & responsibility of 45 new tire plants< Premium tire business >What to do Clarify strategic direction & drive execution by region, product type and category based on Bridgestone’s position in the industry,
profitability, mobility maturity, etc.
 Reinforce Dan-Totsu global R&D and manufacturing power, reinforce Dan-Totsu product power– Fundamentally refine product planning power.
 Reinforce production of ”New premium” ENLITEN (PS/LT/TB) and MASTERCORE (off-the-road tires for mining vehicles) Create value through fusion of ENLITEN X BCMA/ Visualize value creation through BCMA Shift to Green & Smart factories linked with the clarified role & responsibility of 45 plants
 Reinforce global supply chain management power– Reinforce global optimization by ensuring flexibility while keeping “local production for local sales” as our basic principle
 Approach premium & prestige OEs – Selectively approach premium OEMs and vehicles. Approach prestige OEMs and EVs.

What not to do Determine business one by one by region, product type and channel – Further reduce low profitable business by region, product type,commodity zones and channels.

< Solutions business >What to do

What not to do

4/21

 For passenger car tires: Reinforce retail & service solutions network (mainly in North America, Japan and Australia & New Zealand) For truck & bus tires: Reinforce tire-centric solutions business – Establish a circular business model
Reinforce retread and service solutions network (mainly in North America, Latin America and Japan)
 Build mobility tech business in North America

 Business with low synergy with premium tire business, low growth potential and low profitability• Subscription models & mobile van service for passenger car tires in Europe & N. America:
Shift focus to truck & bus tires to further enhance the mobility ecosystem, leveraging accumulated expertise• Businesses with low profitability - Retail & service solutions network for passenger car tires: Turn around retail business in Europe- Retread / service solutions for truck & bus tires: Retread in Europe, etc. – rebuild with limited scopeMid Term Business Plan (2024-2026)

Global × Regional strategy

1. Reinforce sustainable global premium tire business
N. America Europe
Passenger car / Truck & bus tires

L. America

Japan

Southeast Asia

2. Expand premium tire business in emerging
countries & growing markets

Australia
Middle East / N. Africa

Premiumleader strategy

Motorcycle tires

Premium
niche strategy

Tire-centric solutions business

Expand solutions around new premium “MASTERCORE”
Mining solutions

5/21

India

China

Build next generation solutions as a strategic
starting point to establish solutions business model
based on Dan-Totsu product poweretc.

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

Premium tire business

Aviation solutions

Premium
niche strategy

Passenger car tires

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

Tires for mining &construction
vehicles / aircraftPremiumleader strategy

Passenger car
tires
N. America

Japan

Retail & service
solutions network
Australia Thailand

Truck & bus
tires
N. America

RetreadTire maintenance
Service solutions
network

L. America

Japan Australia

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
Premiumtire

Tire-centric
solutions

Mobility
solutionsMid Term Business Plan (2024-2026)

Global × Regional strategy

1. Reinforce sustainable global premium tire business
N. America Europe
Passenger car / Truck & bus tires

L. America

Japan

Southeast Asia

2. Expand premium tire business in emerging
countries & growing markets

Australia
Middle East / N. Africa

Premiumleader strategy

Motorcycle tires

Premium
niche strategy

Tire-centric solutions business

Expand solutions around new premium “MASTERCORE”
Mining solutions

6/21

India

China

Build next generation solutions as a strategic
starting point to establish solutions business model
based on Dan-Totsu product poweretc.

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

Premium tire business

Aviation solutions

Premium
niche strategy

Passenger car tires

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

Tires for mining &construction
vehicles / aircraftPremiumleader strategy

Passenger car
tires
N. America

Japan

Retail & service
solutions network
Australia Thailand

Truck & bus
tires
N. America

RetreadTire maintenance
Service solutions
network

L. America

Japan Australia

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
Premiumtire

Tire-centric
solutions

Mobility
solutionsPremium tire business: Build global × regional strategy
Unique*PS: Passenger car tires, TB: Truck & bus tires,
OR: Off-the-road tires, AC: Aircraft tires,
AG: Agricultural tires, MC: Motorcycle tires

UniqueEurope Premium PS/TB

PS Premium tire:
Become a strong follower

China: Focus on premium PS
PS: Premium niche
Enhanced focus on premium

Aim for No. 1

No. 1

N. America Premium PS/TB
Reinforce business structure

Regain Dan-Totsu No. 1 position

Middle East & N. Africa
Premium PS/TB

No. 1

Aim for No. 1
S. Africa region: Focus on premium PS

India: Focus on premium PS

No. 1

Aim for No. 1
Australia & New ZealandPremium PS/TB

No. 1

Latin America Premium PS/TB

Vietnam Premium PS/TB

No. 1

OR / AC / Premium MC* “Dan-Totsu No. 1”, “No. 1” and “Unique” are displayed here as Bridgestone’s position in the market determined at its sole discretion
based on market share, brand awareness, price formation power, product power, sales foundation (channels) and business foundation.

OR: Ultra-large / Large / Small & Medium
Premium tire + Tire-centric solutions
7/21

AC: Premium tire +Starting point for solutions business model

Premium MC: Premium nichePremium tire business

Reinforce global R&D and manufacturing power as well as supply chain management power◼ Clarified role and responsibility of 45 new tire plants globally: Reinforce structure to “produce” premium products
Mid Term Business Plan
(2024-2026)

Passenger car
tires

Invest to reinforce production of premium products: Focused investment in 16 plants◼ Replace manufacturing equipment to produce existing premium (HRD* tires)◼ Reinforce production of ENLITEN, the “new premium in EV era”
- Create value through fusion with BCMA

9 plants

Truck & bus
tires

Tires for mining& construction
vehicles2 plants
Shimonoseki and Kitakyushu (Japan)*HRD: High rim diameter◼ Build a sourcing plan for each plant based on their role and responsibility,
and linked with BCMA
Reinforce global optimization by ensuring flexibility while keeping“local production for local sales” as the basic principle

5 plants
Amagi, Tochigi (Japan); Chonburi (Thailand);
Warren (U.S.); Stargard (Poland)Tosu, Hikone, Hofu (Japan); Nong Khae (Thailand); Wuxi (China);
Aiken (U.S.); Monterrey (Mexico); Burgos (Spain); Poznan (Poland)◼ Reinforce production of “new premium” MASTERCORE◼ Reinforce production of ENLITEN, the “new premiumin circular business era” (linked with retread)In
common◼ Shift to Green & Smart factories
Smart: Link with productivity improvement initiatives
Green: Link with reduction of energy Gentan-i**energy Gentan-i: energy consumption per unit

Build new global optimum SCM*
– Next stage –Reinforce Japan’s R&D and manufacturing leadershipJapan & Asia: Enhance “premium” production power as our core of manufacturing, make global contribution
8/21*SCM: Supply Chain Management

Bridgestone’s base technology for “products”“New premium”

Base technology to “produce” Dan-Totsu products customized to desired performanceby being attentive to and deeply understanding customers and markets and/or toperformance that creates unique value

BCMA
FusionCreation of
corporate value
Reinforcement of
earning power

Value creation

Increase priceImprove position(value creation)

Improve sales mix

Gaining competitive
advantage(Increase price,
reduce business cost)

Gen2

UP

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

DOWN
Simplification

Reducebusiness cost

Conventional

Improve product power－Generate customer delight

Differentiation

Reduce cost ＋
Reduce environmental
impact9/21“New premium”① Expand base performance (Conventional → Gen1→ Gen2)② Elevate all conventional performances, and largely evolve
environmental performance and/or performance that not only
meet the needs & wants of specific market/customers but
further inspires them (=”sharpen edge”)

Ultimatecustomization(social & customer value)

FusionBase technology for
product design

Base technology for
manufacturing and R&D

BCMA◼ Expand performance
spider chart◼ Sharpen “edge”

Gen1
Conventional

Tire performance
spider chart

FusionReduce cost－Simplification

Performances that do
not necessarily
contribute tocustomer delight will
only improve slightly

Customization

Module３

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

Module２◼ Simplification － Enable cost reduction in development
and production◼ Simplification － Improve agility (development, production)

Module１

Customize performanceflexibly & agilely permarket/customer
Simplification

Improve efficiency fordevelopment and supply
chain, and reduce cost by
sharing modules between
products

Premium tire business: Reinforce global R&D and manufacturing power“New premium in EV era” ENLITEN (passenger car tires)– Value creation through “ultimate customization” – Thinner, rounder, lighter –◼ Reinforce product planning power to maximize leverage of
ENLITEN technology
1. New product born from product planning creating new value
N. America(Launched May 2023)

Product planning that enabled significant improvement in
performance providing new value that markets & customers may nothave even imagined (inspire)◼ Development & launch of Bridgestone’s 1st EV specialized productequipped with ENLITEN technology in half the lead time than normal◼ Planned product optimal for EVs through customer interviews in theWest Coast (California, etc.) where the shift to EVs is advancing, andcooperation with EV OEMs & retail channels for REP◼ Significant improvement in wear resistance to overcome the issue ofpremature wear due to the high load & high torque of EVs:
+ Approx. 50% vs. Bridgestone’s conventional product◼ Sustainability: Achieved MCN*50% *MCN: Material circularity number (recycled & renewable material ratio)*OE: Tires on new vehicles / REP: Tires for replacement◼ Expand products equipped with ENLITEN from OE* to REP
Expansion of OE fitment

Europe(Launched Jan. 2023)

Product planning predicting the market’s potential needs & wants◼ Significant improvement in wear resistance anticipating the accelerating shift to EVs◼ Improvement in WET performance in response to European market needs

Earned high ratings in magazine rankings: No. 2 in Auto Bild SUV summer tires**225/65R17

Improved price position: Approx. 5% vs. Bridgestone conventional product57

Non-EV
EV

45
27

36

29

20
7
2021

21

16
2022

2023 1H

2026

Expansion to replacement tires

Improved price position: Approx. 5% vs. Bridgestone conventional product2. New product born from accompanying customers and predicting their needs① Reinforce approach to EVs:
Carefully watch EV market trend by region② Reinforce approach to premium &prestige OEs (in Japan/Europe/U.S./China)

Number of car models with
ENLITEN OE fitment (global)

Launch of 60
products equippedwith ENLITEN (cumulative total)
50
ENLITEN equipment %40(Global)30

Approx.
80

20 products
Approx. 25%
Approx.

10 products
Approx. 5%
Approx.

20

50 products
60

Approx.

7040%
20

10
0

2022

2023

(Projection)

2024(Projection)

2026(Projection)

0

Realize “ultimate customization” through ENLITEN, the base technology for product design. Sharpen “edge” in product performance
10/21

Premium tire business: Reinforce global R&D and manufacturing power

BCMA: Initiatives to reduce business cost

◼ Mid Term Business Plan (2024-2026): Start visualization of quantitative benefits and contribution to profit◼ Improve efficiency of production & development: Start by reducing business cost during the Mid Term Business Plan (2024-2026) period
1

Improvement of production efficiency :Simplify each production process through reducing number ofchange over by product through module sharing→ Improve productivity and reduce production cost2

Improvement of efficiency and speed up development:
Improve development efficiency through product design with module sharing.
Plan & develop products responding to customers’ needs and wants agilely.
→ Shorten development period and reduce development cost

Begin by reaping benefits in production & development ⇒ Aim to spread benefits across the value chain◼ Improve efficiency
by consolidating modules
2023

Japan
EuropeN. America

Mid Term Business Plan
(2024-2026)< Draft >30-40

5 modules

30-40

6 modules

products
products

10-20

products

4 modules◼ BCMA linked with the clarified role & responsibility of 45 new tire plants
To support the difficult manufacturing of “new premium” ENLITEN, generate BCMA benefit adapted
to the role, responsibility and manufacturing capability of each plant• Plants with challenges in manufacturing capability and flexibility(mainly Bridgestone WEST - Europe & Americas-):Prioritize reinforcing flexibility and build foundation to generate benefits of BCMA
• Plants with high manufacturing capability (mainly Bridgestone EAST - Japan & Asia -):Aim to reduce both workload at production sites and cost compared to current conditions throughimproved efficiency by BCMA

Aim to evolve global supply chain management linked with cost reduction in each plant
through BCMA
• Review optimal “local production for local sales” ratio on a global scale

Set a model plant and begin initiatives to visualize value creation of BCMA according to role & responsibility and characteristics of each plant.
Realize agility increase in product planning & development and drive initiatives to create new value to support the “ultimate customization”
through improvement of production & development efficiency
11/21

Premium tire business: Reinforce global R&D and manufacturing power

Process update on Green & Smart factories◼ Mid Term Business Plan (2024-2026) :Shift to Green & Smart factories linked with the clarified role & responsibility of 45 new tire plants
Smart: Make linkage with productivity increase initiatives / Green: Make linkage with energy Gentan-i* reduction initiatives*energy Gentan-i: energy consumption per unit

① Clarify role and responsibility of 45 new tire plants globally (by June 2023)
Visualize Green & Smart power

Productivity

Green axis

Americas
EuropeVisualize manufacturing capability

Bridgestone WEST
- Europe & Americas -Bridgestone EAST
- Japan & Asia -◼ Determine KPIs by plant based on the clarified
role & responsibility of 45 plants• Smart power: Productivity improvement• Green power: Energy Gentan-i◼ Determine investment direction

Asia

Bridgestone WEST - Europe & Americas Prioritize reinforcing flexibility and build foundation to
generate benefits of BCMA
Continue reinforcing Green & Smart power

Japan

Smart axis

Flexibility

Bridgestone WEST - Europe & Americas - :High Green & Smart power, but challenges in manufacturing capability, especially in flexibility
Bridgestone EAST - Japan & Asia - :Relatively low Green & Smart power but high manufacturing capability based on strong operational
excellence, and contribute to global premium tire production as the core of manufacturing

12/21② Determine KPIs & investment direction
toward shift to Green & Smart factories (by Sept 2023)

Bridgestone EAST - Japan & Asia Linked with improving efficiency through BCMA,
succeed & reinforce strong operational excellence
by leveraging digital through reinforcing Smart power
Also steadily improve Green powerMid Term Business Plan (2024-2026)

Global × Regional strategy

1. Reinforce sustainable global premium tire business
N. America Europe
Passenger car / Truck & bus tires

L. America

Japan

Southeast Asia

2. Expand premium tire business in emerging
countries & growing markets

Australia
Middle East / N. Africa

Premiumleader strategy

Motorcycle tires

Premium
niche strategy

Tire-centric solutions business

Expand solutions around new premium “MASTERCORE”
Mining solutions

13/21

India

China

Build next generation solutions as a strategic
starting point to establish solutions business model
based on Dan-Totsu product poweretc.

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

Premium tire business

Aviation solutions

Premium
niche strategy

Passenger car tires

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

Tires for mining &construction
vehicles / aircraftPremiumleader strategy

Passenger car
tires
N. America

Japan

Retail & service
solutions network
Australia Thailand

Truck & bus
tires
N. America

RetreadTire maintenance
Service solutions
network

L. America

Japan Australia

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
Premiumtire

Tire-centric
solutions

Mobility
solutionsExpand tire-centric solutions business mainly in mature countries

Expand Retail & service solutions network for passenger car tires:
Build global x regional strategy
Japan

Restructure & reinforce- Reinforce family channel⇒ B-select + E-Commerce

B-select (passenger car tires) stores:
2023: Approx. 700 → 2026: Approx. 1,000

Europe Rebuild- Restructure wholesale sites → Shift to retail

Thailand Rebuild equity store structure⇒Reinforce family channel
Equity stores: Approx. 100
Franchise stores: Approx. 200

Reinforce & expand
Reinforce
Rebuild & reinforce
Rebuild (limited areas)

14/21

Reinforce & expand
N. America equity stores

Australia & New Zealand

Approx. 2,200 equity stores⇒ Further reinforce & expand
Develop & launch a new store
format equipped with alab/innovation hub
Evolve retail business throughReal x Digital- Real: Rollout new store format
2023: Approx. 10 sites→ 2025: Approx. 50 sites- Digital: Business system DX

Reinforce equity & family channels
Family channel stores - 2023: Approx. 530 → 2026: Approx. 580
Enhance mobile van service - 2023: Approx. 200 vehicles → 2026: Approx. 250 vehicles

etc.

Expand tire-centric solutions business mainly in mature countries

Retread: Build global x regional strategy
EuropeRebuild (limited areas)Japan
Mid Term Business Plan (2021-2023):
Invest to reinforce production- Reinforce retread linked with “TPP” solution*TPP: Solution service for truck & bus including
tires, retread and maintenanceN. America
Mid Term Business Plan (2021-2023):
Invest to reinforce production- Expand as the axis for Fleetcare- Take on challenge for multiple retread

Southeast Asia
Rebuild limited to certain areas& customers (Thailand)

Aim for No. 1
Latin America
Reinforce product power
for retread

Reinforce & expand
Reinforce
Rebuild & reinforce
Rebuild (limited areas)

15/21

Australia & New ZealandRebuildExpand tire-centric solutions business mainly in mature countries

Service solutions network for truck & bus tires: Build global x regional strategy

Japan
EuropeRebuild (limited areas)- Link with
Webfleet Solutions

Reinforce- Reinforce service network fortruck & bus tires linked with TPP- Expand B-Select (for truck & bus + light truck & bus)
2023: Approx. 400 sites → 2026: Approx. 550 sites- Develop solution engineers

Thailand Rebuild & reinforce
Reinforce approach to fleetsand enhance service network

N. America
Expand Fleetcare → Aim for No. 1 in mobility tech
Reinforce coordination between Azuga (N. America)
and Webfleet Solutions (Europe)Premiumtire+

Tire-centric
solutions+

Mobility
solutionsTarget: Transport and logistics fleets (long-haul),last mile delivery fleets,
maintenance service vehicles, etc.
Invest to reinforce service network:
Approx. 1,200 sites (for truck & bus + light truck & bus)

Reinforce & expand
Reinforce
Rebuild & reinforce
Rebuild (limited areas)

16/21

Australia & New ZealandReinforce

Reinforce approach to fleets with retread andenhance service network
Service network: Approx. 200 sites

Real x Digital:
Enhance capabilities for Fleetcare and EVs

Expand tire-centric solutions business mainly in mature countries

Solutions business: ”What not to do”◼ Review low profitability projects one by one by applying PDCA* cycle *Plan Do Check and Act
Europe
BtoC subscription model

BtoB subscription model: Rebuild⇒ Integrate into Fleetcare
Retail: Rebuild
Retread: Rebuild with limit scope
N. America

Asia & Pacific

Retread: Limit areas and customers- Australia & Thailand: Rebuild- Some regions: Withdrawal
17/21

BtoC subscription model &BtoC mobile van service⇒Consolidate to BtoB subscription &model for truck & bus tires to further
enhance the mobility ecosystem

Mid Term Business Plan (2024-2026)

Global × Regional strategy

1. Reinforce sustainable global premium tire business
N. America Europe
Passenger car / Truck & bus tires

L. America

Japan

Southeast Asia

2. Expand premium tire business in emerging
countries & growing markets

Australia
Middle East / N. Africa

Premiumleader strategy

Motorcycle tires

Premium
niche strategy

Tire-centric solutions business

Expand solutions around new premium “MASTERCORE”
Mining solutions

18/21

India

China

Build next generation solutions as a strategic
starting point to establish solutions business model
based on Dan-Totsu product poweretc.

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

Premium tire business

Aviation solutions

Premium
niche strategy

Passenger car tires

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

Tires for mining &construction
vehicles / aircraftPremiumleader strategy

Passenger car
tires
N. America

Japan

Retail & service
solutions network
Australia Thailand

Truck & bus
tires
N. America

RetreadTire maintenance
Service solutions
network

L. America

Japan Australia

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
Premiumtire

Tire-centric
solutions

Mobility
solutions

Enhance and expand Fleetcare to establish mobility tech business in N. America
EuropeBridgestone WEST
Scale up in N. America, where we have strong business foundations,placing Europe as a strategic starting point

N. America◼ Enhance and expand Fleetcare through reinforcement of coordination between Webfleet Solutions (Europe) and Azuga (N. America)⇒ Build Bridgestone’s mobility ecosystem◼ Create value EtoE understanding customers’ pain points – Real X Digital① Offer wide range of customer focused solutions to solve customers’ pain points
in one package- Coordinate with tire-centric solutions - Amplify value of Dan-Totsu products ••Premium tire
• Premium tire sales

Tire centric
solutions• Retread• Tire maintenance andpreventative maintenance• Tire related solutions(remote tire monitoring)

Mobility solutions• Fleet management• Location information monitoring(Incl. real-time monitoring)• Propose efficient operationand optimal routes• Visualize fuel consumption & CO2
emissions and propose improvement• Driver management• Enhance safe driving level(Linked with benefits for vehicle insurance)• Propose optimum EV model and
EV operation management

19/21

•

Tire & vehicle maintenance and preventative maintenance:
Tire pressure & temperature management, safe driving in bad road conditions, etc.
Improve energy-saving operations and transportation efficiency:
Propose efficient operations, optimal routes, etc.
Visualize fuel consumption & CO2 emissions, propose improvement, etc.

② Build data analytics capabilities which enable the centralized management ofmulti-brand vehicles and digital platforms utilizing cloud⇒ Contribute to customer’s operations through one-stop information provision
for OEMs and fleets③ Link with service solutions network for truck & bus tires (approx. 1,200 sites) in N. America- Strengthen Real x Digital channel network: Create customer value- Couple with partner’s truck stop network (co-creation with Pilot Company)◼ Respond to the shift to EVs - Support fleet electrification① Enhance service solutions network’s capability for EVs② Support fleet electrification with one-stop service• Make optimal EV proposal through vehicle data analysis• Propose optimal operation during EV use: EV operation management, charging solutions, etc.

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 capableof adapting to change

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

Complete laying foundations forpremium 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
20/21

Communication plan

21/21

November 10, 2023 (Fri) (Plan)

March 1, 2024 (Fri) (Plan)■ Mid Term Business Plan (2024-2026)
Planning Process Update 3■ 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

22/21