Sustainability Report 2020–2021About this ReportContentsBridgestone at a Glance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4Bridgestone’s Past and Future . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5–6Our Way to Serve . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7–8Global CEO Commitment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9–12Realization of Mid-Long Term Business Strategy with Sustainability as its Core . . . . . . . . . . . . . . . . . . . . . . . . . . 13–44Topic: Mid-Long Term Environmental Contribution . . . . . . 45-50Build Trust to Propagate Value Co-creation . . . . . . . . . . . . . . 51–60Management Fundamentals for Value Creation . . . . . . . . . . 61–72 Compliance, Fair Competition . . . . . . . . . . . . . . . . . . . . . . . . . 63–64 Human Rights, Labor Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67 Safety, Industrial Hygiene . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68 Procurement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Topic: Sustainable Procurement of Natural Rubber . . . 70–71 Quality and Customer Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72Corporate Governance (Roundtable with Independent Directors) . . . . . . . . . . . . . 73–78Stakeholder Engagement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79ESG Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80–82This report covers the initiatives of the Bridgestone Group, which includes subsidiaries and affiliates around the world . Throughout this report, Bridgestone or the “Company” refers to the Bridgestone Corporation, while “the Bridgestone Group,” or “the Group” refers to all group companies . Bridgestone Corporation is the parent company of the Bridgestone Group, which includes the following Strategic Business Units (SBUs) .• Bridgestone Americas (BSAM) including the United States, Canada, Latin America, the Caribbean and Liberia; • Bridgestone Europe, Russia, Middle East, India, and Africa (BSEMIA); • Bridgestone Japan (BSJP) including Japan Tire, Diversified Products Solutions Business and Sports/Cycles Business .This report primarily covers the 2020 calendar year, with some additional information from late 2019, early 2021 and beyond according to the content of our Mid-Long Term Business Strategy . In preparing the report, the Bridgestone Group referenced the Reporting Principles and Disclosures of the Global Reporting Initiative (GRI) Standards, as well as the International Integrated Reporting Framework of the Value Reporting Foundation . Additional information is available on the sustainability website .Business Continuity (BCP), Risk Management . . . . . . . . 65–66 • Bridgestone China Asia Pacific (BSCAP);3 | About this ReportSustainability Report 2020–2021GROWTH BUSINESS (SOLUTIONS BUSINESS)• Tire-centric solutions: Business to provide added value to products through product and tire related data;2020 TIRE PRODUCTION VOLUME (TONNAGE OF RUBBER) 1,61.45 Million TonnesBridgestone at a GlanceBridgestone, founded in 1931, is the world’s leading tire and rubber company .Major Products and Operations Bridgestone Group’s main businesses include:CORE BUSINESS (TIRE BUSINESS)• Tires and tubes for passenger cars, trucks, buses, aircraft, construction and off-road mining vehicles, industrial and agricultural machinery, motorcycles, scooters and other vehicles;• Automotive parts, automotive maintenance and repair services, raw materials for tires and other products;• Mobility solutions: Business to provide new value through products, tire-related and mobility-related data;DIVERSIFIED PRODUCTS BUSINESS • Chemical and industrial products: Antivibration and noise-insulating materials, polyurethane foam products, electro-materials, industrial rubber products, building materials, belts, hoses and others;• BSAM Diversified Products: A business under Bridgestone Americas, Inc .;• Sporting goods: Golf balls, golf clubs, golf wear and others;• Bicycles: Bicycles, other bicycle goods and others;OTHERS• Finance and others .MANUFACTURING LOCATIONS WITH ISO CERTIFICATIONISO 9001 Certified1,2ISO 14001 Certified1,3100%98%2020 CONSOLIDATED NET SALES12,994.5 Billion JPY / 28.93 Billion4 USD83% Tires17% Others528% Japan32% The Americas19% Europe, Russia, Middle East, India & Africa21% China, Asia Pacific2020 SALES BY MARKET 1,6More than 150 Countries24% Japan45% The Americas18% Europe, Russia, Middle East, India & Africa13% China, Asia PacificEMPLOYEES 1,6138,036 Total21% Japan39% The Americas16% Europe, Russia, Middle East, India & Africa24% China, Asia Pacific1 As of December 31, 2020 .2 151 sites are targeted for ISO 9001 certification/151 sites are certified (100%) . The Bridgestone Group requires all manufacturing locations in which it has 50% or more share ratio to achieve ISO 9001 certification .3 153 sites are targeted for ISO 14001 certification/150 sites are certified (98%) . The Bridgestone Group requires all manufacturing locations with 50 employees or more to achieve ISO 14001 certification .4 Based on the 103 .5 JPY to USD$1 .00, the approximate year-end rate .5 Includes the Company’s Diversified Products, BSAM-diversified products, sporting goods, bicycles and other products .6 Approximate percentage .4 | Bridgestone at a GlanceSustainability Report 2020–2021HistoryBridgestone’s Past and FutureMISSIONServing Society with Superior QualityBridgestone, founded in 1931, has grown into a global tire and solutions company . It has done so through ceaseless efforts and strategic measures, including mergers and acquisitions . In 1968, the corporate motto (Mission), “Serving Society with Superior Quality,” was created . In 2011, Bridgestone redefined the Bridgestone Essence so all employees around the world follow common values . Today, the Bridgestone Group’s Mission and Foundational Framework (including the Bridgestone Essence; Safety, Quality and Environmental mission statements; and its Global CSR commitment, Our Way to Serve introduced in 2017), remains unchanged and continues to guide the business forward .1931 – Bridgestone 1.0FoundationMANAGEMENT• Founder’s charismatic managementCORPORATE PHILOSOPHY• Bridgestone’s DNA1988 – Bridgestone 2.0A Global CompanyMERGER WITH FIRESTONE TIRE & RUBBER COMPANY IN US (1988)MANAGEMENT• Global management Team• Global Executive Committee (Global EXCO) started in 2013CORPORATE PHILOSOPHY• Evolved with changing times and business expectations1968 Corporate Motto (Mission)1968 The Deming Prize2011 Refined the Bridgestone Essence2012 Safety Mission Statement 2015 Quality Mission Statement 2011 Environmental Mission StatementBUSINESS• Globalization20171988 MergerBasic typeF ShieldFirestone Brand Logotype (Width =100mm)• Started solutions business in preparation for Bridgestone 3 .0PANTONE 186CM100 / Y1002007 Merger2019 Merger5 | History | Bridgestone’s Past and Future2012 Bridgestone Corporation. All rights reserved.Ver. 1.0 Dec 20, 2012Sustainability Report 2020–2021VISIONToward 2050, Bridgestone continues to provide social value and customer value as a sustainable solutions companyAs the Bridgestone Group looks forward to its 100th anniversary in 2031 as a milestone for its progress, it will continue to provide social and customer value through 2050 and beyond . “Serving Society with Superior Quality,” its Mission within the Bridgestone Essence, remains a crucial foundation in fulfilling the Group’s vision for the future .2020 – Bridgestone 3.0A Sustainable Solutions CompanySUSTAINABILITY• Introduced Mid-Long Term Business Strategy that places sustainability at the core of management and business (2020)• Introduced Sustainability Framework (2020)SustainabilityBusiness Build trust to propagatevalue co-creationManagement Fundamentals for value creationBRIDGESTONE T&DPaaS• A unique solutions business platform • Introduced Mid Term Business Plan (2021)6 | History | Bridgestone’s Past and FutureSustainability Report 2020–2021Our Compass for Realizing a Sustainable SocietyContinue “Serving Society with Superior Quality”In 2017, the Bridgestone Group redefined its global corporate social responsibility (CSR) commitment, Our Way to Serve . This commitment is closely linked to the Group’s mission of “Serving Society with Superior Quality” and reflects the recognition that the best companies not only perform for their shareholders, but also contribute to a better world . Our Way to Serve inspires employees of the Bridgestone Group to continue to do great work by doing good for the world . It serves as a compass, organizing the Group’s efforts under the three Priority Areas of Mobility, People and Environment . Along with these Priority Areas, the Group continues to strengthen its governance and compliance and exhibits the behaviors expected of any responsible company through its Management Fundamentals . The Management Fundamentals exemplify the Group’s commitment to leadership in the six major areas of Compliance and Fair Competition, Business Continuity (BCP) and Risk Management, Human Rights and Labor Practices, Safety and Industrial Hygiene, Procurement, and Quality and Customer Value .Through Our Way to Serve, the Bridgestone Group leverages its strengths and competencies, which include thousands of teammates worldwide, a global network, industry leadership and a history of innovation, to improve the way people move, live, work and play .To realize its vision and the Mid-Long Term Business Strategy, the Group continues to prioritize Our Way to Serve in all that it does . Guided by Our Way to Serve, the Group is integrating sustainability into its culture, business strategy and operations . A recent employee survey showed that 97% of those who responded are aware of Our Way to Serve1 .Contributing to the SDGs to solve global challengesThe United Nations Sustainable Development Goals (SDGs) outlines a global agenda to tackle the world’s most pressing social, environmental and economic challenges by 2030 to realize a sustainable society . As society continues to transform itself in pursuit of these common global goals, the Group will further its contributions to society as a sustainable Aspiratio n s & D r e a msEngage m etn1 16,675 teammates responded to the online survey . (Respondents are those teammates who have email addresses and most are managers and staff .)7 | Our Way to Serve | Our Compass for Realizing a Sustainable SocietySustainability Report 2020–2021company in line with the SDGs . It will leverage its strengths and competencies to help address the challenges facing the world . The COVID-19 pandemic exposed the vulnerability of society and forced everyone to reconsider almost every aspect of daily life . It reminds people of the challenges to achieving the SDGs, and also represents a turning point in the transformation of society to achieve the SDGs by 2030 .Striving toward living well within planetary boundaries, the Group contributes to the achievement of 13 of the 17 SDGs through all corporate activities and across its entire value chain, focusing on the three key areas of Our Way to Serve: Mobility, People and Environment . The SDGs identified by the Group are also aligned with the Tire Sector SDG Roadmap developed by the World Business Council for Sustainable Development’s (WBCSD) Tire Industry Project (TIP) . The Roadmap offers a framework for action that outlines impactful pathways for the entire sector to contribute to the ambitions of SDGs . It also aims to guide, inform and support decision-making along the value chain, encourage stakeholder dialogue and inspire action-oriented initiatives among industry peers and beyond . As co-chair of the TIP Working Group, the Bridgestone Group was an active contributor to the development of the Roadmap and participated in the consultation process with a range of global stakeholders from industry associations, NGOs and subject matter experts . Major contributions of the Bridgestone Group• Improve accessibility through the development of tires and curbs that contribute to barrier-free bus transport (11 .2)• Provide a resilient infrastructure through seismic isolation bearings (11 .5)• Improve resource productivity and waste reduction throughout total tire life by increasing the use of retread tires (12 .2, 12 .4, 12 .5)• Expand and diversify use of renewable materials (12 .2)• Disclose sustainability related information (12 .6, 12 .8)• Expand programs towards carbon neutrality (13 .1, 13 .2, 13 .3)• Support disaster management initiatives of communities against natural disasters (13 .1)• Continue drive toward zero-deforestation in supply chain and forest restoration initiatives (15 .2, 15 .5)• Strengthen biodiversity conservation efforts (15 .1, 15 .5)• Execute Code of Conduct that covers a broad range of ethics and compliance topics, including anti-corruption and anti-bribery (16 .5)• Promote open innovation to address social issues (17 .6)• Offer tire safety checks and education around the world (3 .6)• Support the provision of health services and health check-ups for communities (3 .8)• Provide school facilities to children with limited educational opportunities and vocational training programs (4 .1, 4 .4, 4 .5)• Promote diversity and inclusion in line with the Group’s Global Human Rights Policy (5 .5)• Execute water stewardship plan, reducing water withdrawal per unit at manufacturing facilities (6 .4)• Enhance renewable electricity ratio (7 .2)• Introduce lower rolling resistance tires for better fuel economy (7 .3)processes (7 .3)• Improve energy efficiency in manufacturing • Increase resource productivity (8 .4)• Promote natural rubber sustainability (8 .4, 8 .6, 8 .7, 8 .8)• Explore recycle business, and expand programs towards a circular economy (9 .4)• Provide tire-centric solutions and mobility solutions (9 .5)8 | Our Way to Serve | Our Compass for Realizing a Sustainable SocietySustainability Report 2020–2021Global CEO CommitmentCreating Social and Customer ValueAs Bridgestone celebrates the 90th anniversary of its founding in 2021, we are guided by our unchanging mission of “Serving Society with Superior Quality” and will continue to evolve to achieve our vision of “Toward 2050, Bridgestone continues to provide social value and customer value as a sustainable solutions company .” By doing so, we will continue to support the mobility and movement of people and objects, and contribute to the realization of a sustainable society .The Group’s Mission is based on founder Shojiro Ishibashi’s business philosophy embodied in his words, “I am convinced that a simple profit-seeking business will never thrive, but a business that contributes to its society and country will be forever profitable .” This belief and our Mission also are in line with the current notion of sustainability . Today, our Mission is becoming more important than ever . The society around us is in the midst of major changes, including international relations, the economy and technological innovation, and the pace of these changes is accelerating year by year . Mobility, especially with regard to automobiles, is undergoing a “once in a century” fundamental transformation, as is represented by concepts such as MaaS1 and CASE2 . Furthermore, the impact of the COVID-19 pandemic, which continues from 2020, not only brings about major changes in our lives and economies, but also has shown that the critical challenges the world faces — climate emergency, loss of nature and growing inequality — are interconnected . Society as a whole must work toward the realization of a sustainable society so that all people can continue living well within planetary boundaries . Since its establishment in 1931, the Bridgestone Group has been expanding and evolving its business from Japan to Asia and globally, from tires to diversified products that support lives and industries, and now to solutions . The Group has evolved to meet the changing needs of society and continue supporting the safe and secure mobility and lifestyles of individuals in each era .Looking ahead, the Group will continue to evolve to support society and each individual . Through our business activities, and the technologies and innovations that support them, we will provide value to our customers . We also strive to create social value to further contribute to the realization of a 1 MaaS (Mobility as a Service)2 CASE (Connected, Autonomous, Shared, Electric)9 | Global CEO Commitment | Creating Social and Customer Valuesustainable society . The Group also will carry out a wide range of social contribution activities around the world beyond our business domains, to continue fulfilling our responsibility to future generations as a global leader in the industry . In particular, with regard to the United Nations Sustainable Development Goals (SDGs), we have identified 13 of the 17 goals that the Group will focus on, and will actively contribute to the achievement of these SDGs by 2030 . We believe that it is the role and responsibility of our Group to anticipate changes in society, turn them into opportunities, and contribute to the realization of a sustainable society through our business and social contribution activities .Evolution toward a sustainable solutions company: Bridgestone 3.0 JourneyIn 2020, the Bridgestone Group embarked on a new chapter Sustainability Report 2020–2021in its history with a new vision: “Toward 2050, Bridgestone continues to provide social value and customer value as a sustainable solutions company .” developing our current growth business into a core business, and our exploratory businesses into growth businesses . New exploratory businesses will also be born . Following the Group’s founding in 1931, and our “second foundation” in 1988 with the merger of Bridgestone and the Firestone Tire & Rubber Company, we positioned 2020 as our “Third Foundation” and the first year of Bridgestone 3 .0 . The Mid-Long Term Business Strategy was formulated to realize our new vision . The Mid-Long Term Business Strategy places sustainability at the core of management and business, and aims to serve society by creating social and customer value while gaining a competitive advantage, by evolving into a solutions company that leverages the strengths of our tire and rubber business . This February, we announced our Mid Term Business Plan as a concrete execution plan for 2021 to 2023 . In line with this plan, we will drive our Mid-Long Term Business Strategy from framework to execution with an aggressive approach and challenging spirit . The base of our strategy is building a unique business model . By further strengthening our core tire business and leveraging its advantages to globally expand our solutions business, which we call our growth business, we aim to amplify the value of these two businesses . Furthermore, to ensure our evolution into a sustainable solutions company, we have established a new business portfolio . To sustainably grow toward the future, we have added on exploratory business, in addition to our existing core and growth businesses . We have started with exploring the recycle business and the soft-robotics business, both areas where Bridgestone can leverage its core competencies, such as mastering rubber .The components of our core, growth, and exploratory businesses are not fixed . We will evolve our business portfolio to meet the changing needs of society and our customers, In conjunction with our business activities, we are also accelerating our environmental initiatives and other activities to contribute to the achievement of the SDGs . Traditionally, the Group has continued to contribute to the improvement of resource productivity and the reduction of CO2 emissions in our “produce and sell” tire business, and our solutions business, which provides value at the time of product “use .” Looking ahead, we look to commercialize the recycle business to “renew” end-of-life tires to rubber and raw materials . By 2030, we aim to construct a circular economy where business value such as revenue and profits are sustainably generated and circulated, linked with efforts toward resource circulation and achieving carbon neutrality, across all of our “produce and sell,” ”provide value at use” and “renew” business areas . The other exploratory business, soft-robotics, is a new attempt in the Group’s diversified business, designed to support mobility and lifestyles that prioritize safety and peace of mind . The soft-robotics business utilizes soft-robots that work harmoniously with people to respond to social and customer issues such as work automation and need for contactless interactions . By leveraging Bridgestone’s core competencies such as know-how and technologies in mastering rubber and mastering contact, we will continue to explore new areas to ensure sustainable growth .In this way, through the support of the mobility and movement of people and objects, we aim to realize our Sustainability Business Framework that pursues a win-win-win situation among society, our customers and Bridgestone . Bridgestone will empathize with society and customers, and collaborate with various partners for innovation and co-10 | Global CEO Commitment | Creating Social and Customer ValueSustainability Report 2020–2021Global CEO CommitmentCreating Social and Customer Valuecreation of value to empower our journey . We are redeveloping our Technical Center in Kodaira, Tokyo, to establish the Bridgestone Innovation Park, a global hub for innovation and co-creation . In addition to the Bridgestone Innovation Gallery opened in 2020, which introduces the Group’s history and innovation initiatives, B-Innovation, an innovation center, and B-Mobility, a small-scale test course, are planned to be completed at the end of this year . We also will enhance coordination among the Group’s innovation centers around the world to reinforce co-creation and innovation on a global scale .Our Way to Serve: Improving the way people move, live, work and playTo contribute to the realization of a sustainable society, we also are working to solve social issues through various activities beyond our business activities . Our Way to Serve, introduced in 2017, guides the Group’s efforts in contributing to the realization of a sustainable society and embodies our strong commitment to fulfill our responsibility for the future . To improve the way people move, live, work and play, we are promoting various initiatives globally, focusing on three priority areas: Mobility, People and Environment . Our more than 140,000 teammates around the world commonly guided by our Mission and Our Way to Serve are engaged in their daily work .In the area of Mobility, we are enhancing mobility through advanced technologies and solutions, to make it smarter, safer and more accessible . We recognize that “tires carry life” is our fundamental principle and responsibility as a tire manufacturer . As such, we are engaged in promoting road safety by conducting education around the world .With regard to People, we are promoting various social contribution activities to support communities and enhance the way people live, learn and work . In regions around the world where Bridgestone is located, we are expanding education and training opportunities to support the learning of the next generation, supporting victims of natural disasters, working to prevent and lessen the impact of such disasters, and implementing health promotion programs and educational activities to promote healthier communities . Furthermore, the Group has formulated its Global Human Rights Policy and is promoting initiatives to address various issues related to basic human rights, while actively working on the development and promotion of diversified talent including the advancement of women . These spirits of diversity and inclusion, which aim to realize a society where people from different backgrounds can live and work together, are rooted in the Group’s culture as one of the foundations of our corporate philosophy, the Bridgestone Essence’s “Seijitsu-Kyocho” (Integrity and Teamwork) .As a Worldwide Olympic and Paralympic Partner, Bridgestone is proud to support the values associated with the Olympic and Paralympic Games, such as respect for diversity, global solidarity, and the creation of an inclusive society . Under the manifesto, “CHASE YOUR DREAM,” and through various activities together with local communities, the Group not only supports the challenges of athletes, but all those around the world who are chasing their dreams . Artist rendering of Bridgestone Innovation Park11 | Global CEO Commitment | Creating Social and Customer ValueSustainability Report 2020–2021In 2021, the Bridgestone Group joined The Valuable 500, an international movement committed to promoting the advancement of people with disabilities . The Valuable 500 and Bridgestone share the belief that people with different experiences, skills and perspectives can create new value for business and communities by working together . Taking this opportunity, we will further promote initiatives for diversity and inclusion, aiming to realize a society in which all people can live well with peace of mind . In the area of Environment, we are accelerating our ambition to decouple business growth from environmental impact and resource consumption, based on our “Long-Term Environmental Vision” for 2050, and the “Milestone 2030” mid-term environmental targets newly formulated in 2020 . In particular, over the past year, we have updated and clarified our targets for reducing CO2 emissions to work more aggressively toward becoming carbon neutral . Our goal is to reduce 50% of our CO2 emissions by 2030 compared to 2011, and to become carbon neutral by 2050 . We will continue to work toward the realization of a circular economy and achieving carbon neutrality to ensure a healthy environment for current and future generations .and Risk Management, Human Rights and Labor Practices, Safety and Industrial Hygiene, Procurement, and Quality and Customer Value . In addition, we will not only ensure thorough governance by keeping our promises and carrying them out, but also continuously evolve our Group’s governance in line with our business strategy, just as we evolve our business in line with the dynamic changes in society . The governance for co-creation also will become increasingly important, as we connect and actively collaborate with a wide variety of partners including yourselves . By building trust and deepening interaction with empathy, we hope to accelerate further value co-creation in the future .2021 marks the 90th anniversary of our founding and is an important milestone toward our 100th anniversary . It is also the second year of Bridgestone 3 .0, a year in which we must deliver results . Managing our business in line with our Mid Term Business Plan, we will continue to contribute to the realization of a sustainable society by providing social and customer value . We would like to invite all of our stakeholders, including customers, shareholders and business partners, to join us on this journey, and hope this report will be a start .Creating New Value: Building TrustAs a global company, we are building trust with society and our stakeholders by continuing to respond to society’s expectations and fulfilling our social responsibilities through business activities and social contribution activities . The Group prioritizes fundamental initiatives for six key themes: Compliance and Fair Competition, Business Continuity (BCP) 12 | Global CEO Commitment | Creating Social and Customer ValueShuichi IshibashiMember of the Board Global CEO and Representative Executive OfficerSustainability Report 2020–2021Realization of Mid-Long Term Business Strategy with Sustainability as its CoreThrough realization of its Mid-Long Term Business Strategy that places sustainability at the core of management and business, the Bridgestone Group aims to evolve into a solutions company leveraging the strengths of its tire and rubber business . Doing so, the Group will continue to serve society by creating social and customer value, and gain competitive advantage . It will drive its Mid-Long Term Business Strategy, from framework to execution, in line with its Mid Term Business Plan which details the Group’s initiatives through 2023 to achieve its goals, with an aggressive approach and challenging spirit .ContentsBridgestone Sustainability Journey . . . . . . . . 15–16Exploratory Business: Mid-Long Term Business Strategy . . . . . . . . . 17–18Outline of the Mid Term Business Plan: Realization of Sustainability Business Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19–20 Enablers for Start-ups . . . . . . . . . . . . . . . . . 37–38 Recycle Business . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Soft-Robotics Business . . . . . . . . . . . . . . . . . . . 40Financial Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41Bridgestone 3 .0 Journey toward Financial Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 422030 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21–22Topic: Strengthening the Financial Strategy Sustainability Business Model . . . . . . . . . . . . 23–24Foundation to Support the Mid Term Business Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Core Business: Rebuilding Earning Power . . . . . . . . . . . . . 25–28HR and Organizational Strategy . . . . . . . . . . . . . . 44Growth Business: Topic: Mid-Long Term Environmental Solutions Business Expansion . . . . . . . . . 29–30 Contribution:Retread . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31–32 Long-Term Environmental Vision Core & Growth Businesses: Four Categories for Execution . . . . . . . . . 33–34DX & Technology Innovation . . . . . . . . . . . . . . 35–36and Milestone 2030 . . . . . . . . . . . . . . . . . . . . . . . . 45 Contribution to Carbon Neutrality . . . . 46–48 Contribution to a Circular Economy . . . 49–50Realization of Mid-Long Term Business Strategy with Sustainability as its CoreBridgestone Sustainability JourneySocial issues, Customer issues, Change in external and social environmentGUIDING PRINCIPLESHOW TO ACCOMPLISH OUR VISIONThe Bridgestone Group is committed to the global realization of a sustainable society . By evolving into a sustainable solutions company and through all its corporate activities, the Group is taking steps to positively impact the journeys of its customers and society- at-large .Shojiro Ishibashi, founder of the Bridgestone Group, believed a business that contributes to society will be forever profitable . This belief directly links to the concept of sustainability . As the current business environment and society’s and customers’ needs rapidly change, this belief is becoming more important than ever .Serving society with superior quality . This statement was formalized as the Bridgestone Group’s mission in 1968 based on the philosophy of its founder, and has remained unchanged throughout the Group’s history . Introduced in 2017, Our Way to Serve is the compass for employees at all levels of the Bridgestone Group’s worldwide organization, as they incorporate the Group’s mission into their everyday responsibilities . The Group’s mission and Our Way to Serve, together with the Sustainability Framework, articulate the Group’s approach to sustainability, and are guiding principles as it strives to achieve sustainable growth with society, customers and partners by creating social and customer value .More information is available in this report: – Our Way to Serve: See pages 7–8 – Sustainability Framework: See pages 53-5415 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Bridgestone Sustainability JourneySustainability Report 2020–2021Continue to grow with society, customers and partners by creating, balancing and expanding social and customer valueGUIDING PRINCIPLESHOW TO ACCOMPLISH OUR VISIONThe Group marked 2020 as the first year of its third foundation — Bridgestone 3 .0 — and is implementing its Mid-Long Term Business Strategy with sustainability at its core to accomplish its vision of continuing to provide social and customer value as a sustainable solutions company toward 2050 . By incorporating sustainability into every aspect of its business, the Group is creating social and customer value and gaining competitive advantage . At the same time, it is building trust in collaboration with society, customers and partners . Concurrently, via its corporate governance and Management Fundamentals, the Group also is operating as a responsible business .Toward 2030 and beyond, the Group aims to realize its Sustainability Business Model that pursues a win-win-win situation among society, customers and the Group, while evolving its business portfolio to meet the changing needs of society and customersMore information is available in this report: – Mid-Long Term Business Strategy: See pages 17–18 – Portfolio: See pages 19–22 – Sustainability Business Model: See pages 23–2416 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Bridgestone Sustainability JourneySustainability Report 2020–2021Realization of Mid-Long Term Business Strategy with Sustainability as its CoreMid-Long Term Business Strategy“Serving Society with Superior Quality” has been and remains the Bridgestone Group’s mission since its founding . In 2020, the Group embarked on a new chapter, Bridgestone 3 .0 — its third foundation — to provide social and customer value as a sustainable solutions company toward 2050 . As a first step, the Group announced its Mid-Long Term Business Strategy with sustainability at its core . In developing its business strategy, the Group carefully assessed the internal and external business environment — considering social trends, mobility trends and the competitive landscape — to determine the impact of each on its business . The Group then formulated a strategy to turn change into opportunity . The changes the Group considered, and its response to each, include:17 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Mid-Long Term Business StrategySustainability Report 2020–2021The Group’s growth strategy with sustainability at its core is to achieve sustainable growth together with society, customers and partners through its unique solutions activities . The core of this business strategy comes to life through Bridgestone Tires and Diversified Products as a Solution (Bridgestone T&DPaaS), its unique solutions platform that supports society’s rapidly evolving mobility needs with Dan-Totsu products, services and networks . Building a unique business modelThe Group’s core tire business is the foundation of all its business strategies, and it will continue to produce and sell high-value-added Dan-Totsu products . As a growth business, the Group will create new “value” by utilizing tire data and mobility data, evolving it into a solutions business that sells “value .” The Group will strengthen its core tire business, and leverage its advantages to expand its solutions business, so that the value of each business amplifies and continues to “spiral up .” This is its unique business strategy .CHANGES IN THE EXTERNAL AND SOCIAL ENVIRONMENT• Unprecedented changes system to be more agile . Change management • Geopolitical risk Promote “glocal” management .• Climate change of management . Place sustainability at the core • Technology innovation and digital transformation Co-creation, innovation and promotion of (DX) Bridgestone DX .CHANGES IN MOBILITY• Acceleration of Mobility as a Service (MaaS) and Connected, Autonomous, Shared, Electric (CASE) Reinforce Dan-Totsu product strategy, taking into account sustainability and the evolution of mobility, expand tire-centric solutions and mobility solutions . CHANGES IN THE TIRE INDUSTRY• Profitability of the industry as a whole is deteriorating .• Still maintaining high profitability compared to analogous manufacturing industries .• Expansion of the gap among players in the industry .• Emerging competitors intensifying price erosion as more players enter the market .Building a unique business model18 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Mid-Long Term Business StrategySustainability Report 2020–2021Realization of Mid-Long Term Business Strategy with Sustainability as its CoreOutline of the Mid Term Business Plan: Realization of Sustainability Business FrameworkToward becoming a sustainable solutions company: Support the mobility and movement of people and objects, create social and customer value, and gain a competitive advantageUp to now, the Bridgestone Group has been contributing to the improvement of resource productivity and reduction of CO2 emissions through its tire and rubber business, which produces and sells products, and its solutions business, which provides value to customers during use .To further evolve into a sustainable solutions company, the Group will build a unique business model for the solutions business and promote the recycle business that renews tires to raw materials, thereby realizing resource circulation, CO2 reduction, a circular economy and carbon neutrality throughout its businesses . Realizing this Sustainability Business Framework through co-creation and innovation, and the Group will thus contribute to the United Nations SDGs and a sustainable society .20232021203019 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Outline of the Mid Term Business PlanSustainability Report 2020–2021Milestone in the Mid Term Business Plan (2021-2023) and toward 2030“Produce and sell” tire business / “value during use” solutions business: Reinforce & expand“Renew” recycle business: Start exploration“Produce and sell” tire business / “value during use” solutions business: Establish a unique business model“Renew” recycle business: Commercialize202120232030“Produce and sell” tire business / “value during use” solutions business / “Renew” recycle business: Sustainable reinvestment of value generated from each businessThe Group’s Mid Term Business Plan, which will be implemented over the three-year period from 2021 to 2023, clarifies specific goals and actions to realize the Sustainability Business Framework based on its Mid-Long Term Business Strategy . With a view to 2030, it will drive toward 2023 with an aggressive approach and a spirit aimed at challenging the status quo to evolve into a “strong” Bridgestone capable of adapting to change . At the end of 2023, the Group will be well on its way toward becoming a sustainable solutions company throughout its value chain .Promotion of the “produce and sell,” “value during use” and “renew” businessesBeginning in 2021, the Group is working to amplify and expand its value through the unique business model that links its tire business with its solutions business . In addition, it has begun the search for recycling technology that will renew tires used by customers into raw materials . By 2023, the final year of its current Mid Term Business Plan, the Group will be prepared to commercialize this recycle business .By 2030, the Group aims to establish a business model for all of its businesses, from produce and sell, value during use, and renew, and to link them to its sustainability activities, such as resource circulation and carbon neutrality, so that they continue to revolve like a wheel . The Group is advancing on its “Bridgestone 3 .0 Journey” toward achieving this goal .20 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Outline of the Mid Term Business PlanSustainability Report 2020–2021Realization of Mid-Long Term Business Strategy with Sustainability as its CoreOutline of the Mid Term Business Plan: Bridgestone 3 .0 Journey toward 2030Evolving into a “strong” Bridgestone toward becoming a sustainable solutions companyUnder the new Mid Term Business Plan, the Bridgestone Group will enter a stage of “aggressive approach” and set a new business portfolio, rebuild earning power and full-scale investment in strategic growth . To realize its Sustainability Business Framework and implement the Mid Term Business Plan, the Group has established a new business portfolio . To sustainably grow toward the future, it has added on exploratory businesses, in addition to its existing core tire business and solutions business, its growth business . The contents of the core, growth and exploratory businesses are not fixed . In the future, the solutions business will become the core business, the exploratory business will become the growth business, and new exploratory businesses will be created while the Group steadily grows and meets the changing needs and environment of society and customers, as it has done in the past . By evolving its business portfolio, the Group aims to become a sustainable solutions company .In the core business, the Group is rebuilding earning power . Through expense and cost structure reformation and implementing its premium business strategy, the Group is further strengthening its tire business . In its growth business, the Group is accelerating global expansion and development of solutions so they will evolve into core businesses by 2030 . In the exploratory business, the Group has started exploring the recycle business, essential to its Sustainability Business Framework, as well as the soft-robotics business where Bridgestone can utilize its core competencies, such as mastering rubber . To realize the Sustainability Business Framework and implement the Mid Term Business Plan, the Group is flexibly reallocating strategic resources generated by the rebuilding of its earning power to strategic growth investment . In 2023, the Group aims to achieve a revenue level of 3,300 billion JPY, an adjusted operating profit ratio of 13%, and a return on invested capital (ROIC) of 10% . Its ambition is to establish a resilient and highly profitable structure capable of adapting to changes .Toward realizing the Sustainability Business Framework, in line with Milestone 2030, its mid-term environmental goal, the Group will increase its use of recycled and renewable materials to 40% of its resources . In addition, it will work to reduce CO2 emissions by 50% (compared to a 2011 baseline) and contribute to reducing by more than five times the amount of its CO2 emissions across its value chain .For more details on the Mid Term Business Plan, please see the following pages .21 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Outline of the Mid Term Business PlanSustainability Report 2020–2021Bridgestone 3.0 Journey toward 2030 New business portfolio Create social and customer value, and gain competitive advantage22 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Outline of the Mid Term Business PlanSustainability Report 2020–2021Realization of Mid-Long Term Business Strategy with Sustainability as its CoreSustainability Business ModelRaw material procurement ~ ProductionSales (Products)Produce & SellRaw material procurement ~ ProductionProduce & Sell• Global Sustainable Procurement Policy• Guayule research, efforts for practical use• Promote circular design• Renewable energy usage• Management of water resources• Reduction of production loss• Promote smart factoryPromote circular designRenewable energy usage• Global Sustainable Procurement Policy• Guayule research, efforts for practical use••• Management of water resourcesReduction of production loss•Promote smart factory•••••Sales (products)• Respond to accelerating EV shift (OE approach)• Enhance and expand the use of fuel-efficient tires• Expand next-generation eco-friendly products• Enhance durable truck & bus and light truck tires that also prevent irregular wear to allow multiple retreadingRespond to accelerating EV shift (OE approach)Enhance and spread fuel-efficient tiresExpand next-generation eco-friendly productsEnhance durable truck & bus and light truck tires that also prevent irregular wear to allow multiple retreadingRenewRenewRenew• Waste to wealth• Turn waste to wealth• Explore recycle technology“Tire to Rubber” and “Tire to Raw Material” recycling technology that ensures high quality and less energy•• Explore recycle technology• Explore eco-systems and business models for commercialization• “Tire-to-Rubber and “Tire-to-Raw-Material” recycling technology that ensures high quality and less energy• Explore eco-systems and business models for commercializationRecycleRecycle1/4023 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Sustainability Business ModelUseSolution• Multiple retreading of durable case tires that also prevent irregular wear• Promote premium retread• Optimization of customer fleet operations• Wear/endurance prediction• Repair•SubscriptionSustainability Report 2020–2021UseUseSolutions• Multiple retreading of durable case tires that also prevent irregular wear• Promote premium retread• Optimization of customer fleet operations• Wear/endurance prediction• Repair• SubscriptionThe Bridgestone Group’s vision of becoming a sustainable solutions company is articulated in its Sustainability Business Model . By contributing to the achievement of specific United Nations SDGs, supporting the safe mobility and movement of people and objects, and creating social and customer value, the Group will create competitive advantage and a win-win-win situation among society, customers and Bridgestone .Already, the Group has realized tire-to-tire recycling, which is based on retreading, where the tread of the tire is replaced and the casing is reused . This is contributing to CO2 emissions reduction and resource circulation . In the future, it will create opportunities in the recirculation of tire-to-rubber and tire-to-raw material through its recycle business . In this way, the Group will contribute to CO2 reduction at all stages of its value chain, including manufacturing, the customer use stage, and recycling .This business model will only be successful through co-creation and innovation . Particularly in the area of mobility solutions, the Group will connect with customers and co-creation partners through its unique platform . To advance tire-to-rubber and tire-to-raw material solutions, the Group also will connect with a wide variety of customers, partners and other stakeholders through an open platform . In this way, while amplifying the value of tires throughout the value chain, the Bridgestone Group will evolve into a sustainable solutions company contributing to the realization of a sustainable society .24 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Sustainability Business ModelSustainability Report 2020–2021Realization of Mid-Long Term Business Strategy with Sustainability as its CoreCore Business: Rebuilding Earning PowerRebuilding earning power through expense and cost structure reformation, reinforcing premium business strategyIn its core tire business, the Bridgestone Group is taking two approaches to rebuild earning power: reforming the expense and cost structure, and reinforcing its premium business strategy .The Group is addressing its cost structure through thorough expense management . To reinforce its premium business strategy, it will enhance its existing strengths by creating Dan-Totsu products, services and solutions that match society and customer needs at a competitive cost . It will then sell these offerings through premium channels that provide customers with high-value-added services . Expense and cost structure reformationIn terms of cost and expense structure reformation, the Group will work to achieve further efficiency and optimization in all regions and domains globally through cost reformations in procurement and logistics, strict selection of investment, and thorough expense management . Through these activities, the Group expects to reduce fixed costs by approximately 53 billion JPY from 2019 to 2023 . In 2020, as part of its response to the COVID-19 pandemic, the Group improved fixed costs by 25 billion JPY compared to the previous year through structural reformation implemented under risk management . It will maintain this greatly improved fixed-cost structure and continue to promote further reformation and improvements .Variable costs are also projected to be reduced by 9 billion JPY from 2019 to 2021, and the Group will maintain this more competitive variable cost ratio .As a drastic structural reformation, the Group will also continue to consider and execute the restructuring of its business portfolio and manufacturing footprint over the long term .Reductions made through expense and cost structure reformation25 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Core BusinessSustainability Report 2020–2021Restructuring business portfolio and manufacturing footprintThe Group is examining the restructuring of its approximately 160 manufacturing sites, including diversified products and material manufacturing sites, keeping in mind the sustainable growth of each business . In addition to the restructuring, the Group will also reinforce its tire manufacturing sites by maximizing the use of existing production capacities through optimization of its global supply system and manufacturing improvement .*As of May 2021Reinforce premium business strategyWith an eye on sustainability and the evolution of mobility, the Group is focusing on high-value-added premium products and reinforcing its premium business strategy throughout the value chain to improve the quality of its business . The Group will promote this approach end-to-end, from product strategy and development to sales, focusing on delivering its Dan-Totsu product strategy, making manufacturing improvements and prioritizing premium sales .To reinforce its Dan-Totsu product strategy, the Group is working on commonality/modularity and SKU optimization as a part of simplification and differentiation . In addition, to prioritize premium sales, the Group is reinforcing sales through premium channels including e-commerce, which can provide customers with high value-added services .26 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Core BusinessSustainability Report 2020–2021Realization of Mid-Long Term Business Strategy with Sustainability as its CoreCore Business: Rebuilding Earning PowerReinforce sales of passenger car high-rim diameter (HRD) tiresTo strengthen sales of high value-added products in the tire business, the Group is steadily promoting passenger car HRD tires, through a premium strategy to ensure tires for new vehicles generate demand for high value-added replacement tires (REP) .In developed markets, especially the U .S . and Europe, where the shift to higher rim diameter tires is ahead, the Group is reinforcing sales of 18-inch and larger tires as premium products . In the emerging markets of Asia-Pacific and Latin America, the Group is selling 17-inch and larger tires as premium products in anticipation of the trend toward HRD tires .In China, HRD tires already account for over 70% of total sales of original equipment tires . The Group will drive sales of replacement HRD tires to more than 70% by 2023, compared to approximately 50% in 2019 . China is a focus area in the Group’s premium strategy and the Group will continue to reinforce this market .Sales ratio of high-inch tires for passenger cars (unit sales basis)ALENZA LX100 launched in Japan in February 2021Reinforce premium product expansion for new mobility and toward sustainabilityThe mobility industry has entered a period of great transformation with CASE and MaaS . The shift to electric vehicles (EVs) and electrification is accelerating on a global scale toward the goal of becoming carbon neutral . In addition, with the expansion of car-sharing services, the utilization rate per vehicle is increasing and the performance required of tires is changing dramatically .To respond to this evolution in mobility and the need for sustainability, the Group will introduce and expand innovative next generation eco-friendly products as new premium products . In the passenger car tire market, the ECOPIA brand was rolled out in 2010 . By 2020, approximately 80% of all the Group’s passenger car tires were eco-friendly products . Moreover, the Group will reinforce its revolutionary ENLITEN technology which achieves both innovative light weight and driving performance .The Group will also contribute to CO2 reduction and cost optimization across the value chain by promoting commonality and modularity that enable simplification and differentiation . By aggressively advancing this initiative on a global scale, the Group aims to expand the module application rate to 17% of replacement tires by 2023 . In light truck and truck and bus tire applications, which have a high utilization rate, the Group will further reinforce its technologies, including retreading, to allow safe and long-lasting use .27 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Core BusinessSustainability Report 2020–2021ENLITENTECHNOLOGY THAT ACHIEVES BOTH ENVIRONMENTAL BENEFITS AND DRIVING PERFORMANCEENLITEN technology makes it possible to reduce the weight of tires by approximately 20% and rolling resistance by approximately 30%1 compared to conventional passenger car tires . It achieves these benefits by reducing the number of components used in tires, while maintaining driving performance and tire life . This makes it possible to reduce CO2 emissions caused by tires by about 30% when driving gasoline-powered vehicles . It also contributes to reducing environmental impact and the achievement of sustainable mobility by extending the driving range of electric vehicles (EVs) on a single charge . It further contributes to improved resource productivity by reducing total material weight .ENLITEN technology is applied on Turanza Eco tires specially engineered for Lightyear One, the world’s first long-ranged solar electric vehicle by Netherlands-based mobility innovator Lightyear² .The Bridgestone Group developed the Turanza Eco Tires by combining, for the first time, the revolutionary lightweight ENLITEN and ologic technology, which has larger diameters, high-inflation pressures and slim design . The technologies made it possible to reduce further rolling resistance and increase the driving range of electric vehicles . This co-creation between Lightyear and Bridgestone is a direct result of a shared focus on sustainability and a relationship built upon the more than eight years of collaboration through the Bridgestone World Solar Challenge . The development of Turanza Eco tires is a step up to a new stage of this co-creation activity based on technological innovation .1 Comparison made using the 225/40R18 tire size .2 A company developing long-range solar EV (Lightyear One) based in Netherlands, established in 2016 .28 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Core BusinessSustainability Report 2020–2021Realization of Mid-Long Term Business Strategy with Sustainability as its CoreGrowth Business: Solutions Business ExpansionContinue expansion of the resilient business modelThe solutions business, which the Bridgestone Group has identified as a growth business, provides value to customers when they use tires . It maximizes the value provided by the Group through coordination with its core tire business . By expanding the solutions business, the Group will continue to accelerate its growth as a resilient business adaptable to change . In its Mid Term Business Plan, the Group aims to increase solutions business sales to 20% or more of total sales by 2023 .Tire-centric solutions and mobility solutionsIn terms of tire-centric solutions, the core of the solutions business, the Group will expand and strengthen its subscription and retreading services based on its global Dan-Totsu network .The Group plans to scale up its mobility solutions offerings through Webfleet Solutions, but also through strategic partnerships and M&A activities in North America and other regions . In doing so, it intends to triple its sales from approximately 22 billion to 67 billion JPY . Through such initiatives, the Group plans to expand its business from approximately 533 billion JPY in 2019 to 650 billion JPY in 2023 .Bridgestone 3.0 JourneyGrowth business: Expand solutions business – Solutions business-related sales ■Continue expansion of the resilient business modelGroup sales (excluding diversified products business)2,935B JPY2,688B JPY3,080B JPY level＊533B JPY18％2,402B JPY82％518B JPY19％2,170B JPY81％650B JPY level21％2,430B JPY level79％IFRS based Mobility SolutionsCBTire-centricSolutionsATiresC Mobility Solutions• Webfleet Solutions• Other fleet solutions22 B JPY (2019)67 B JPY (2023) B Tire-centric Solutions⇒⇒• Truck & Bus retread sales (global)95 B JPY (2019) 110 B JPY (2023) • New business form (not conventional tire sell-out)Mining solutions, Hose solutions, Aircraft solutions, trucktire mileage sales, Subscription (mobox), etc.⇒⇒66 B JPY (2019) 103 B JPY (2023) • Services at equity stores(incl. N. America retail financial services revenue)For passenger cars and commercial fleets⇒⇒350 B JPY (2019) 370 B JPY (2023) 533 B JPY (2019) ⇒⇒650 B JPY (2023) ⇒⇒＊2019 sales data has been revised and adjusted to IFRS basis from Mid-Long Term Business Plan Update presentation on August 7th 2020.20/4029 | Realization of Mid-Long Term Business Strategy with Sustainability as its Core | Growth BusinessSustainability Report 2020–2021Tire-centric solutions: Global expansion of subscription modelsMobility Solutions: Global expansion of fleet solutionsMobox, the core of the Group’s tire-centric solutions, is a subscription service for passenger cars that offers tires and maintenance for a fixed monthly fee . In addition to tire recommendation, reassembly and removal by professional and experienced staff, it also offers various services such as puncture compensation, periodic safety inspections, and various maintenance services . The Group aims to increase the number of subscription contracts for passenger cars by approximately 20 times by 2023 (compared to 2019) by rolling out the European mobox model to Japan and the U .S .The Group also plans to approximately double the number of contracts for truck and bus fleet subscriptions, which are already widely used by customers in Japan, Europe and the U .S ., during the same time frame . To this end, the Group will optimize services to fit customer needs in each region .Subscription models reduce the burden on the environment by ensuring the long and optimal use of tires with safety and peace of mind .Webfleet Solutions, a Bridgestone Company, is a leading fleet management service provider with more than 20 years of experience . Its core Software-as-a-Service platform, WEBFLEET, supports transportation operations and contributes to improved safety, efficiency and productivity of drivers and operators by managing various data related to vehicle operations . More than 50,000 companies worldwide trust WEBFLEET to connect their fleets and get their drivers, vehicles and businesses where they need to go safely and efficiently . The Group will continue to roll out its fleet management services and know-how globally, from a European Center of Excellence . Webfleet Solutions already commands the number one position in Europe . By further strengthening this foundation, the Group plans to increase connected vehicles to more than 1 million by 2023 .The Group has already begun global expansion aimed at doubling or tripling the number of contracted units, and to establish a leading global position for the Webfleet Solutions business . In North America, the Group will consider further business expansion with strategic partnerships and M&A to scale up its fleet solutions . These approaches will enable the Group to help achieve safer, more efficient and more sustainable mobility .Bridgestone 3.0 JourneyGrowth business: Expand solutions business – Global expansion of subscription model ■ Accelerate global rollout from Europe as the Center of ExcellenceOptimize services to fit customer needs in each region, and expand to Japan, the U.S. and Europe.No. of contracts for passenger car subscriptionsNo. of contracts for passenger car subscriptionsNo. of contracts for truck & bus subscriptionsNo. of contracts for truck & bus subscriptionsExpand Expand more than 20xmore than 20x（2019（20192023）2023）⇒⇒⇒⇒JapanEuropeU.S.OthersJapanEuropeU.S.OthersExpand approx. 2×2023）Expand approx. 2x（20192023）（2019⇒⇒⇒⇒No. of contracts for truck & bus subscriptionsExpand approx. 2x（20192023）⇒⇒JapanEuropeU.S.JapanEuropeU.S.Etc.Etc.No. of contracts for passenger car subscriptionsJapanEuropeU.S.OthersExpand more than 20x（20192023）⇒⇒JapanEuropeU.S.Etc.Y19ACTACTY19ACTACTY20ACTFCSTY20ACTFCST1/401/40Y21Y21Y22Y22Y23Y23Y21Y21Y22Y22Y23Y23Y19ACTACTY19ACTACTY20ACTACTFCSTY20ACTACTFCSTGlobal expansion of fleet solutionsY19ACTACTY20ACTFCST21/
