As a pillar of execution, We recognize that in the approximately one and a half years fundamental to the strategy for sustainable value creation Bridgestone is driving initiatives for the circulation of value we will firstly amplify value of Dan-Totsu products, between the announcement of the 2030 Long Term is to “amplify value” with Dan-Totsu products at the core. [...] This will be the phase to build a sustainable and effectiveness and established it as a management that evolving into a “Bridgestone capable of adapting to responding to them, and lack of sensitivity to the structure and foundation for value creation linked with our structure to “focus on execution and delivering results”. [...] Achievements and Remaining Issues of the Transformation 24MBP: “Further Focus on Value Creation” Summary of the 21MBP – Mid Term Business Plan (2021-2023) In the 24MBP built based on the above, the management stance has evolved from “crisis management” in the 21MBP In the 21MBP that we positioned as the first stage of the when we faced unprecedented crises such as COVID-19, to ● Positioning of the. [...] In the solutions business, issues of the 21MBP and new issues exposed in 2023 and “excellent”capable of adapting to change & new issues True next stage Bridgestone our growth business, we took on the challenge to lay the steadily execute initiatives to “return to a strong “foundation for evolution linked with the premium Bridgestone”. [...] The structural changes in the tire industry are “change is becoming commonplace” with unpredictable can respond to change” to have a clear path to tackle in August 2022 from the perspective of both risks and also continuing, leading to more prominent shifts in market changes including the accelerated evolution of mobility, and resolve the remaining issues of the 21MBP and the opportunities with a.
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