Bridgestone Corporation · TSE:5108
Bridgestone — Q3 2025 Earnings Presentation
29 slides from Bridgestone's earnings presentation, Nov 12, 2025
Slide 1: Summary of Financial Results for 3Q 2025 / Fiscal 2025 Guidance
Summary of Financial Results for 3Q 2025 / Fiscal 2025 Guidance Bridgestone Corporation Member of the Board Global CEO and Representative Executive Officer Shu Ishibashi November, 12, 2025
Slide 2: Summary of Financial Results for 3Q 2025
Summary of Financial Results for 3Q 2025 Fiscal 2025 Guidance 2/14
Slide 3: Summary of Financial Results for 3Q 2025 (The year of emergency and crisis management)
*BBGF basic strategy : Product strategy which reflects the role and coverage by category (Best, Better, Good, Fighting) based on the brand power and the positioning of the market share by each region. Summary of Financial Results for 3Q 2025 *PS=Passenger car tire, TB=Tuck & bus tires, OR=Off-the-ro
Slide 4: Summary of Financial Results for 3Q 2025: Areas in management priorities
Summary of Financial Results for 3Q 2025: Areas in management priorities 4/14
Slide 5: Summary of Financial Results for 3Q 2025: North America
Summary of Financial Results for 3Q 2025: North America N. America business in total 2025 1Q-3Q Increase in profit vs. prior year Premium tire business - Increase in profit * AOP: Adjusted Operating Profit 2025 1Q-3Q Implement and reinforce of the basic strategy for BBGF (FS revitalization, etc.
Slide 6: Summary of Financial Results for 3Q 2025: Latin America
Summary of Financial Results for 3Q 2025: Latin America L. America business in total 2025 1Q-3Q Increase in profit vs. prior year 2025 1Q-3Q Rebuilding of “transform the shape of L. America business”: Continue to improve 224.6 B JPY 97% management and working & business quality Revenue of PY - Jan
Slide 7: Summary of Financial Results for 3Q 2025: Europe
Summary of Financial Results for 3Q 2025: Europe Europe business 2025 1Q-3Q Increase in revenue and profit vs. prior year 2025 1Q-3Q Business restructuring & rebuilding (2nd stage) and thorough focus on premium contribute to improving performance Revenue 526.8 B JPY 102% of PY Promote rebuilding o
Slide 8: Summary of financial results for 3Q 2025: Asia, Pacific, India, and China
Summary of financial results for 3Q 2025: Asia, Pacific, India, and China Asia, Pacific, India, and China business in total Summary by major areas 2025 1Q-3Q India “market to grow” 373.4 B JPY Increase in profit vs. prior year Excluding the impact of decrease in Revenue 95% profit due to exchange
Slide 9: Premium tire & solutions business in specialties
Summary of financial results for 3Q 2025: Premium tire & solutions business in specialties 2025 1Q-3Q Decrease in profit vs. prior year Specialties（OR/AC/AG/MC） • Maintain high profit structure with over 20% margins 2025 1Q-3Q • AG business, which experienced a significant profit decrease and a defi
Slide 10: Summary of Financial Results for 3Q 2025: By business portfolio
Summary of Financial Results for 3Q 2025 : By business portfolio Premium tire business as core business: Secure the profit margin of slightly less than 14% under challenging business environment Premium tire business Core business Solutions business as growth business: Achieved significant incre
Slide 11: Fiscal 2025 guidance
Summary of Financial Results for 3Q 2025 Fiscal 2025 guidance 11/14
Slide 12: Fiscal 2025 guidance – Revised guidance
Fiscal 2025 guidance – Revised guidance U.S. tariff direct impact on adjusted operating profit Downward revision Nov. estimation 25 B JPY level (No change from Aug. estimation) B JPY 1H 3Q 4Q FY Direct 17.5 25.0 Fiscal year Counter the impact with combination of various measures impact 0.5 7.0 lev
Slide 13: Fiscal 2025 guidance – Revised guidance
Fiscal 2025 guidance – Revised guidance 2025- The year of emergency and crisis 21MBP 24MBP management: The foundation for “growth with quality” Return to a strong Bridgestone Remaining issues The year of emergency True next capable of adapting to change New issues and crisis management stage has b
Slide 14: Toward "true next stage" 27MBP
Toward “true next stage” 2030 Growth with Quality Long-term Strategic Aspiration “Growth with Quality” 27MBP Global Bridgestone Winning in a turbulent business situation Markets to grow as a “strong Bridgestone” Shift to “growth with quality" ”Strong business quality" 2026 “True next stage” Aim to a
Slide 15: Forward-looking statements disclaimer
Statements made in this presentation with respect to Bridgestone's current plans, estimates, strategies and beliefs and other statements that are not historical facts are forward-looking statements about the future performance of Bridgestone. Forward-looking statements include, but are not limited t
Slide 16: Appendix
Appendix BRIDGESTONE
Slide 17: Our pathway from 2025 to the True Next Stage in 2026
Appendix Our pathway from 2025 - the year of emergency and crisis management to A “strong Bridgestone,” Reinforcing Earning Power, The “True Next Stage” in 2026 2026: True next stage 2025: The year of Emergency and Crisis Management (the importance of this year for Bridgestone has been emphasized) C
Slide 18: Business restructuring & rebuilding (2nd stage): Global overview
Appendix <Defense> Business restructuring & rebuilding (2nd stage) Update : Global overview Global ”Tackle past negative legacies squarely without delay” “Need to be further strengthened at an even higher level in 2025” 1st Stage 2020-2021 21MBP ― Planned approx. 40% decrease from approx. 160 sites
Slide 19: Premium tire business – Premium focus & global cost reduction
Appendix <Offense> Premium tire business – Premium focus & acceleration of global business cost reduction activities update Strengthen approaches to premium vehicles, prestige OEMs and premium EVs based on value creation through “ultimate customization” enabled by ENLITEN technology (OEMs in Japan
Slide 20: Global premium focus: Passenger car high rim diameter tires
Appendix <Offense> Expand Dan-Totsu product & enhance Dan-Totsu product power Global premium focus: Passenger car high rim diameter tires – Improve sales mix In the challenging business environment, based on Dan-Totsu product power, maintain a thorough focus on the PS HRD tires where there is a “t
Slide 21: Global premium focus: Passenger car premium tires
Appendix <Offense> Expand Dan-Totsu product & enhance Dan-Totsu product power Global premium focus: Passenger car premium tires – Improve sales mix Ensure a thorough focus on premium tires linked with the expansion of ENLITEN, “new premium” on top of the growth in high rim diameter (HRD) tires Sal
Slide 22: Expansion of ENLITEN for passenger car (original equipment)
Appendix <Offense> Expand Dan-Totsu product & enhance Dan-Totsu product power Expansion of “new premium” ENLITEN for passenger car (original equipment) *OE: Original equipment, REP: Replacement tires Expand OE fitment based on value creation through “ultimate customization” enabled by ENLITEN tech
Slide 23: Expansion of ENLITEN for passenger car (replacement)
Appendix <Offense> Expand Dan-Totsu product & enhance Dan-Totsu product power Expansion of “new premium” ENLITEN for passenger car (replacement) ※PS: Passenger car tires, LT: Light truck & bus tires Strategic product planning for “new premium” ENLITEN Expansion plan for PS & LT* replacement tires •
Slide 24: Premium tires for passenger car
Appendix <Offense> Expansion of Dan-Totsu products and enhancement of Dan-Totsu product power: Premium tires for passenger car―Without Dan-Totsu products, there can be no “growth with quality” North America Multi-brand strategy India Flagship product of all-season tire of touring All-season premium
Slide 25: ENLITEN equipped new products: Premium tires for truck & bus
Appendix <Offense> Expand Dan-Totsu products & enhance Dan-Totsu product power ENLITEN equipped new products as “New premium” : Premium tires for truck & bus - Without Dan-Totsu products, there can be no “growth with quality” N. America Japan Europe ECOPIA ECOPIA ECOPIA Steer Drive Trailer Flagship
Slide 26: Markets to grow: Reinforce U.S. business
Appendix <Offense> Markets to grow: Reinforce U.S. business U.S. consumer tire business rebuilding ”Multi-brand strategy” Firestone’s 125th anniversary of founding―Since 1900 Maintain premium strategy and continue ”Turn changes into opportunities” reinforcing Assuming an increase of maintenance dema
Slide 27: Reinforce steady global business cost reduction
Appendix <Offense> Reinforce steady global business cost reduction ― Bridgestone DNA While business performance remained challenging, steady global initiatives at Genbutsu-Genba (on-site) supported the Group’s performance 1Q-3Q : Progressing at a pace that achieved the target of 24MBP (2024-2026)
Slide 28: Markets to grow: Reinforce commercial BtoB business
Appendix Mobility tech business <Offense> Markets to grow: Reinforce commercial BtoB business Strategic business Based on the trust with customers and partners, amplify the value of Dan-Totsu products fusing ”Real (physical)” and Digital capabilities” to solve customers’ pain points and contribute
Slide 29: Forward-looking statements disclaimer
Statements made in this presentation with respect to Bridgestone's current plans, estimates, strategies and beliefs and other statements that are not historical facts are forward-looking statements about the future performance of Bridgestone. Forward-looking statements include, but are not limited t