To Become a Truly Global Company

Transcription

To Become a Truly Global Company
（Bridgestone 2013MTP）
Masaaki Tsuya
CEO and Representative Board Member
Concurrently Chairman of the Board,
Bridgestone Corporation
Oct 17, 2013
Today’s agenda
1. Introduction
(”2nd Foundation” & “MTP”)
2. MTP: The basic approach
3. 2013MTP: Priority issues
4. Management Target
Copyright © 2013 Bridgestone Corporation | Oct.17. 2013
2/28
Today’s agenda
1. Introduction
3/28
1.”2nd Foundation” & “MTP”
The 1988 Firestone merger marked
Bridgestone’s ”2nd Foundation”
- It began under difficult conditions and in the face of many challenges
- In 2006 we initiated the first phase of our management reforms,
refining/restarting/reinvigorating the vision of the “2nd Foundation”
- Building on the “2nd Foundation”
⇒ Transform Bridgestone into a truly global company
・Cultivating global corporate culture
・Developing human resources capable of global management
・Upgrading the global management structure
4/28
Sales and Operating Profit
※Plan：As of Aug. 9, 2013 Public release
100 million JPY
40,000
Sales
12.0%
OP%
35,000
10.0%
30,000
8.0%
25,000
20,000
6.0%
15,000
4.0%
10,000
2.0%
5,000
0.0%
0
2006
2007
2008
2009
2010
2011
2012
2013
計画
ROA（2006～）
ＦＹ
2006
2007
2008
2009
2010
2011
2012
2013
ＲＯＡ (%)
3.0
4.1
0.3
0.0
3.6
3.8
Achieved
6.0%
More than 6.0%
“improve further”
5/28
1st Phase Management Reforms
Summary
Mission and
Foundation
(2006 -- Spring 2012)
⇒ Steady progress in management reforms
The Bridgestone Essence
: Refined corporate philosophy
(on the occasion of the Company’s 80th anniversary in 2011)
Basic Stance
Reform Tools
Lean ＆ Strategic (L&S)
Optimize management on a Group
and Global basis (GG Optimization)
SBU organization
MTP
6/28
2nd Phase Management Reforms (2012 -)
⇒ Ongoing Reforms : Continuous quality improvement
; increase the speed and the agility of business
Mission and Foundation
The Bridgestone Essence
Basic Stance
L&S, GG Optimization
Reform Tools
SBU organization, MTP
Additional priority issues
Creating customer value
Enhancement of governance systems
Further development of competitive
advantage /differentiation through Innovation
- To become a truly global company
- To achieve “Dan-Totsu” in our industries
7/28
The function of MTP
– Important tool for implementing management reforms
and ensuring focus on the Group’s Basic Stance
L&S
： MTP links short-term and long-term measures
GG Optimization
： MTP links divisions and SBUs providing transparency
to the business on a global basis
– However, the MTP does have its challenges
Challenge1
： The reliability of MTP numerical data in the mid- to
long-term
Challenge2
： Consistency of entire MTP over the mid- to long-term
8/28
Today’s agenda
1. Introduction
9/28
MTP
– The characteristics of Bridgestone’s MTP
Period
: 5 years
Update
: Every year, rolling
Measures
: The MTP incorporates both financial targets as well
as other goals related to company performance
Structure
: Flows from the 2nd half revised budget and establishes
the foundation for the following year’s original budget
10/28
MTP (2 Challenges)
Reliability
Consistency
: The reliability of mid/long - term data is limited due to
the volatility of the business environment
: Consistency of entire MTP over the mid/long-term
〈The cause of the challenges〉
Business environment
: Continuous and dramatic changes, oftentimes unpredictable
(Politics, economy, natural disasters, etc.)
Confidentiality
: Matters excluded from MTP due to the need for confidentiality (e.g.
Restructuring of business, Establishment of new factories, M&A until
announcement)
Differences among sections
: Inconsistent plans and implementation among SBUs and GMP sections
; differences in approach to the development of their respective MTPs
11/28
Although not perfect, given the challenges identified above
MTP remains at the core as an important tool for implementing
management reforms
- Focus management attention on the company’s future and the actions that
need to be taken to achieve the ideal state under the uncertain business
environment
- Ensuring focus on the Group’s Basic Stance: L&S and GG optimization
MTP is the most effective tool
12/28
Today’s agenda
1. Introduction
13/28
(1) Cultivating global corporate culture
A. Clarifying brand strategy
B. Promoting innovation
(2) Developing human resources capable of global management
(3) Upgrading the global management structure
A. Restructure the tire business SBUs
B. Expansion of the diversified product business
C. Enhancement of governance systems
D. Establishing a closer bond/linkage between and among the parts
of the entire group
14/28
Ａ． Clarifying brand strategy
Current state
(a) Implemented by each SBU individually : insufficient, inconsistent
(b) Global consumer tire products
: BS brand around 2/3
FS brand around 1/4
(c) Tire／Diversified products
: insufficient cooperation, inconsistent
(d) Brand Strategy
: Not fully integrated
Future direction
(a) Group Global
: Ensure overall consistency
(b) Brand Strategy
: Fully integrated ; marketing
and brand strategy fully aligned
15/28
Ｂ． Promoting Innovation
Current state
(a) Macro environment
: Change and evolution affecting all aspects of life and
culture (Politics, Economy, Environment, Technical
innovation)
(b) Consumers
: Evolving lifestyles and changes in purchasing
behaviors/preferences
(c) Automobiles
: A century has passed since the days
of the Model T Ford
(d) Tires
: Half a century has passed since the introduction
of steel radial tires
The direction of the reform
(a) Technology and business models innovation
: accelerate
(b) In all areas of management
: Continuous improvement
16/28
【Classification of basic technology】
【Social Areas】
【Business Scope】
Macromolecular materials
High Hardness
Sports
Cycles
Tire
Rubber elasticity
region
Low Hardness
Passenger Tires
Truck & bus Tires
Specialty Tires
(Airplane, Mining&
Construction,
Agricultural,
Motor Cycle)
Resin piping
Air spring
Belts
Hoses
Rubber tracks
Anti-vibration rubber
Seismic isolation
rubber
Construction
material
Chemical products
Sealing film
17/28
Technology innovation
Russian Dandelion
Air Free
Concept
with ologic
100% sustainable
material concept
Vertical expansion of supply chain
Guayule
Horizontal expansion of global business domains
18/28
Business model Innovation
Retread
Service & Maintenance
Service & Maintenance
Vertical expansion of supply chain
Tire, Conveyor Belt, HYD hose
New tire
Horizontal expansion of global business domains
19/28
(2) Developing human resources capable of the global
management
Step 1
Content : Utilize our strength (diversity and global network),
and advance the development and promotion of diverse talent,
including women, local /regional staff, and individuals with unique
and different perspectives
Timing ： Increase the pace of activity in this area
Step2
Content ： Designate English as an official company language
Advance the participation of local/regional staff in global management
roles through the restructuring of SBUs
Timing ： Gradual implementation over time
(timing to be announced prior to its implementation)
20/28
A. Restructure the tire business SBUs
(a) Europe SBU：
Step 1 Restructure the European business
Restructure the Middle East and Africa business
Step 2
Extend the European SBU
( + Middle East and Africa SBU, Turkey, Russia)
(b) China SBU + Asia Pacific SBU：
Step 1
Prepare for integration
Step 2
Integrate management structure
⇒
From 6 regional tire SBUs to 4 regional tire SBUs
(Japan, Americas, Europe, and Asia)
No changes in/to the Specialty Tire SBU
21/28
The need to restructure and extend the European business: its position
within the Bridgestone tire business
10000
10％
10000
10％
10000
10％
10000
10％
22/28
B. Expansion of the diversified product business
Content：
“Selection and concentration” / Structural reforms
Strengthening collaboration among businesses
Promoting globalization
Further growth and improvements in the selected businesses
Timing ：Further progress/activation during 2013MTP period
23/28
C. Enhancement of governance systems
Step 1
Content ：  Strengthen the “check and balance” function of the board of directors
(the parent company and each subsidiary)
 Upgrade the board committees’ accountabilities/responsibilities
(and build diverse teams in order to promote robust discussions)
Timing ：
On-going
Step 2
Content ：  Expand the development and launch/implementation of Global strategies
and policies to ensure clear understanding of Group vision, goals and
direction
- While maintaining consistency with Global strategies and policies, allow for
local and regional modifications and adjustments which are responsive to
the needs and characteristics of each region and business
 Clarify authority and responsibility, and enhance delegation of authority
Timing ：
Implemented over the term of 2013MTP
24/28
Ｄ． Establishing a closer bond/linkage between and
among the parts of the entire group
(a) Establishment of new departments
－ Global Innovation
－ GGMS (Group Global Marketing Strategy)
(b) Establishment of new global meetings/opportunities to collaborate
－ GCC (Global Communication Corridor)
－ Global CQO Meeting
－ Global CRO Meeting
－ Global EXCO (Global Executive Committee)
25/28
Today’s agenda
1. Introduction
26/28
Qualitative goal：
‐
Maintain our commitment to the Bridgestone Essence and
our basic stance (L&S and GG Optimization)
‐
‐
‐
Secure growth and profitability
Always aim for “ the higher level ” position
Promote innovation
Quantitative goal
Growth
：Exceed the industry average
Overall
：Consistently deliver ROA 6％ and OP10％
- To become a truly global company
- To achieve “Dan-Totsu” in our industries
27/28
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 to, those statements using
words such as "believe," "expect," "plans," "strategy," "prospects," "forecast," "estimate," "project," "anticipate,"
"may" or "might" and words of similar meaning in connection with a discussion of future operations, financial
performance, events or conditions. From time to time, oral or written forward-looking statements may also be
included in other materials released to the public. These statements are based on management's assumptions
and beliefs in light of the information currently available to it. Bridgestone cautions you that a number of
important risks and uncertainties could cause actual results to differ materially from those discussed in the
forward-looking statements, and therefore you should not place undue reliance 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.
28/28

To Become a Truly Global Company

Transcription

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