Bridgestone 2002 Annual Report Download - page 25

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23
1998 1997 1996 1995 1994 1993 1992
¥2,236,699 ¥2,170,803 ¥1,958,026 ¥1,686,636 ¥1,595,086 ¥1,599,163 ¥1,745,161
1,772,226 1,685,389 1,515,510 1,274,242 1,195,895 1,191,727 1,324,094
464,473 485,414 442,516 412,394 399,191 407,436 421,067
248,318 222,298 192,356 154,195 139,658 120,792 142,985
104,626 39,159 70,335 54,143 31,863 28,386 28,402
126.28 48.23 88.20 69.13 41.11 36.77 36.79
123.01 46.83 83.65
1,830,149 1,800,659 1,722,918 1,559,950 1,672,661 1,746,610 1,839,562
697,424 641,382 579,366 474,949 497,661 474,511 448,639
38.1 35.6 33.6 29.7 29.8 27.2 24.4
220,625 160,468 127,226 87,769 77,064 115,902 154,432
107,474 200,831 111,968 110,149 102,179 109,258 99,963
Millions of yen
98 99 00 01 02
¥
200
400
600
800
1,000
0
Net assets per share
98 99 00 01 02
¥ billion
50
100
150
200
250
0
Capital spending
98 99 00 01 02
¥ billion
60
120
180
240
300
0
Cash flow
(net cash provided by operating activities)
competition in tires and in diversified operations. Pretax income
will suffer further from the amortization of unrecognized invest-
ment losses related to pension plans, mainly in Japan and in the
Americas. Those unrecognized investment losses have occurred
principally as a result of the weakness in the U.S. and Japanese
stock markets.
Management has earmarked ¥190 billion for capital spending in
2003. They expect to fund that investment entirely with internal
cash flow.
Forward-Looking Statements
The descriptions of projections and plans that appear in this
annual report are “forward-looking statements.” They involve
known and unknown risks and uncertainties in regard to such
factors as product liability, currency exchange rates, raw
material costs, labor-management relations and political
stability. Those and other variables could cause the Companies’
actual performance and results to differ from management’s
projections and plans.