Dialogue with Shareholders and Investors

Aisin works to gain understanding of its management policies and medium-to-long-term business strategies through timely and appropriate disclosure of enhanced information. We are also committed to enhancing corporate value by incorporating the opinions and requests we receive through dialogue with our shareholders and investors into our management decisions.

FY2026

Dialogue results

Opportunities for dialogue Number of events Total number of participants Main respondents Agenda
Financial results briefings 4 2,024 CAO*1, officers in charge of IR Held quarterly for analysts and institutional investors to explain financial results
Business briefings 1 President, CAO, CTSO*2, officers in charge of IR, presidents of the Group companies Held a briefing on the FY2029 Medium Term Business Plan in February 2026.
Individual meetings 372 President, CAO, officers in charge of IR, Corporate Planning Department Arranged face-to-face and online sessions for analysts and institutional investors (including proxy voting agents) as needed
Overseas roadshows 25 CAO, officers in charge of IR Directly visited overseas institutional investors and held meetings
Briefings for individual investors 5 2,397 Officers in charge of IR Provided individual investors with online briefings and information sessions at local brokerage branches while also participating in IR events
*Excluding viewers of media broadcasts targeting individual investors (approx. 140,000)
  • ※1 CAO : Chief Administrative Officer
  • ※2 CTSO : Chief Technology Strategy Officer

Key themes for dialogue, shareholder and investor concerns

We maintain dialogue on a wide range of topics, including automotive market trends, the regional demand outlook for our products, progress with transforming our business portfolio, and ESG initiatives.

Key themes, shareholder and investor concerns

Performance related themes
  • Automotive market trends and medium to-long term demand outlook
  • Assumptions and rationale for earnings forecasts (e.g., the outlook for the Middle East situation)
  • Detailed disclosure of product-specific sales revenue
Management Strategy & Business Strategy
  • Progress on medium-to-long-term business strategies and new Medium-Term Business Plan targets
    • Product strategy in light of changes in the external environment
    • Regional growth strategies based on the varying pace of electrification across geographies
    • Business strategies outside the new vehicle business
ESG and sustainability
  • Climate change countermeasures, TNFD
  • Initiatives related to human capital, diversity, and human rights, and supply chain management
  • Corporate governance (Board composition, executive compensation system, etc.)
Financial strategy
  • Capital allocation policy, including trends in growth-oriented investment
  • Shareholder return policy, including our approach to dividend-related metrics and share buybacks, etc.
  • Results of balance sheet reform, including unwinding of cross-shareholdings

Agenda items incorporated based on feedback to management and dialogue with shareholders and investors

Opinions and requests received from shareholders and investors are reported at Board of Directors and Management Committee meetings and widely shared with relevant internal departments to improve management and IR/SR activities.

Agenda items taken up based on dialogue

Performance related themes
  • Amid an unpredictable external environment, the Company has disclosed its FY2027 earnings forecast, which incorporates the impact of the situation in the Middle East
  • In its FY2029 Medium-Term Business Plan, the Company has disclosed operating profit and ROIC targets for its core businesses and products
Management Strategy & Business Strategy
  • Revealed our FY2029 Medium-Term Business Plan, whose aim is achieving FY2031 targets and which discloses the following:
    • Product strategies and quantitative targets for key businesses and products
    • Growth strategies and revenue projections for each region
    • An aftermarket strategy as a new business distinct the new-vehicle segment
ESG and sustainability
  • To further advance sustainability management, we have undertaken the following initiatives:
    • Added ROIC as a new metric for calculating directors’ performance-based compensation (bonuses and stock-based compensation)
    • Reviewed the composition of the Board of Directors
Financial strategy
  • Disclose details regarding capital allocation and growth investments (scope and scale of investment, etc.) in the FY2029 Medium-Term Business Plan
  • Adopt DOE as a new dividend metric
  • Implement share buybacks as part of a capital policy to improve capital efficiency