Mid-Term Business Plan
We have formulated the FYE2029 Mid-Term Business Plan to steadily advance our management toward the 2030 goals set forth in our Medium- to Long-Term Business Strategy and to achieve sustainable growth beyond 2030.
Basic Policy
Based on the FYE2026 Mid-Term Business Plan, the FYE2029 Mid-Term Business Plan will promote management across three key axes—product, region, and function—in order to both strengthen our earning power and invest in future growth.
Basic Policy : Aim to balance both strengthen our “earning power” and “invest in future growth.”
Management Objectives
Over the three years to 2028, we aim to achieve a new record high in operating profit, targeting revenue of 5,300 billion yen, operating profit of 330 billion yen, an operating profit ratio of 6.2%, ROE of 10.0%, and ROIC of 11.0%.
At the same time, while further advancing improvements to our corporate structure improvement and structural reforms, we will execute investments aimed at medium- to long-term growth, particularly in electrification, intelligence, and human capital.
Product Axis
AISIN’s vision of “creating the full value of movement” is based on evolving its strengths in hardware, such as powertrain units and brakes.
By combining these with sensing technology and software, we will provide new value to users in various mobility situations and offer attractive products to our customers.
"The Full Value of Movement" Provided by AISIN
Regional Axis
Environmental policies and energy conditions vary significantly by region, and accordingly, the types of vehicles demanded by the market are becoming more diverse.
By accurately understanding these differences, we will steadily expand local production and achieve growth, taking into account the market environment in each region and our customers’ local procurement needs.
Regional Growth Strategy and Profitability Outlook
Functional Axis
While advancing initiatives along the product and regional axes as two pillars of our management, strengthening the management foundation is essential to supporting these initiatives and accelerating their realization.
Specifically, we will promote three key activities: enhancing the Group’s management, reforming the profit structure, and strengthening sustainability that supports growth.
Structure of FYE2029 Mid-Term Business Plan
Financial Strategy
We will prioritize allocating the cash generated through enhanced earning power to growth investments over the next three years, while further strengthening the optimal allocation of capital and achieving enhanced shareholder returns.
Financial Strategy to Achieve the FYE2029 Mid-Term Business Plan (Capital Allocation)
Regarding return to shareholders,in order to realize management that is focused on the cost of capital and share price performance, we will further pursue sustainable improvement in ROE through the steady accumulation of earnings, while rigorously implementing optimal capital allocation based on the Capitalization Ratio.We have adopted DOE* as a new dividend indicator. Starting from a level of 3.0%, and supported by improvements in ROE, we plan to increase DOE in stages, targeting approximately 3.5% by FYE2029.
Financial Strategy to Realize the FYE2029 Mid-Term Business Plan (Return to Shareholders)
Towards Enhancing Corporate Value
We aim to achieve sustainable enhancement of corporate value through the steady implementation of the FYE2029 Mid-Term Business Plan.
Explanatory materials are available here.