Disclosure based on Task Force on Nature-related Financial Disclosures (TNFD) recommendations

Strategy

Basic stance

Within our materiality framework, Aisin positions “Harmony with nature and contribution to a sustainable future” as one of its priority issues and has set “Reducing environmental impact across the value chain” as the direction for achieving it. With a proper understanding of how our business activities depend on and impact natural capital, we analyze associated risks and opportunities and reflect our findings in our actions.

AISIN Group Biodiversity Conservation Activity Guidelines

In accordance with the Aisin Group Biodiversity Conservation Activity Guidelines, revised in FY2026, we are working as a unified Group toward harmonizing biodiversity conservation with our business operations along three axes: “optimizing dependency,” “minimizing impact,” and “maximizing collaboration.”

Direction of biodiversity conservation activities centered on the circulation and conservation of water resources

Direction of biodiversity conservation activities centered on the circulation and conservation of water resources

Three perspectives

  • Optimization of dependencies
    Rather than reducing dependence on nature’s benefits (resources, services, etc.) to “zero,” avoid excessive dependence and aim for an optimal state.
  • Minimization of impacts
    Keep the impacts of business activities on nature (wastewater, exhaust gases, waste, etc.) as small as possible.
  • Maximizing cooperation
    Promote active contributions to local communities and ecosystems (tree planting, biotope development, environmental education, etc.) to help achieve a sustainable society.

LEAP approach focused on operating locations

Approach to considering upstream and downstream value chain elements

Upon analyzing our upstream and downstream value chain from the viewpoint of electrifying mobility, we selected aluminum parts used in powertrain products and the like. Furthermore, in order to establish an evaluation methodology covering the upstream and downstream value chain, we scoped our evaluation and analysis to include primary suppliers for which precise location information is available (aluminum material/parts manufacturing) in the upstream segment and customers (automotive manufacturing) in the downstream segment.

LEAP approach Review Flow

Locate
Identifying interfaces
with nature
Evaluate
Assessing dependencies
and impacts
Assess
Evaluating significant risks
and opportunities
Prepare
Preparing responses
and reporting
Scope
  • Direct operations
  • Upstream: Primary suppliers
  • Downstream: Customers
Same as left Same as left Same as left
Consideration items
  • Evaluating activity locations
  • Identifying priority areas
  • Assessing dependencies
    and impacts
  • Validity Verification
  • Extraction of High-Priority
    Dependencies and Impact Items
  • Risk and Opportunity List Creation
  • Qualitative Importance Assessment of Risks
    and Opportunities Based on Scenario
    Analysis
  • Risk Management Approach
    Organization
  • Strategy and Resource Allocation
  • Performance Measurement
  • Information Disclosure Preparation
Output
  • Assessment of operational locations
  • Identification of priority regions
  • Dependency and impact assessment
  • List of high-priority dependencies and
    impact items
  • List of risks and opportunities
  • Qualitative materiality assessment of risks
    and opportunities
  • List of material risks and opportunities
    based on scenario analysis
  • Risk management strategies and
    mitigation measures
  • Response: Formulation of
    FY2031 KPIs and initiatives based on
    the results of our risk and opportunity
    analysis
  • Reporting: Information disclosure
    cross-checked against the
    disclosure items contained in the
    TNFD Recommendations

Locate: Identifying interfaces with nature

Businesses interface with nature where they operate, and site assessment is therefore crucial to identifying, evaluating, avoiding, mitigating, and managing environmental risks. The “Locate” phase of this process covers the evaluation of an organization's worksites for ecosystem integrity, biodiversity impact, water stress, and other factors identified as priority areas.

Priority area selection policy

STEP1 Import location data for target sites

Priority area selection policy
Priority area selection policy

STEP2 Evaluate each indicator

Priority area selection policy
Priority area selection policy

STEP3 Select priority areas

Evaluation items Evaluation tools Evaluation indicators
(1) Biodiversity impact IBAT*1 Proximity of 5km or less to areas
designated for high biodiversity
importance in accordance with such
protocols as KBA, Natura 2000,
World Heritage, Ramsar, UNESCO MAB,
IUCN Management Levels I-IV
(2) Ecosystem integrity WWF Biodiversity Risk Filter*2 Ecosystem Condition
(3) Water stress Aqueduct*3 Baseline water stress

IBAT:Integrated Biodiversity Assessment Tool – A biodiversity risk assessment tool developed by United Nations Environment Programme

WWF Biodiversity Risk Filter – A tool developed by WWF used to identify biodiversity risks and opportunities along the value chain

Aqueduct – A global water-risk assessment tool developed by the World Resources Institute; it evaluates the water risk of a site location with an eye to water quantity, water quality, regulation, and reputation

Results of priority region selection

Results of priority region selection

Evaluate: Assessing dependencies and impacts

Dependencies and impacts at business locations are critical prerequisites for understanding risks and opportunities. In the “Evaluate” phase, we identify and analyze dependencies and impacts at the interface of business and nature within priority regions identified in the Locate phase. Using ENCORE*, we assessed two operational facets: ecosystem services the organization depends on to function, and the impact factors where operations alter the natural environment. Dependencies encompass three categories: provisioning services, regulating and maintenance services, and cultural services. There are five categories of impact driver: categories: land/freshwater/seabed area modification, resource use/replenishment,” climate change, pollution/pollution removal, and invasive alien species invasion/removal. These impact factors are similarly defined in the Science-Based Targets for Nature Technical Guidance for Step 1 and Step 2.

ENCORE: Exploring Natural Capital Opportunities, Risks and Exposure – A tool developed by the Natural Capital Finance Alliance and others to assess potential dependencies and impact relationships on biodiversity and ecosystem services

Sector-Level Dependencies and Impact Relationships

Sector-Level Dependencies and Impact Relationships

Assess: Evaluating significant risks and opportunities

Based on the findings from the “locate” and “evaluate” phases, we ran a materiality assessment of risks and opportunities across the entire value chain.

Risks

In assessing nature-related risks, we set “definition” to mean the potential threats posed to our own organization in regard to dependencies and impacts on nature of organizations and communities along the value chain. These we broadly classify into two categories: physical risks and transition risks. We defined “conditions of occurrence” as actions taking place along the value chain that depend on nature (ecosystem services) or exert an impact on nature. We conducted the materiality assessment along two axes: “likelihood of occurrence” and “financial impact” and examined the materiality of each risk.

Opportunities

In assessing nature-related opportunities, we defined “Definition” as activities by our organization that produce positive outcomes for both our organization and nature, either by positively impacting nature (restoration) or by mitigating negative impacts on nature (avoidance/reduction) along the value chain. We defined “Occurrence pathways” as: (1) cases where our organization and organizations along the value chain avoid, mitigate, alleviate, or manage nature-related risks associated with the degradation of ecosystem services; and (2) cases where, through strategic transformation of our organization’s business model, products, services, markets, or investments, we curb damage to the natural environment from activities along our value chain, implement nature-based solutions, or provide support through financing or insurance. We ran the materiality assessment along two axes: “likelihood of occurrence” and “financial impact” and examined the materiality of each opportunity.

Prepare: Preparing responses and reporting

For those risks and opportunities assessed as highly material, we will define metrics (KPIs) and initiatives under our Aisin Environmental Action Plan 2031 and advance our response.

Nature-related risks and opportunities and responses toward FY2031

Category Type of
risk/
opportunity
Impact
stage
Impact
on Aisin
Likelihood of
occurrence*1
(High/
Medium/
Low)
Financial
impact*2
(Large/
Medium/
Small)
Response toward FY2031
Physical risks Regulation Direct
operations
Reduced production volume due to
water supply restrictions
High Medium
  • Minimizing water consumption
  • Reducing usage by eliminating
    waste and losses associated with
    utilities and production
    equipment
  • Promoting recycling technologies
Transition risks Increased costs due to higher
utility rates and treatment fees
(water)
High Medium
Increased burden to respond to
new trends in resource
circulation
Medium Medium
  • Effective resource use based on
    using up materials within our own
    processes and manufacturing
    facilities
  • Pursuit of improved yield
    (minimizing machining allowances,
    reducing defect rates, etc.)
  • Promoting intra-Group resource
    circulation by leveraging our
    materials processing operations
  • Promoting reuse and recycling
    centered on reclamation from
    the market
Increased costs due to higher
utility rates and treatment fees
(waste)
High Medium
  • Minimizing waste emissions by
    enhancing the value of waste
  • Promoting monetization and
    recycling through disassembly and
    sorting
  • Establishing advanced treatment
    technologies to move away from
    landfill disposal
  • Setting policies suited to national
    and regional circumstances
    and translating them into results
Penalties and fines arising
from exceeding tightened waste
standards
Medium Medium
Market Increased burden and reduced
sales amid growing waste-related
environmental-response
demands from customers
Medium Medium
Increased burden and reduced
sales due to growing
environmental-response demands
from customers (pollution)
Medium Medium
  • Strengthening preventive
    measures against environmental
    accidents affecting the
    entire supply chain by
    reinforcing environmental management
  • Extracting latent risks and
    ensuring thorough improvement by
    deploying and embedding unified
    Group standards
  • Enhancing the capabilities of
    environmental personnel by
    introducing consolidated
    ISO 14001 certification
  • Ensuring thorough management of
    chemical substances in line with
    regulatory trends of each country
    and region
Reputation Upstream
value chain
Restrictions on procurement
volume resulting from stakeholder
criticism of suppliers’
environmental impact
Medium Medium
Opportunities Market Direct
operations
Improved ability to avoid impacts
from and respond to new regulations
(water)
Medium Medium
  • Minimizing water consumption
  • Reducing usage by eliminating
    waste and losses associated with
    utilities and production
    equipment
  • Promoting the adoption of
    recycling technologies
Improved ability to avoid impacts
from and respond to new regulations
(waste)
Medium Medium
  • Minimizing emissions by
    enhancing the value of waste
  • Promoting monetization and
    recycling through disassembly and
    sorting
  • Establishing advanced treatment
    technologies to move away from
    landfill disposal
  • Setting policies suited to national
    and regional circumstances and translating
    them into activities

Likelihood of occurrence — High: through FY2027; Medium: through FY2031; Low: through FY2051

Financial impact — Large: ¥10 billion or more; Medium: ¥1 billion or more but less than ¥10 billion; Small: less than ¥1 billion

Management of risks and impacts

Under our companywide risk management procedures, the Environmental Committee and related bodies determine our responses to the risks and opportunities identified as part of the strategy and regularly follow up on progress. In examining response measures, we reference the laws and regulations of each country, dialogue with stakeholders, customer trends, and other factors.

Metrics and targets

Metrics and initiatives toward FY2031

Aisin has formulated the “AISIN Environmental Action Plan 2031,” which sets “promoting biodiversity conservation centered on the circulation and conservation of water resources” as its metric in the field of harmony with nature toward FY2031. To achieve this metric, we are engaged in activities that emphasize the connection between water resources and ecosystems, such as developing on-site biotopes using factory wastewater, creating rice paddies in wetlands, and protecting rare species in regions from which we source water. In addition, through environmental education using biotopes and wildlife observation events at rivers, we are deepening understanding of biodiversity among our employees, their families, and local communities and are working to further expand these activities. Furthermore, some of our initiatives in Japan have been recognized for their consistency and contribution to local communities, and some areas where they were implemented have been certified as Nationally Certified Sustainably Managed Natural Sites.