Society

Promoting candid dialogue and action by all stakeholders

We are promoting initiatives aimed at improving organizational and workplace transparency as the foundation for all our HR activities. In keeping with the President's own message that the most important factors for taking the company through a “full model change” are—first and foremost—people, then workplace culture, we are stimulating active dialogue by holding labor–management consultative meetings at each level of our organizational hierarchy. We are also improving transparency by broadly sharing videos of these meetings within the company to aid the evolution of an open workplace culture. Furthermore, we are actively establishing platforms for information sharing and mutual learning, including the sharing of management case studies.

Creating a workplace culture conducive to a “quality supremacy” approach

We believe instances of quality-related fraud start with workplace challenges. In addition to encouraging staff facing sticky problems to raise a hand and ask for help right away, we promote problem-solving by listening carefully in order to continuously evaluate and improve our culture. In our effort to build a new corporate culture at Aisin based on a quality-supremacy ethos and customer-first attitude, we hold lectures on quality hosted by CTSO Yoshihisa Yamamoto and dialogue sessions with employees. We strive to further enhance each individual's awareness of our quality-supremacy mission through regular checks, focusing particularly on facilities that are downstream in the quality process.

Appropriate evaluation of challenges, balanced compensation

We are gradually upgrading our personnel systems to support the advancement and growth of our professional staff. In 2023, we revised the executive compensation system to more accurately reflect individual performance and incorporated nonfinancial metrics. For employees, we are revising our system starting with higher-level qualifications, centered on three pillars: meritocracy that values those who take on challenging assignments and learn from failure, a market-based system that rewards people for responsibility and results, and accelerating career mobility and an outward focus to break internal silos and put the right people in the right places at the right time. We will revise our re-employment system in October 2025.
Furthermore, we view compensation and wage increases as crucial investments in people and are pushing these forward with determination. Through ongoing labor–management discussions, we are accelerating companywide initiatives to achieve sustainable growth and a virtuous cycle of benefit sharing.

Clarifying roles and fostering proactivity for everyone’s shared success

We believe that for everyone to do well, each individual must recognize their role and proactively contribute to the business’s overall optimization. Through revisions to our organization, we are clarifying roles at each level. In particular, for skilled positions affected by an aging workforce and rising thresholds for qualification, we are creating new non-supervisory roles for highly skilled and experienced personnel. This foments value creation while contributing to individual fulfillment and growth. Through these system implementations, we promote the clarification of roles and encourage each employee to demonstrate individual initiative.

Professional talent development initiatives

To develop professional talent with initiative and a big-picture outlook, we are encouraging more cross-functional transfers for leadership and defining themes that cut across business domains. Moving forward, we will introduce early rotation triggers tailored to each employee's rank and function. Moreover, while maintaining on-the-job training as our development foundation, we will implement initiatives to build problem-solving skills, the capacity to drive reform, and human skills as we aim to become the undisputed industry leader in professional growth.

Resource shift and reskilling for growth domains

To swiftly redeploy resources and reskill as necessary to support growth domains, we are defining future workloads and talent specifications by function and promoting systematic development and shifting of existing personnel around the Group to meet these requirements.

Strengthening workplace management

To encourage proactive behavior, we are promoting a transformation initiative for all managers that capitalizes on individual strengths.
We are implementing a group leader management transformation in the workplace to allow group leaders to devote more time to developing their and worksites. As a result of these efforts, approximately 60% of managers have observed changes in their teams’ awareness and behavior.

At sites that are home to skilled technicians, we are transforming operations to free up capacity within the organizational structure, thereby supporting better mentoring of skilled workers and helping with their individual challenges. We are reforming business processes, focusing on data collection and use. This exercise includes reviewing procedures and forms and consolidating or eliminating fully or partially redundant tasks. We are also promoting workplace transformation through the use of IT tools, such as introducing computerized production management boards.
At ADVICS, we have been working to create a workplace environment where all our staff can challenge themselves with high-value-added work by enhancing internal communication. This offers the opportunity to free up capacity through initiatives like reviewing the usefulness of certain meetings. By inventorying internal meetings and setting guidelines for more efficient and effective meeting management, we achieved an annual reduction of approximately 240,000 hours companywide (equivalent to about 1 hour per day for managers). We are using the time saved to individual self-motivation to pursue growth and connect this energy to the development process and meeting challenging objectives.

Companywide and workplace-level activities driven by employee surveys

Every year, all workplaces hold feedback meetings to discuss workplace issues based on employee surveys and create “Action Plans” for improvement. To accelerate workplace action implementation, we provide study sessions for managers, including department heads, on interpreting survey results and create discussion forums for the management layer. This is beginning to spread proactive workplace improvement. Identifying “policy penetration” as a common challenge from company-wide results, we are advancing initiatives to embed our management philosophy and business strategy.
Furthermore, we have positioned as a key priority enhanced engagement at sites where skilled technicians work and are promoting this across the entire company and at all factories. We believe it is of paramount importance to create a work environment and train worksite leaders that value each individual as a person. Therefore, we are strengthening investment in the workplace, promoting communication, and sharing best practices from high-engagement factories to elevate standards at all facilities.

Continuous improvement of the working environment

We are improving our work environment and facilities to ensure everyone can perform energetically. Renovations to break rooms in offices and factories have created opportunities for employees to gather and chat. We will continue these ongoing workplace improvements to create an environment that inspires greater effort.

Revising the executive structure to drive our “full model change”

To ensure our executives personally take the lead in addressing critical companywide challenges, we are revising the executive structure and expanding the scope of the various roles. Specifically, we are redefining executive function from organizational oversight to problem-solving leadership, with an intensified emphasis on strengthening our focus on key business domains and further accelerating of operational execution.

Optimizing the domestic Group organization and staff allocation

To initiate and accelerate Group-level management, we are optimizing our domestic organization and the allocation of personnel. This includes reskilling engineers to support business restructuring, shifting resources around the Group’s companies and organizations, and arranging personnel exchanges involving executives.
In April 2025, we integrated management of the parent company with that of Group company Aisin Chemical in an effort to jointly transform our business portfolio and build on the strengths of each business. We will enhance competitiveness by optimally allocating group resources and improving management efficiency.

Groupwide and global leadership development

Senior managers directly identify potential candidates and promote initiatives such as AG2 (Aisin Global Grading), which is designed to improve the visibility of various positions and ensure succession planning, and the Global Leaders Session management training program to develop talent and support optimal work assignments. We are considering further strengthening these efforts and expanding them throughout our domestic Group companies.

Promoting diversity & inclusion

Advancing women's participation

As we work toward our 2030 goal, we have identified approximately 300 female candidates for managerial positions. We are creating and implementing development plans that are mindful of life events and broadening our focus to address cultural and managerial workstyle conditions that demotivate women with regard to promotion and limit growth opportunities. On the recruiting side, we retain a high proportion of women relative to the applicant pool: approximately 45% for administrative positions and 10% for technical roles.
In technically focused workplaces, we work to improve production line processes, such as by optimizing cycle times and procedures, to enable workers to maintain excelling performance while availing themselves of shortened work schedule accommodations for childcare. This enhances individual job satisfaction and develops our pool of future managerial candidates.

For actual data on women's advancement, please refer to the Performance data (society) section of this website.

Senior employees

To foster a company culture where anyone can challenge themselves, anytime, and for as long as they wish, we have revised our re-employment system to ensure fair evaluation and treatment for employees who continue to contribute regardless of age. We also made career development training mandatory for staff in their 40s and older to help with future planning at an early stage.
In skilled workplaces, we are creating an environment where employees can work throughout their lives, such as through process improvements using video analysis to gather quantitative workload data. We are also promoting the maintenance and improvement of physical fitness, introducing fatigue-reducing measures, and boosting confidence to continue working vigorously.

• Message from the president – Promoting diversity & inclusion
• The Database on Promotion of Women’s Participation and Advancement in the Workplace