Society
Basic stance and policy
At Aisin, we believe every work colleague is a protagonist in their own story and that our people are the source of the Company’s competitiveness. The AISIN Group Philosophy places our colleagues first among the values we provide. By taking on the challenges our business strategy poses, we encourage self-directed growth and offer our work colleagues a sense of fulfillment in their jobs and happiness in their lives.
In our effort to evolve into a company that creates value through mobility, we are promoting business portfolio transformation under our medium-to-long-term business strategy toward 2030.To keep growing sustainably even amid dramatic changes in the business environment, it is essential that we adapt as agile, change-resilient workers and ensure we are an organization in which diverse talent can fully demonstrate their abilities and continue facing the challenges of creating new value. Based on this thinking, Aisin positions its human capital strategy as a critical element of its management foundation. As we head toward 2030, we have defined our vision for our people and organization as “Working toward challenging objectives through groupwide” and “Allowing people more opportunity for growth than any rival can and ensuring that everyone thrives.”
Promotion Framework
In April 2026, we established the new position of Chief Human Resources Officer (CHRO) to further strengthen the alignment of business strategy and human capital strategy at the management level. Under the CHRO, we convene the Human Resources Functional Committee twice a year, with the participation of the Executive Vice President, CxOs, and all Executive General Managers of Divisions, to discuss policies, strategies, plans, and progress regarding human capital. Important matters are also submitted and reported to the Board of Directors for its oversight.
Strategy
The business portfolio transformation Aisin is pursuing is an initiative to strengthen the earning power of its existing businesses and reallocate management resources to growth domains. Management prioritizes strengthening the organizational capabilities that underpin this transformation.
Aisin's earnestness, on-site capabilities, and culture of accumulating continuous kaizen have supported our growth to date as a source of competitiveness. Even as we leverage these strengths in our businesses that generate earnings and pursue further evolution, amid rapid changes in the business environment, we are required to identify issues ourselves from the perspectives of society and customers and create change swiftly and boldly across organizational boundaries. With this in mind, we believe it is necessary to move beyond an inward-looking and passive stance and evolve into an organization that identifies issues on its own and creates new value across organizational boundaries, thereby generating opportunities for each individual to grow and take on challenges.
To realize our vision for our people and organization, we identify and address priority issues across three layers: foundation, capabilities, and action. We place “Creating an open workplace culture” at the foundation of all our initiatives. As capabilities, we work on “The growth and success of professional talent,” “Strengthening the Group's broad range of capabilities,” and “Achieving an optimal talent portfolio” to secure and develop talent in terms of both quality and quantity. As action, we encourage “Promoting a spirit of challenge,” with each individual taking on challenges with a sense of ownership. Through these efforts, we will realize our medium-to-long-term business strategy and grow into an organization that reliably meets the expectations of society and our customers.
Related materiality issues
| Materiality issues | Goal (KGI) | Indicator (KPI) | FY2026 results | FY2031 target values |
|
|---|---|---|---|---|---|
| Priority issues | Paths toward realization |
||||
| Freedom of movement for people around the world |
Instilling a corporate culture that embraces challenge |
Environment conducive to a proactive work style |
Positive response rate for employee engagement*1 |
61%*2 | －*3 |
| Empowering diverse talents for personal fulfillment |
Respecting diversity and growing together |
A work environment where diverse professionals can thrive |
Positive response rate for an environment that empowers employees*4 |
59%*2 | －*3 |
| Ratio of female managers*5 | 3.0% | 4.5% | |||
Positive response rate for employee engagement: Percentage of employee engagement survey respondents who answered “I want to contribute to the company, feel loyal, and am motivated to put in proactive effort”
Scope of current fiscal year results: 68 domestic and 36 overseas companies
After the global rollout of the employee engagement survey is complete, global targets are scheduled to be set in FY2028 based on actual results and regional and cultural characteristics.
Positive response rate for an environment that empowers employees: Percentage of employees who responded in the employee engagement survey that “There are opportunities to apply my skills and abilities, and a comfortable work environment is provided”
Manager: key position (section chief) and above (scope: domestic Group companies)
Key initiatives
Initiatives for creating an open workplace culture < Foundation: Establishing an organizational foundation and environment >
Among factors that underpin all our efforts are enhancing relationships among workplace colleagues, collaboration across organizations, and mutual understanding between management and the front line. In keeping with our president's own message that the most important elements of a full model change are, above all else, people, followed by workplace culture, we hold labor–management roundtables to provide forums for active dialogue between the workforce and managers at each level of the organization. We are also promoting an open workplace culture by enhancing transparency by such means as explaining our business strategy in our in-house newsletter.
Promoting companywide and workplace activities in response to employee engagement surveys
We conduct employee engagement surveys across the Group, and based on the results, we promote activities to improve each workplace. To advance self-directed workplace enhancement at each site, all workplaces hold feedback meetings in which team members discuss issues based on survey results and design and enact plans for improvement. To support these activities, we actively promote activities customized for individual workplaces, including training for managers on how to interpret survey results, management study sessions, and forums for mutual learning and other modes of sharing management case studies.
As a result, self-directed efforts at workplace improvement have spread steadily, and our engagement score has improved by more than five points from the previous fiscal year. To raise engagement across the entire Group, we are progressively expanding the scope of the engagement survey, and its rollout to all Group companies, including those overseas, is scheduled to be completed in FY2027.
| Key initiatives | Details |
|---|---|
| Meetings with labor and management Labor–management roundtables |
Companywide and division-level discussions between senior labor and management representatives on deepening the spirit of challenge among individuals and entire workplaces (40 sessions held) |
| Department- and plant-level labor–management roundtables |
Resolving workplace issues so challenges can be addressed In FY2026, we are intensifying our discussions with a focus on strengthening our competitiveness to prevail over the competition. |
| Direct dialogue between executives and employees |
Roundtable discussions between the President and CxOs, and employees (roughly 85 participants) Lecture by the President (approx. 820 attendees) |
| Management experience sharing sessions |
Since July 2023, cases have been shared monthly among all General Managers of Departments and Plants. |
| ATBA (Aisin Team Building Activity) |
To enhance productivity and job satisfaction by assuring psychological safety and deepening the quality of work relationships, we meet regularly with all workplace staff and hold one-on-one sessions |
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. To establish a new corporate climate at Aisin along with a culture grounded in a “quality supremacy” ethos and “customer first” attitude, we hold discussion sessions between executives and employees to further heighten each individual's awareness of quality supremacy, and we conduct regular checks focusing particularly on plants that are downstream in the quality assurance process.
Initiatives for the growth and success of professional talent ＜Capabilities: Qualitative fulfillment of talent＞
To continue creating value amid future changes in the business environment, it is essential to transform our people and organization into ones that are resilient to change. We define our ideal type of talent, “professional talent,” as individuals who proactively think and act from the perspective of overall optimization in their respective roles and positions. We define the components of professional talent as capacity for transformation, human capabilities, problem-solving, and skills, and are expanding growth opportunities.
Definition and elements of professional talent
Professional talent development initiatives
To develop professional talent with a sense of ownership and a holistic perspective on optimization, we are encouraging cross-departmental transfers and assigning companywide themes within our leadership tier. These initiatives promote a perspective that transcends organizations and domains and drives autonomous decision-making and problem identification. In addition, while building on everyday on-the-job training, we systematically deploy development measures focused on deepening the capacity for transformation, enhancing human capabilities, and sharpening problem-solving skills, thereby helping our professional talent to expand growth opportunities. To gauge the effectiveness of this series of initiatives, we conducted a survey to gauge each employee's sense of their own growth and change. As a result, we ascertained that more than 60% of employees felt a change with respect to the themes of “outward-looking perspective,” “proactive problem identification,” and “motivation for and interest in change.” To sustain and broaden employees' sense of growth and change, we will identify contributing factors through trend analysis by employee attribute and use the findings to further strengthen our initiatives.
| Shared core competencies |
Key initiatives | Details | FY2026 results |
|---|---|---|---|
| Problem-solving | Training in problem-solving skills Intermediate/advanced MAST training |
We have expanded our training regime to strengthen both the ability of general employees to follow formal problem-solving approaches and the capacity for supervisors to provide guidance from a problem-solving perspective. Thus, we are enhancing practical application of these skills in the workplace. | 2,235 participants |
| Capacity for transformation | Cross-boundary hands-on experience program |
The program is designed to help participants develop new perspectives that are difficult to gain through internal experience alone by working with external parties to address social issues. The insights and learning gained through participation have produced certain effects, such as enabling participants to address their own themes from a broader perspective and a higher vantage point. We will expand the program to include more participants. | 127 participants |
| Human capabilities | Human capabilities: OMOIYARI communication training |
Targeted at executives and managers who significantly influence workplace culture, this program enhances human capability and communication skills to foster psychological safety and employee well-being in the workplace. | 6,944 participants |
| Developing aspirations | We are strengthening our efforts to prepare compelling leaders who can gain the cooperation of diverse individuals. This requires each person to earnestly confront their own values and sense of self while nurturing their personal aspirations regarding lifetime career goals they wish to achieve. We have successfully completed our targeted rollout to 50% of senior core staff by FY2026. We will further expand the scope to spread transformation throughout the organization. | 224 participants |
Initiatives for strengthening the Group's broad range of capabilities
＜Capabilities: Qualitative fulfillment of talent＞
To enhance competitiveness, we are shifting from management on an individual-company basis to group management and reviewing the roles and positioning of Group companies. We are also promoting diversity & inclusion in order to continue creating value sustainably and securing the talent needed to support it.
Revising the executive structure to drive our “full model change”
We revised our organizational structure so that executives themselves take the lead in driving key issues across the company. The Company has redefined the role of executives from organizational oversight to leading the resolution of key issues, thereby strengthening our response in priority areas and accelerating business execution.
Optimizing the domestic Group organization and staff allocation
To improve the agility of Group management, in Japan we are optimizing our organization and staff allocation through such measures as reskilling engineers for the business portfolio transformation and shifting resources and exchanging personnel across companies and organizations, including at the executive level.
Groupwide and global leadership development
We are strengthening the intentional and systematic development of management talent who support corporate transformation, including business transformation and regionally focused management. For candidates identified by senior management, we promote systematic development and placement by visualizing positions through AG2 (Aisin Global Grading), formulating succession plans, and providing management talent training through the Global Leaders Session.
Promoting diversity & inclusion
Advancing women's participation
We have set a target of 4.5% for the ratio of female managers by 2030 and expanded the scope of this metric from core companies to domestic Group companies.
We have identified roughly 2.5 times as many development candidates as the number of women who will need to be promoted to managerial positions by 2030 to achieve our benchmark, and we are strengthening their systematic development. At the same time, we are promoting the success of diverse talent by reforming workplace culture and by dispelling implicit assumptions about management roles and working styles that discourage the desire for promotion.
In skill-intensive workplaces, we work to improve production line processes, such as by optimizing cycle times and work procedures, to enable employees to continue performing effectively while using reduced working hours for childcare. Through these efforts, we enhance individual job satisfaction and cultivate future candidates for supervisory positions.
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. By clarifying the roles that individuals take on, we have ensured that approximately 50% of employees continue to thrive after re-employment. 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.
Employment and success of people with disabilities
Taking the view that disability is not a handicap but an expression of individuality, we are working across the entire Group to create workplaces where each person can maximize their strengths. At special-purpose subsidiary AISIN WELLSMILE, we have augmented its traditional cleaning and document digitization services with three newly developed functional support areas that contribute to the Group's business and production efforts: technical development, manufacturing, and administrative support. Employees have shared positive feedback, noting that they find the work rewarding and that they want to do more. We are expanding their opportunities to thrive and increasing the sophistication of their work. In addition, to provide workplaces where people with disabilities can work more comfortably, we train HR staff and workplace managers at Group companies in ways that promote understanding of disabilities and their characteristics and raise their capacity to welcome such employees.
LGBTQ+ (gender diversity)
To respect gender diversity and create a safe and secure workplace where everyone can work without fear of discrimination or prejudice, we provide training for managers and supervisors, disseminate response guidelines and information on internal consultation services, and install accessible restrooms.
Midcareer hiring
To promote diversity of knowledge and experience and drive our business transformation toward next-generation businesses and new domains, we are strengthening midcareer hiring effort. We actively communicate the appeal of our employees by showcasing the kinds of people who work various sorts of environment and, thereby, enhancing recognition. Simultaneously, we are strengthening our recruitment capabilities by using scouting services and employee referral recruitment.
Systems and procedures that support diverse talent and work styles
| Category | Measure | Details |
|---|---|---|
| Flexible work styles | Flexible work system without core hours |
A system that sets a minimum daily working time of one hour with no core hours, allowing flexible adaptation to fluctuating business needs. |
| 3-month flex | A work system that promotes efficient operations by allowing working hours to be flexibly adjusted over a three-month period in response to fluctuations in workload extending beyond one month. | |
| Discretionary work system | A system that fosters a spirit of challenge and drives results by creating an environment in which employees have discretion over the allocation of their working time and their work methods, enabling them to focus on their work without being constrained by time. | |
| Telework system | A system in which employees work part or all of the day from home or other offsite locations. This program was expanded from FY2025 to include long-term telework, which made telework-based work arrangements possible for specific reasons, such as childcare or nursing care. |
|
| Satellite offices | This initiative enables employees to use worksite facilities outside the company. By offering work location options, this program aims to foster innovation and enhance productivity. | |
| Side-job system | This policy allows employees to engage in work outside their primary job with the aim of improving work quality and increasing motivation. (Approximately 450 employees have participated since the policy’s introduction in January 2022.) | |
| Casual dress code | This system promotes an open and vibrant workplace culture that encourages new ideas and flexible approaches. | |
| Time-off promotion | Paid leave use incentives | Promotes the use of vacation days through the “Minimum 14” program that encourages employees to take at least 14 days of paid leave annually beyond the statutory five, and “Annual Leave Cut Zero”, which aims to eliminate unused annual leave. |
| Rest & relaxation leave | This program allows employees to accumulate up to 20 days of unused annual paid leave, which can be used for personal illness or injury, family nursing/care, spouse's childbirth, or childcare. | |
| Work-life balance support (Childcare) |
Childcare leave (general) | This policy permits employees to take childcare leave for any period they request while the child is under two years old. |
| Reduced working hours for childcare | A system allowing employees with children up to 6th grade to reduce their working hours according to the child's age. | |
| Childcare leave (medical reasons) | This policy allowing employees to take five days per child per year, or 10 days if caring for two or more children, to care for an ill child in 3rd grade or younger. | |
| Special leave (spouse's childbirth/childcare) |
Employees with children under two years old can take five days of leave per child in connection with their spouse's childbirth event or childcare needs. | |
| Onsite childcare facilities | Two childcare facilities are available depending on the work location. Toyota Group childcare facilities can also be used. | |
| Mom, dad, and supportive boss guide | A booklet supporting the balance of work and childcare | |
| Maternity leave – interviews before giving birth and after returning to work |
Extending beyond strict legal and compliance requirements, we conduct post-return interviews to support the smooth workplace reintegration and career development for staff taking maternity or childcare leave. | |
| Work-life balance support (Non-childcare) |
Caregiving leave | Workers may take extended leave for a period approved by the company not to exceed a total of three years per family member requiring care. |
| Reduced working hours for caregiving | This policy allows employees with family members requiring care to reduce their working hours. | |
| Caregiving leave | Under this directive, employees may take leave for family caregiving up to 10 days per year per person requiring care or 20 days if caring for two or more people. | |
| Work-life balance support guidebook for caregiving |
A booklet we have published in support with balancing work and caregiving. | |
| Leave and reduced working hours system for infertility treatment (Family Plan Support System) |
This system allows employees to take leave or work reduced hours for a cumulative period of up to 12 months for infertility treatment. | |
| Introduction of a communication site | We have introduced an externally accessible communication site for all employees and their families that enables them to access company information even during leave. | |
| Family allowance | An allowance provided to employees with dependents, including children, individuals requiring nursing care or support, and persons with disabilities. | |
| Career development and continuity support |
Household relocation leave system | This system provides leave for employees unable to work due to a spouse's relocation or similar circumstances. |
| Career comeback system | This system defines a process for re-employment of people who have resigned for unavoidable reasons, such as childcare or caregiving. | |
| Awareness-raising lectures and exchanges of dialogue |
Regular lectures and exchange meetings occur covering various themes aimed at raising awareness among employees and their supervisors. | |
| Career mentor system | This system provides employees the opportunity to consult with senior colleagues about balancing career and family. (61 female managers registered for FY2026) | |
| Career declaration system | A mechanism where employees create medium-to-long-term career and life plans for themselves and, through discussions with supervisors, develop their careers. | |
| Career Consultation Desk | This consultation service gives employees access to opinions from external career experts to encourage self-directed career development (360 slots filled in FY2026). | |
| Career design training by age group | We offer training designed to resolve career concerns related to an employee’s experience, position, and personal values and tailored to each age group. The training supports employees in proactively shaping their own careers and continued growth through self-reflection on personal strengths and values. | |
| Career design training for newly appointed managers in key positions |
This training regime supports managers with facilitating their own behavioral change and spreading that change throughout the workplace. It enables each individual to continue growing in an independent way while applying and refining their abilities and experience. | |
| Life design seminar | This seminar targets employees in their 30s and 50s and supports them in improving their knowledge and understanding of systems related to asset building and health in preparation for future life events. | |
| Job change system | This system helps employees change the job type they were assigned upon joining the company, enabling diverse career choices. | |
| Health support | Femtech Program | This programs helps women with health issues (menstruation, fertility, menopause) through the use of technology (online consultations, prescriptions, etc.) |
- Message from the president – Promoting diversity & inclusion
- Disclosure related to the Act on the Promotion of Women's Active Engagement in Professional Life / Ministry of Health, Labour and Welfare, The Database on Promotion of Women’s Participation and Advancement in the Workplace
- Disclosure under the Act on Advancement of Measures to Support Raising Next-Generation Children: Ministry of Health, Labour and Welfare “Work-Family Balance Support Portal”
Initiatives for achieving an optimal talent portfolio ＜Capabilities: Quantitative fulfillment of talent＞
To actualize the business portfolio transformation set out in our medium-to-long-term business strategy, we are optimizing our talent portfolio. In the growth domains of electrification and intelligent systems, we define future workloads and required talent profiles by function and promote planned personnel shifts and reskilling across the Group as one. Regarding the software talent who are so essential to intelligence, we have to date made some progress toward fashioning our envisioned structure through development and recruitment. We will further enhance our competitiveness while also considering offshoring and the use of external resources. In the aftermarket domain, which continues to grow as a mainstay of our business portfolio outside of new-vehicle operations, we have increased staffing from approximately 300 to 800 since 2021, driving further growth of the business. In skill-intensive workplaces, we expect the required roles and the quality and quantity of needed skills to change significantly in step with our business portfolio transformation and the evolution of manufacturing at the hands of DX and AI. To respond to these changes, we are recognizing the key challenges of shifting work processes and providing planned development, starting from a clear accounting of our talent portfolio. At the same time, to enhance our ability to add value we are creating diverse growth opportunities that are not limited to supervisory positions but also include paths for skilled specialists.
| Key initiatives | Details |
|---|---|
| DX and AI talent development add operational sophistication |
Institute reskilling programs to enhance the use of AI and data (1,400 participants by end-FY2026) Building on our educational efforts in the AI and data domains, we revamped our talent development framework to focus on the use of generative AI. Through hands-on learning by job function and training in building AI chatbots, we are educating staff capable of using generative AI to transform our operations and improve productivity |
| Software talent development for intelligence applications |
|
| Talent development in the electrification domain |
Completed staff reallocation by the end of FY2024; now transitioning from next-generation development to the mass-production and sales-expansion phase Provided expert training for reskilled engineers with the aim of upskilling them to become system engineers with a vehicle systems perspective Revamped the training framework for skilled workplaces for electrification (3,070 participants by the end of FY2026) |
Initiatives to promote a spirit of challenge ＜Action: Individual challenge-oriented actions＞
Laying our foundation and building out our capabilities are, on their own, insufficient to spur the business portfolio transformation we seek; this cannot happen without a proactive approach from all employees toward taking on challenges. At Aisin, we are transforming our culture in line with our goal of deepening the spirit of challenge among individuals and entire workplaces on the way to achieving our ideal target state via step-by-step evolution.
Clarifying roles and fostering proactivity for everyone’s shared success
Amid a rapidly evolving business environment in which new domains and themes continually emerge, the roles each individual must fill are not fixed and must be flexibly reconsidered in response to change. Based on this recognition, Aisin is shifting toward a way of working that starts from each person’s role.
To achieve this while aligning each person's challenges with the company's direction, management has worked to better communicate its business strategy and policies. At the same time, in each workplace, we tightened each employee’s connection to their role and duties by improving the quality of policy implementation and goal-setting meetings. In addition, to accelerate our response to challenges that cross organizational boundaries, we are creating situations and settings conducive to taking on challenges via such measures as establishing cross-departmental, time-limited organizations (BR organizations*).
In skill-intensive workplaces, we have promoted stronger investment in the workplace environment and richer communication in the belief that a workplace environment and management team that value each individual are essential. Building on this, we revised our personnel system to establish new roles in which highly capable and experienced personnel can demonstrate their value in roles outside the supervisory scope, thereby creating an environment where, given our graying workforce, everyone can thrive regardless of age.
Through the accumulation of these efforts at the management and workplace levels, positive responses to both “employee engagement” and “empowering environment” items increased significantly from the previous year and exceeded the average for the Japanese manufacturing sector. In skill-intensive workplaces in particular, both indicators improved by more than five points from the previous year, demonstrating the tangible effectiveness of workplace-driven initiatives.
Going forward, we will regard the process of shifting toward higher-value-added work as an opportunity for each employee to take on new challenges. By promoting growth through these experiences, we aim to align the growth of our company with the growth of our people.
BR organizations: Business Reform organization. a flexible project organization that addresses companywide issues speedily across divisions and functions.
Appropriate evaluation of challenges, balanced compensation
To properly reward challenge and results, we are revising our personnel system in stages from the perspectives of evaluation and compensation. In 2023, we revised the executive compensation system, expanding the reflection of individual performance evaluations and incorporating nonfinancial indicators. For employees, we have reviewed our personnel systems in stages, starting with the highest qualification levels, based on three pillars: a “points-based system” that recognizes challenges and learning from failure; a “market-based system” that rewards results achieved in the current role; and “accelerated mobility and outward orientation,” which promotes the shift away from an inward-looking mindset and encourages the effective use of talent by way of appropriate timing and staff allocation. The revision of the re-employment system was completed in FY2026. These revisions shift our emphasis from a conventional focus on competency-based qualifications to compensation based on the role one assumes and the value it creates. By aligning evaluation and compensation procedures with each role, we are building a system in which an employee’s spirit of challenge and actual results can be appropriately rewarded even amid changing business conditions. 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.
| Key initiatives | Details |
|---|---|
| Revision of executive compensation system (FY2024) |
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| Revision of personnel system for management (FY2024) |
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| Revision of General Employee Personnel System (FY2026) |
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| Revised HR system for re-employed personnel (FY2026) |
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| Thorough implementation of evaluation interviews for all employees |
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Strengthening workplace management to support taking on challenges
To encourage proactive behavior, we are promoting a transformation initiative for all managers that capitalizes on individual strengths.
In the workplaces of indirectly departments, we are transforming the management practices of group leaders so they can devote more time to developing people and workplaces.
| Key initiatives | Content |
|---|---|
| Management training to empower individuals |
Training provided to all core managers to develop leadership skills that attract empathy and cooperation from others and promotes the acquisition of communication skills that empower individuals and helps them develop |
| Group leader seminars | Four-month workshop for representatives from each department led by external instructors, focusing on self-reflection and learning about their own performance as managers |
| Group leader management study groups |
Held for key personnel who volunteer to participate, with the aim of sharing concerns and insights among participants for mutual learning and camaraderie |
To strengthen our support apparatus for workers in skill-intensive workplaces and back individual efforts to face challenges, we are modifying operational procedures to create spare capacity for supervisors. We are reforming our business processes with a focus on data collection and use. This is being achieved through the review of procedures and forms and the consolidation of duplicate and similar tasks. We are also driving transformation of frontline work styles through the use of IT tools, such as by introducing computerized production management dashboards.
Other initiatives
Employee benefits
To enable employees to fully demonstrate their abilities by improving their financial, mental, and physical environments, each Group company works to enhance the employee benefits they offer.
At Aisin, to realize the well-being of each employee, we have introduced a cafeteria plan under which employees can freely choose and apply company subsidies to match their needs and lifestyles at any given time. In addition to infrastructure features such as employee cafeterias, dormitories, and company housing, we offer a wide range of employee benefit programs, including asset-building support, childcare facilities, and leisure opportunities. (Eligibility varies by program.)