Society
Basic stance and policy
We formulated our The AISIN group Declaration of health in April 2021 to help our irreplaceable employees lead healthy and fulfilling lives in both mind and body and to improve health and vitality, thus supporting the sustainable growth of the company.
Out of commitment to our materiality issues "freedom of movement for people around the world" and "empowering diverse talents for personal fulfillment," we foster a corporate culture that embraces ongoing challenges by cultivating a workforce and workplace climate in which each employee can work in a self-directed way.
Promotion Structure
The Safety and Health Committee, in which Group companies also participate, formulates the basic policy and annual plan for health. In response, the Health and Productivity Management Promotion Council, which is centered on the Safety and Health Promotion Department—an organization that includes such specialists as industrial physicians and nurses specialized in public health and medicine—works in cooperation with the health insurance society, related departments, and labor unions to communally share health issues and promote related measures.
In addition, each workplace appoints a Health Officer (manager) and a Health Promoter to lead health promotion activities, foster employees' health awareness, and encourage participation through the rollout of specific measures.
Furthermore, important matters discussed by the Safety and Health Committee are reported to and overseen by the Board of Directors.
Strategy
Within our materiality framework, we have positioned "Instilling a corporate culture that embraces challenge" as a path toward achieving our objectives, and we have employed a strategy map to clarify the link between our health and productivity management initiatives and corporate value. We have set a target of achieving a presenteeism performance level of 85%* or higher in FY2031 (a materiality KPI), and we are promoting measures with both mental and physical dimensions to reach this goal.
On the mental health front, in addition to prevention and relapse prevention, we are further enhancing supervisors' ability to detect and respond early in order to prevent deterioration in affected employees' condition from becoming serious.
Regarding physical health with a focus on the prevention of lifestyle-related diseases, we are working to avert problems through health promotion and improvements to the workplace environment. At the same time we are strengthening efforts to prevent serious maladies through early detection and treatment.
We visualize the effects of these health measures and, with due regard for the confidentiality of personal information, share them from senior management down to department members, conducting discussions and reviews aimed at improvement and running a PDCA improvement cycle.
By continuing these activities, we work to reduce absenteeism (absence and leave) and presenteeism (reduced productivity due to poor health), while enabling each employee to demonstrate their abilities and invigorating the organization.
Presenteeism performance level: Calculated using the Single-Item Presenteeism Question (SPQ; University of Tokyo single-item edition). The percentage of employees who feel they were able to perform at 80% or more over the past month, where performance in a healthy state is taken as 100%.
Related materiality issues
| Materiality Issues | Goals (KGI) | Indicators (KPI) | FY2026 results | FY2031 target | |
|---|---|---|---|---|---|
| Priority issue | 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 |
Presenteeism Performance Level |
79.7％* | 85.0％* |
| Empowering diverse talents for personal fulfillment |
|||||
Aisin (non-consolidated)
Health and Productivity Management Strategy Map (Aisin, non-consolidated)
Key initiatives
Initiatives to promote a spirit of challenge
Mental health measures
Prevention and early detection
Aisin, in its aim to minimize work time lost to mental health issues, focuses on prevention and early detection.
To ensure that supervisors do not fail to recognize signs of distress in their subordinates and that they promptly connect them with company doctors or external parties, we have expanded the scope of line care training participants starting in FY2024. At the same time, to help participants understand the importance of mental health exercises and apply them in practice, we have improved our program’s effectiveness by, for example, shifting to simulation-based training content centered on case studies.
In addition, to help employees recognize signs of stress and proactively practice self-care, we run stress checks while promoting self-care education programs, distributing video content, establishing health consultation desks, and setting up interviews with industrial physicians for high-stress individuals. From FY2025 we expanded the scope of self-care education beyond second-year employees to also include newly promoted employees, who are prone to increased mental burden.
Although the percentage of highly stressed staff decreased in FY2026, we will continue to strengthen our mental health initiatives directed at individuals.
Mental health education
| FY2024 | FY2025 | FY2026 | |||||||
|---|---|---|---|---|---|---|---|---|---|
| Target population |
Number of participants |
Implement ation rate |
Target population |
Number of participants |
Implement ation rate |
Target population |
Number of participants |
Implement ation rate |
|
| Self-care education | 375 | 375 | 100％ | 1,284 | 1,284 | 100％ | 1,767 | 1,767 | 100％ |
| Line care education | 3,318 | 3,318 | 100％ | 1,058 | 1,058 | 100％ | 1,516 | 1,516 | 100％ |
Stress check results
| FY2024 | FY2025 | FY2026 | |
|---|---|---|---|
| Stress check participation rate |
92.3％ | 89.7％ | 90.7％ |
| Percentage of highly stressed individuals |
3.9％ | 15.1％* | 13.1％ |
Revised criteria for identifying highly stressed individuals starting FY2025
Changed the criterion for high-stress individuals from the Aisin standard (5%) to the raw-score conversion method (10%) recommended by the Ministry of Health, Labour and Welfare.
Initiatives for improving the work environment
Starting from feedback on the workplace diagnosis results of stress checks and individual support for high-risk workplaces, we clarify the issues at each workplace and promote improvement activities on an organizational basis. Through this, we work to prevent mental health problems by continuously improving the workplace environment. We also share case studies and know-how on improvement support to assist workplace-centered improvement activities.
Furthermore, we apply the results of the engagement survey and the ethics survey to revealing issues that impact the entire company and to pinpoint their underlying causes from multiple vantages. In each fiscal year high-risk workplaces have shown improvement over the following year, but we have seen an increase in the number of cases of different workplaces being classified as high-risk. Our response is to strengthen individual approaches in such domains as mental health education for high-risk individuals and to improve workplace conditions.
Workplace improvement rate
| FY2024 | FY2025 | FY2026 | |
|---|---|---|---|
| High-risk worksites | 7 | 12* | 14 |
| Support for workplace improvement |
100％ | 100％ | In progress |
| Rate of improvement | 100％ | 100％ | In progress |
Revised criteria for selecting high-risk workplaces starting FY2025
Prevention of relapses following return to work
To enable a successful and emotionally secure return to the workplace, we have established a return-to-work support program run by clinical psychologists and public health nurses.
As part of the return-to-work trial, employees who have entered the return-to-work process perform non-work tasks in the Return-to-Work Support Office in line with their working hours, enabling us to assess the extent to which their stamina, concentration, and ability to perform tasks have recovered.
These initiatives promote stable health and help employees demonstrate their abilities after returning to work, both of which contribute to improved presenteeism. At the same time, by ensuring that our people return to work on the premise of sufficient recovery, we reduce the risk of relapse.
Return-to-work and leave-extension rates after the return-to-work trial
| FY2024 | FY2025 | FY2026 | |
|---|---|---|---|
| Returned to work | 63％ | 78％ | 78％ |
| Leave extended (resumption of focus on therapy) |
37％ | 22％ | 22％ |
Physical health measures
Prevention and early detection
By following up at the workplace and individual levels, we achieve a 100% participation rate for regular health checkups. We also employ a proprietary system that draws on as much as 10 years of health checkup history to identify high-risk individuals and implement such safety measures as interviews with occupational physicians and the application of work restrictions, thereby enabling early response to illness and the prevention of serious health impairment.
For specific health guidance, in light of the increase in eligible individuals due to workforce aging and the growing number of younger employees at risk of becoming eligible, we are encouraging lifestyle improvements and working to reduce the number of eligible individuals.
Regular health checks and follow-up measures
| FY2024 | FY2025 | FY2026 | |
|---|---|---|---|
| Regular health checks participation rate |
100％ | 100％ | 100％ |
| Detailed examination participation rate |
70.3％ | 70.2％ | 85.9％ |
| Work restriction determination rate |
100％ | 100％ | 100％ |
| Consultation implementation rate |
100％ | 100％ | 100％ |
| Specific Health Guidance implementation rate |
71.0％ | 70.2％ | 68.3％* |
Implementation rate as of April 2026; to be finalized in November 2026.
Cancer prevention
In addition to regular health checkups, the health insurance society, labor union, and company subsidize the cost of various cancer screenings to reduce cancer risk through early detection.
Colorectal cancer screening is conducted for all employees aged 35 and over at the time of their regular health checkup.
We also encourage our female employees aged 20 and over to undergo gynecological screening (cervical and breast cancer), and we are developing an environment that makes screening easier through such means as expanding the choice of medical institutions where it can be received. Furthermore, we regularly release information on comprehensive medical checkups and cancer screenings to raise awareness of the importance of undergoing them.
Cancer Screening Participation Status
| FY2024 | FY2025 | FY2026 | |
|---|---|---|---|
| Colorectal screening |
18,710 people | 18,747 people | 19,799 people |
| Gynecological examinations |
927 people | 983 people | 823 people |
| Comprehensive health checks |
2,621 people | 2,672 people | 2,785 people |
| Brain checkups | 468 people | 502 people | 517 people |
Health awareness initiatives
Since FY2022, we have been rolling out our Health Challenge 8 program, which addresses the improvement of eight lifestyle habits and aims to develop people and workplaces where each employee manages their own health and proactively practices healthy behaviors. Positioning Occupational Health Month as an opportunity for employees to reflect on their own health, we encourage behavioral change by providing feedback on their Health Challenge 8 results. In addition, led by workplace promoters, we hold regular workplace meetings using awareness materials and videos on the theme of improving lifestyle habits, thereby raising health awareness.
To encourage good dietary habits, we introduce recipes for balanced meals in our monthly awareness materials and offer healthy menus in the employee cafeterias, helping to firmly establish health awareness. We promote exercise awareness and understanding among all employees by distributing video content with the help of the professional basketball team SeaHorses Mikawa and also via digital signage and YouTube.
As a result of these initiatives, the average practice rate for Health Challenge 8 reached 68.5%. By item, exercise (49%) and stress (57%) were at lower levels than the other items. While exercise improved year on year, stress remained flat. We will continue to address these issues on an ongoing basis.
We had previously monitored health literacy through our own safety awareness survey, but from FY2026 we adopted the CCHL scale as our method of measurement to enable comparison with other companies, and we are working to set targets.
Establishing healthy habits
As a concrete initiative to encourage habitual exercise, using a smartphone app we co-host walking events twice a year, in spring and autumn, together with our health insurance societies.
In autumn 2025, we held the event jointly with 11 Aisin Group companies, setting rules that make participation easy and forming teams by workplace to compete with one another, thereby invigorating communication and encouraging continued participation.
In cooperation with the health insurance society, we also provide opportunities to review exercise and lifestyle habits through style-up seminars, and behavioral change toward habit formation is gradually progressing.
Health literacy status
| FY2026 | |
|---|---|
| Health literacy (measured using the CCHL scale*) | 14.2 |
CCHL scale: An indicator that measures the ability to understand health information and apply it to one's actions, using a five-point rating across multiple questions.
Health Challenge 8 Implementation Rate
Health Challenge 8 Newsletter
Aisin Group Walking Event
Other initiatives
Initiatives to encourage active participation by women
At Aisin, in the belief that female employees continuing to work with peace of mind and in good physical and mental health, and fully demonstrating their abilities, leads to greater organizational strength, we have been addressing women's health issues since 2021.
Because women's health issues vary greatly by life stage and among individuals, we promote shared understanding through approaches directed at employees and their supervisors.
In 2025, in cooperation with the health insurance society, we organized target priorities based on health data and expanded the scope of women's health education beyond employees in their 20s to include those in their 30s. At the same time, to ensure these initiatives are effectively applied in the workplace, we have strengthened support for supervisors, thereby promoting self-care and appropriate workplace accommodations.
Furthermore, to address health issues specific to women, such as menstruation and menopause, we are promoting the use of femtech (services that support women's health) and supporting the balancing of work and life events by creating an environment in which it is easy to seek advice.
Senior employee support initiatives
As the rising proportion of senior employees among skilled workers and the labor shortage caused by the declining birthrate progress, maintaining and improving the physical fitness of our senior employees has become an important issue.
For this reason, to help employees continue working in good health, in 2025 we launched A health workshop through physical ability testing for skilled workers in their 50s and began conducting physical fitness assessments. In addition, through life-design seminars and similar programs, we provide opportunities for employees to review their own health and lifestyle, encouraging behavioral change and better lifestyle habits, including exercise.
Rather than treating such initiatives as one-off efforts, we regard habitual daily exercise as an important concern, and we will develop supporting mechanisms while working to firmly establish voluntary, continuous practice.
Through these efforts, we are helping employees to continue working and more effectively demonstration their abilities.
Training participation results
| FY2024 | FY2025 | FY2026 | |||||||
|---|---|---|---|---|---|---|---|---|---|
| Target population |
Number of participants |
Implement ation rate |
Target population |
Number of participants |
Implement ation rate |
Target population |
Number of participants |
Implement ation rate |
|
| Life design seminar (33 years old) |
1,072 people |
469 people |
44％ | 840 people |
540 people |
64％ | 816 people |
530 people |
65％ |
| Life design seminar (53 years old) |
703 people |
406 people |
58％ | 840 people |
598 people |
71％ | 887 people |
644 people |
73％ |
| Women's health education (individual) |
153 people |
153 people |
100％ | 1,051 people |
1,051 people |
100％ | 1,281 people |
1,281 people |
100％ |
| Women's health education (manager) |
Revised target population |
4,024 people |
3,947 people |
98％ | 1,402 people |
1,370 people |
98％ | ||
Infectious disease prevention
To handle potential infectious disease outbreaks, we at Aisin have formulated infection prevention guidelines and rolled them out to Group companies and suppliers in Japan and overseas. When an infectious disease incident is detected, we promote countermeasures to protect the safety of everyone involved with the Aisin Group.
Initiatives for overseas travelers
For overseas travelers, including employees stationed abroad, accompanying family members, and business travelers, the company issues alerts, makes evacuation decisions, and provides training and information to foster awareness of the need to protect oneself.
We also contract with specialized medical and security organizations to provide assistance services so that we can respond to medical and safety risks distinct to each country and region in which we operate.
Evaluation of health-related indicators
We are further strengthening our health promotion initiatives to reduce presenteeism (working while dealing with health problems) and absenteeism (being on leave from work), and we will strive to improve productivity.
| FY2024 | FY2025 | FY2026 | |
|---|---|---|---|
| Presenteeism (loss rate) | 16.9％ | 24.0％ | 20.3％ |
| Absenteeism | 1.9％ | 2.0％ | 2.2％ |
| Presenteeism (loss rate) | Absenteeism | |
|---|---|---|
| Calculation method | Calculated using the University of Tokyo’s Single-Item Presenteeism Question (SPQ). |
Rate of employees on sick leave for 30 calendar days or more (excluding paid leave) after the start of sick leave during the fiscal year (number of employees on leave during the fiscal year ÷ Number of full-time employees × 100). |
| Number of respondents (FY2026) |
33,305 people | 35,742 people |
| Response rate (FY2026) |
90.9％ | 100％ |
Health and productivity management certifications
Certified for 10 consecutive years starting in 2017
KENKO Investment for Health 2026 (large enterprise category): White 500
Starting in 2023, recognized for three consecutive years as a company that has actively promoted sports activities to enhance employee health, with the aim of encouraging sports participation among the prime working-age generation and building societal momentum for sports.