FY2021
Consolidated Financial Results
April 28th, 2021
AISIN CORPORATION

1

Initiatives to Date
Group-wide efforts to drive the two key reforms• Transformation of corporate
structure in response to CASE
• Restructuring into a corporate
entity with high profitability
Exit from or rebuilding of uncompetitive existing businesses&
introduction of lean organizational structure

2

Initiatives to Date

Group Action Guidelines
1. Proactively read the future, and take swift positive action

Formulation of new Corporate Principles
2. Exit from uncompetitive businesses without exception

Exit from bed and sewing machine business3. Collaboration is evolving from Separate Management toGroup Management

Management integration of Aisin Seiki and Aisin AW

3

2 Business4

Today’s Presentation
I.

2023 Targets:
Progress of
Medium-termManagement Plan

1. Medium-Term Management Plan
Management Targets for 2023

2. Powertrain unit sales forecast
Estimated sales of brake products
3. Progress in fixed cost reduction

II.

Vision for 2030

“A Decade of Growthby Changing What’s
Inside”

III. Initiatives for Carbon Neutrality by 2050

・ What we want to be in 2030
・ Revolution in businessenvironment
・ Responding to electrification
・ New business initiatives
・ Orientation of development
and investment
・ Vision Targets

5

I. 2023 Target: Progress of Medium-term Management Plan

1. Medium-Term Management Plan: Management Targets for 2023
IR Material (April 2019)

Aiming to achieve an operating profit margin of at least 7% in FY2023, after
bottoming out in FY2019.
(Trillions of yen)
Revenue from CASE

Revenue from existing products

OP margin

ROE

(FY)

6

I. 2023 Target: Progress of Medium-term Management Plan

2. Powertrain unit sales forecast
・ Steadily capture ICE demand until 2023.
・ Steadily expand sales to the rapidly expanding electrification market
after 2023.
2500

23%

Ratio of electrification

7%

9%
1200

(10,000 units/year)

879
61

990
85

270

818

905

930

2020

2021

2023

Share ofelectrification

ICE

0* The number of vehicles includes AT, CVT, HV, and eAxle.

(FY)

7

I. 2023 Target: Progress of Medium-term Management Plan

Estimated sales of brake products・ Leveraging our strong results in the HV market, we will strengthen the productlineup to expand sales of our cooperative regenerative brake systems.
・ Expanding the market for EPBs, which is expected to grow rapidly, and meetingthe demand with a full lineup.
・ Accumulating confirmed orders including from Chinese customers in 2023.
(billions of yen)(Billions of yen)

[Cooperative regenerative
brake system]

545.3

Steadily capturing
regenerative brake market
share, mainly through the
Toyota Alliance

Cooperative
regenerative
brake systems
Electric-assisted
parking brake[Electric-assisted
parking brake]

Foundation brake

Meeting demand in the
expanding EPB market with a full
lineup
20

21

23

8

I. 2023 Target: Progress of Medium-term Management Plan

Progress in fixed cost reduction
Promoting further efficiency improvement, including the effects of integration,
by FY 2023
95 bn yen

Bringing forward
structural reforms

30 bn yen

Permanent90
bn yen30 bn yen
Profitmeasures65
bn yenBy FY2023
Over

30 bn yen

Ongoing
effects ofstructuralreforms

30 bn yenTemporary

35 bn yen

Permanent
profit measures

30 bn yen
FY2020
Fixed cost
reduction(Target)FY2020 Results

By FY2023

・ Creation of synergy effects(System integration, businessconsolidation/elimination)
・ Promotion of DX
・ Reorganization ofsubsidiaries
・ Optimization of equipment
investment
・ Productivity improvement
through initiatives toincrease job satisfaction

9

I. 2023 Target: Progress of Medium-term Management Plan

[Case Study] Reorganization of Subsidiaries
Promoting the consolidation and elimination of unnecessary functions ofsubsidiaries in the Group and globally.
Target setting completed for 70% of the 51 themes covered.

Efficiency ofAdministration

TargetCompany Theme

Consolidation ofCompanies

Completion/
Projected

FY 2021and beyond

Theme(Projects to beconsidered)Completion/
Projected

FY 2021and beyond(Projects to beconsidered)

Japan

23

2

1

1

9

5

4

North
America

21

2

2

-

4

2

2

China

14

1

1

-

7

4

3

Australasia

20

6

5

1

4

2

2

Europe

6

-

-

-

10

9

1

Other

12

1

1

-

5

4

1

Total

96

12

10

2

39

26

13

10

I. 2023 Target: Progress of Medium-term Management Plan
[Summary] Medium-Term Management Plan: Management Targets for 2023

Aiming to achieve operating profit margin of at least 7% in FY2023 as
originally planned despite slowdown in revenue due to COVID-19.

(Trillions of yen)

5

Revenue from CASE

Revenue from existing products

OP margin

ROE

12%

4

10%
8%

3

6%
2
4%

1
0

2%
2016

2017

2018

2019

2020

2021

2023

0%
(FY)

11

Today’s Presentation
I.

2023 Targets:
Progress of
Medium-termManagement Plan

1. Medium-Term Management Plan
Management Targets for 2023
2. Power training unit sales forecast
Estimated sales of brake products
3. Progress in fixed cost reduction

II.

Vision for 2030

“A Decade of Growthby Changing What’s
Inside”

III. Initiatives for Carbon Neutrality by 2050

・ What we want to be in 2030
・ Revolution in businessenvironment
・ Responding to electrification
・ New business initiatives
・ Orientation of development
and investment
・ Vision Targets

12

II. Vision for 2030

Initiatives to Date

(1) Transformation of corporate structure in
response to CASE
(2) Restructuring into a corporate entity with highprofitability

Mergerwith AW

Enhanced Vision: Formulated New Group Corporate Principles as New Aisin

Focusing on the next 50 years
as “Aisin’s Compass”
New Corporate Principles formulated(January 2021)

Inspiring “Movement,” Creating Tomorrow
MissionWe will deliver beauty to our future earth, bringing
freedom and happiness to “movement.”

Why we exist

Vision
How we see the future(in pursuit of our mission)

Value
What we strive to give・To our colleagues
・To our customers
・To the future

We will act on our dreams and aspirations, show
concrete solutions to environmental and social
challenges, focusing on the evolution of “movement” by
way of clean power as the core and create a safe andcomfortable future for everyone.

To our colleagues,
growth andhappiness
To our customers,
inspiration andtrust
To the future, asustainable
environment

Vision for 2030
Clarifying thevalue to eachstakeholder

13

II. Vision for 2030

AISIN Group’s Vision for 2030
Aiming to be a corporate group called a partner by our customers by providing
solutions to social issues and innovating secure and comfortable “movement” tobring our philosophy: Inspiring “Movement,” Creating Tomorrow.

A solutions company realizing a society filled with excitement and smiles

Our Colleagues

Society

Our Customers

To be a company
that maximizes
job satisfaction
by promoting diversity
and supporting people
to challenge and grow.

To be a sustainablecorporate groupby providing
products and services
with lowenvironmental impact.

To be a partnerin solvingsocial issues
by providing“movement”
solutions
to all people.

14

II. Vision for 2030

Target Items

Setting goals for each stakeholder
Our
Colleagues

SDGs: Priority Issue KPIs

Example: Job satisfaction index[points]

5

Reduction rate of CO2 emissions
during manufacturing(vs. 2013)*Employee awareness survey(out of 5 points)

3.4 points

4.0 points
or more3

2020

Revenue ratio of

[％]
100

±0%

Reduction of% or greater

35

50

17%

More than

2020

2030

Production of electrified
products to achieve
virtually zero CO2 emissions

▲50

60%

0

2020

2030

Our
Customers

solution-oriented products

[％]
+50

0
4

Society2030

Shifting to ROIC management that emphasizes investment efficiency in group management, DX, etc.
as we accelerate investment to solve social issues and achieve growth and happiness for our associates.

OP margin

8%

10
5
0

ROIC
*NOPAT (Net Operating Profit After Taxes) /(Inventories + Fixed assets)

[％]
20
10

2030

0

¥3.5
trillion

13%

4.1%
2020

Revenue

5.1%
0

2020

2030

2020

2030

15

II. Vision for 2030

AISIN Group's Growth Trend for Vision 2030
We have positioned the next 10 years as “A Decade of Self-Transformation” in order to solve increasingly
serious social issues. As such we will continue to boldly take on the challenges of the future, setting
ambitious goals while anticipating the mega trend of next change.

AISIN Group’s Vision for 2030

A solutions company realizing
a society filled with love and smiles

Society

Our
Colleagues

Core competence:“Hydraulic andElectric Actuator
Systems”

X

Social Issues

X

Macro
TrendsPeriod for strengthening
Aisin’s framework(3 years to dramatically change
what’s inside)

Provision of solution-oriented
products and services

Our
Customers

Corporate value

Total Value

Period for true growth(7 years, aiming
for rapid growth)

Optimization of fixed costs throughbusiness selection andconcentration and DX

Fixed cost ratio(image)Fixed costs will be controlled andreduced through DX, reorganization ofsubsidiaries, and optimization of
investments.

Present

FY2023

FY2030

16

II. Vision for 2030

Business Creation

Enhancing solution-based products that contribute to the resolution of social issues

Shared shuttle bus service

Logistics support

Entry systems
that contribute tofree movement

Mobility platformthat contributes to solving problems
by providing services

Provision of safe travel
and transportation
Power sliding door

New and next-generation
products

Automated parking system

Integrated Control
and Vehicle Dynamics
that contribute to safe andcomfortable transportation

Manufacturing

Reduction of
traffic accidents
Electric-assisted
parking brake

HVtransmissions

DriverMonitoring

Cooperative
regenerative
brake systems

that solve customer issues

Energy Management
Systemsthat contribute todecarbonizationof the region

ENE-FARM
typeS
e-AxlePreventing global
warming

Present

Clean Energy
Driving the shift

Future17

II. Vision for 2030
Composition Ratio of Solution-oriented Products in each Business Territory
Integrated Control and Vehicle Dynamics

Entry systems

that contribute to safe and comfortable transportationthat contribute to free movement[Powertrain][Body]

Electrification products

24％

60％

9％

Solutionoriented
products

Existing
products

FY2020

FY2030

Mobility platformthat contributes to solving
problems by providing services

FY203
0
FY202050％[CSS]

FY2030*Connected and Sharing
Solutions

FY2020

Energy Management Systems[Brake + Vehicle Safety]
Cooperative regenerative brake systems,
EPB, automated parking, etc.

39％

100％

that contribute to decarbonization of
the region

60％

FY2030100％[Energy solutions]
FY2020

FY2030

New and next-generation products 100％that solve customer issues

FY2020

FY2030[New Business]
FY2020

FY2030

18

II. Vision for 2030

Revolution in Aisin’s Business Structure
Aiming for growth that exceeds the market evolution, “A decade ofchanging what’s inside” for sustainable growth¥5 trillion

3,525.7 bn
Solution-oriented
products

17％

More than 60%

Existing products
83％

FY202040％

FY2030% (Comp.)19

II. Vision for 2030 ~ Electrification Strategy

Lineup of electrified products
Expanding sales of products in related fields where the market is growing along withelectrification
Forecasting the growth rate of theelectrification market

Cooperative
regenerative
brakesystems

6 timesin 10 years

FY2020

FY2030

HV damper

eAxle

e-FourElectric drivetrain

Regenerative
brakes

HV transmissions

ThermalManagement
System

HV damper
Electric Pump

Cooling water valve

20

II. Vision for 2030 ~ Electrification Strategy

Unit Sales of Powertrains
・ While steadily responding to ICE until around 2023, prepare for the
rapidly expanding electrification market.
・ The ratio of electrified vehicles will increase to 60% or more in 2030.
2500

80%

More than 60%
Ratio of electrification

7%(10,000 units/year)

879
61

818

23%
9%

1200
990
85

270
Share ofelectrification

905

930
ICE

0

- 80%

2020

2021

2023

* The number of vehicles includes AT, CVT, HV, and eAxle.

2030
(FY)

21

II. Vision for 2030 ~ Electrification Strategy

eAxle Market Trends and Targets
Customers’ needs for modules will expand in the compact car andhigh output markets
250(10,000 units/year)

200《Compact Car Market》
Miniaturization technology
cultivated in AT
External production
ratio: 20%

150
100

《High Output Market》
High efficiency and high added value
through the use of reduction gear technology

External production
ratio: 65%

External production
ratio: 59%

Internal
内製

External
外製

production

production

50

System output
(kW)
250

200

376～999351～375~325

326～350301～325276～300~250

251～275

226～250201～225~175

176～200

151～175

126～150~100

101～125

76～100[Aisin’s product lineup]

51～75

~25

26～50

25 years of IHS data

0～25

0
~999

High output

High efficiency
High performance

Small size

150
100

eAxle

50
0
1000

2000

3000

4000

Vehicle weight
(kg)

[kW]

22

II. Vision for 2030 ~ Electrification Strategy

How to Market Compact Cars (mini and A-segment)
Development of a unit for mini and A-segment cars by utilizing theminiaturization design technology cultivated in AT(1) [Ultra-compact EV]• High output secured by permanent magnet
synchronous motor• Downsizing by 3-axis gear train
Production started in 2020
Toyota Motor Corporation “C+pod” ​installed(2) [For A-segment] (Under development)(3) [For mini and A-segment vehicles] (Under development)《Body Size x Output Torque》
Estimated trend• Small-capacity and light-weight typeaimed at the Japanese, Europeanand Asian markets
Body Size [L]• Small-diameter, high-efficiency
motor for either front or rear
mounting

17-18 yrs.
19-20 yrs. Ultra-compact unit aimed
at the world’s smallest
21-22 yrs. size that can be installed
23-24 yrs. in the mini class

Aisin

Output Torque (Nm)23

II. Vision for 2030 ~ Electrification Strategy

Targeting the D/E-Segments and Commercial Vehicle Markets~ Product Lineup Supporting High Efficiency and High Driving ForceDeveloping and expanding sales of high-efficiency, high-performance units for
SUVs, luxury, and commercial vehicles

Rear eAxle for luxury
vehiclesAdditional gearshift function efficiently
utilizes the power of the motor fromhigh-speed to low-speed and maximum
torqueIntegrated eAxle forcommercial frame vehicles

Contributing to the electrification ofcommercial vehicles with eAxle thatis compatible with rigid-axle
vehicles24

II. Vision for 2030 ~ Electrification Strategy

Addressing HVs
Steadily capturing the growing HV market for the time being
until full-scale EV market penetration by refining existing technologies
System output
(kW)

FF

1-Motor
300

200

2-Motor
eAxle
100

0
1000

2000

Vehicle weight(kg)

With China Roadmap 2.0 and the inauguration of the Biden administration in the U.S., there is a great opportunity for
HEVs.
1-Motor: Expanding sales by promoting its superiority to the growing large SUV market. 2 confirmed, 2 inquiries.
2-Motor: Expanding sales based on the results for Toyota. 5 confirmed, 8 inquiries.

25

II. Vision for 2030 ~ Electrification Strategy

Thermal Management System
Proposing a cooling system for EV/HEV with electric pumps at its core forhigher efficiency

A/C
H/P

Chiller

Pump

Battery

Electric
heater

Valve

Motor
InverterValve

Cooling Modules
Valve

100
1000

Valve

Valve
Electric oil pump

(Billions of yen)eAxle/
InverterElectric oil pump
Electric water pump

Electric water pump

Sales target for thermal management system products

66.8
668

0
FY20202020

FY20302030

26

II. Vision for 2030

Body and Vehicle Safety Business[Body] Shifting to high value-added system products
Exit from unprofitable products

Systemシステム
products
商品
Existing

Resource
intensive

OP margin

System productsHigh growth potential

System products
・Power sliding door
・Power back door・Sunroof
・Entry systems…

Not high growth potential
Low-profitability products

Items A B C D E F G H I ...
FY2020
FY2030[Vehicle Safety] Capturing growth fields such as automated parking and DMS

Automated driving-related(automated parking, AEB, DMS)
Existing(electric column and chassis)
FY2020

FY2030Full-scale mass
production of
automatic drivingrelated products

27

II. Vision for 2030

Integrated Control and Vehicle Dynamics
Becoming a partner for vehicle dynamics systems that support Driving,
Turning, Stopping, and Comfort
MaaS, Sharing, etc.

Mobility
Companies

Explained on the next page

Location-based services (LBS)

Car
manufacturer

Vehicle / Electronics P / F
Body

AD/ADAS
Integrated control
Vehicle dynamics

Control

Mechanical

MechanicalControl

Motor

Mechanical

Motor

Inverter

T/A

Motor

Tier 1

Control

Motor

Control

MechanicalControl

Body

Motor

Tier 0.5

Tier 2
Electric drive(HV、eAxle)

Brake

Driving

Stopping

Front
steering

Rearsteering

Turning

Opening /Closingsystems

ComfortBased on hydraulic and electric actuatorsystems, we aim to evolve into a Tier 0.5
system supplier by realizing integrated control
that contributes to the safe and comfortable
movement of all people.

28

II. Vision for 2030 ~ CSS BusinessInitiatives for Mobility Service Platform
Building a platform based on advanced location information technology cultivatedthrough car navigation system. Developing and providing services to solve various
social issues in collaboration with external parties.

Transportation companies

Municipality
Choisoko(Mobility support)

Logistics

RetailersConvenience Store Delivery App(Efficient Logistics)

Collaborating with morethan 50 partners,
including 16 IT
companies, 7 logistics
companies, and 20
municipalities.

Development and provision of services using the platform

Mobility Service Platform
Tools for service utilization (APIs, software development kits)

Location-based services (LBS)
Content creation through data analysis
Vehicle behavior analysis
technology

Location information analysis
technology

Collecting datawith high-precision location information

Image data analysis technology

Using data to increase the attractivenessand to improve the quality of automotive parts

Behavior data

Entry system

Powertrain Unit

Brake system

Image data

Car navigation
systemSmartphonenavigation

Driver Monitoring

In-vehicle
Cameras29

II. Vision for 2030 ~ New Business

Began using ultra-fine water particles from our proprietary special
polymer membrane cartridges in various fields, including beauty care.
[The world’s smallest*1 ultra-fine water particles]

Special polymer
membrane cartridges
Water molecules*1

Water particles

Steam particles
1,000 nm(nanometer) or more

Converted to the world’s
smallest water particles*1

1.4~1.5 nm

0.38 nm

Generation and release of moisture without water supply*1 In comparison with humidification technologies that produce water particles. (Researched by Aisin as of April 12, 2021)■Long-lasting moisturization of skin
■Possibility of clinical application for atopic dermatitis, etc.

Moisture

Initial Following 1H

2H

3H

4H

5H

6H

Steam particles* Comparing the amount of keratin moisture after applying AIR
and steam particles to the skin for 20 minutes each.

The 120th Annual Meeting of the Japanese
Dermatological Association(June 10-13, 2021) Products to be exhibited

Expansion to multiple areas

BeautyCleanliness andHygieneMedical treatment
Culture and
GrowthIndustrial use

30

II. Vision for 2030 ~ New Business

Application of Core Technologies to Industrial Equipment
Applying core technologies cultivated in automotive parts to equipment at
manufacturing sites
Sales startin FY2021

Small Precision Gear Pump (ESC)

without change
ESC module

Componentry (Gear Pump)

High Pressure Cleaning Tools
for Machining Centers

Precision Hydraulic Control (AT-control)Industrial Equipment
Applying Hydraulic Control

Valve Body

AT

Unshakable AGV[Automated conveyance robots]

Femtosecond Laser

Electric Pump=

ECU

Motion Reduction Technology(Active damping treatment)

Compact Mobility Technology

X
X

31

II. Vision for 2030

R&D and Investment Orientation

Development expense

Development expenses and investments shifted to solution-based products
Investment efficiency is followed by ROIC

Solution-oriented product ratio

55％

FY2020

FY2030Investment

24％

FY2020

FY2030

32

II. Vision for 2030

Appropriate Level of Investment in DC Business
Reforming the Die-casting business, which has long been unprofitable.
Changing business structure to pursue quality with an awareness of ROIC
30% reduction in the number of lines, mainly lowprofit small DCs
Productivity improvement and CO2 reduction throughtechnological innovation[DC Investment Amount](Billions of yen)

Investment Level(Historical Average)

30030(1) No investment in increased capacity(2) Regular investment will be halved over 10 years

200
20

Increasedcapacity
investment

10100

Regular investment(Type and maintenanceinvestment)

0

FY201616年

FY201717年

FY201818年

FY201919年

FY202020年

vs. Historical
Average
70% reduction

30年
FY2030

33

II. Vision for 2030

Initiatives for DX
Promoting DX to create new businesses and to improve the efficiencyof existing operations[Image of the Digital Management Platform]
Social issues to be resolved

Data-driven management
Preparing 3D virtual products for production

Location-based information
service
Logistics Solutions& Ridesharing

Cyber Physical
Information Factory
Mobility Service
PlatformBusiness
Efficiency

IoT
big data

AI analysis
simulation

Aisin Group’s DX
 Logo of the DX certification system

Vehiclesbig data

New
Business
Creation

34

II. Vision for 2030

Improving Business Efficiency through DX
Use of DX to fundamentally change operations and to improve efficiency

3D ModelCyber Factory
Processing
verification■Priority Measures
By FY2025(1) Management Resources Protection
Standardization and streamlining ofoperations

Operations analysis(simulation)

More than 25% increase inefficiency of Administration

DATA LAYER(3D Design/IoT)(2) Design and preparation

By FY2025

Shorter product development period
through digitization

Reduce development period by 30%

Physical Factory(3) Production and logistics
All-membersparticipation

Crossorganizational

Smart Device Applications

By FY2030

Improvement of quality and productivity
at manufacturing sites with IoT

Reduce production cost by 30%

35

II. Vision for 2030

Target Items
Our
Colleagues

SDGs: Priority Issue KPIs

Example: Job satisfaction[points]index
5

Reduction rate of CO2 emissions
during manufacturing(vs. 2013)*Employee awareness survey(out of 5 points)

3.4 points
2020

±0%

Reduction of% or greater

35

50

▲50

2030

Our
Customers

[％]
100

17%

More than

2020

2030

Production of electrified
products to achieve
virtually zero CO2 emissions

4.0 points
or moreRevenue ratio of

solution-oriented products

[％]
+50

0
4

Society

60%

0

2020

2030

Shifting to ROIC management that emphasizes investment efficiency in group management, DX, etc.
as we accelerate investment to solve social issues and achieve growth and happiness for our associates.

OP margin

8%

10
5
0

ROIC

Revenue*NOPAT (Net Operating Profit After Taxes) /(Inventories + Fixed assets)

[％]
20

13%

¥3.5
trillion

4.1%
10

2020

2030

0

5.1%
0

2020

2030

2020

2030

36

Today’s Presentation
I． 2023 Targets:
Progress of Mediumterm Management
Plan

1. Medium-Term Management Plan
Management Targets for 2023
2. Power training unit sales forecast
Estimated sales of brake products
3. Progress in fixed cost reduction

II.

Vision for 2030

“A Decade of Growth by
Changing What’s Inside”

III. Initiatives for Carbon Neutrality by 2050

・ What we want to be in 2030
・ Revolution in businessterritory
・ Responding to electrification
・ New business initiatives
・ Orientation of development
and investment
・ Vision Targets

37

III. Carbon neutral by 2050
CO2 Reduction Targets for Production and Products (announced in October 2020)

Goals (milestones) for FY2030■Reducing CO2 emissions from product manufacturing through use and disposal toward a low-carbon society

Manufacturing

KPI
Life cycle CO2 emissions reduction rate

FY2019Results

FY2020Targets

FY2030Targets

17,330,000 t-CO2 /year

Improvement of
accuracy of measuring
results for the purposeof setting targets

Reduction of 25%
or more[Compared to 2013]*1

Production CO2 emissions reduction
rate (total)

2,819,000
t-CO2 / year

Products■To expand products toward substantially zero GHG emissions in 2050
Sales ratio of electrification products that
contribute to reducing CO2 emissions

2,738,000
t-CO2 / year

Reduction of 35%
or more[Compared to 2013](2,474,000 t-CO2 / year)*1 Target values are under consideration in response to thelatest government policy

10%

13%

50% or higher*2*2 Sales ratio of electrification products included in total sales ofrelated fields (power training and running safety)■To promote energy-related development toward a carbon-free recycling society
Contribution amount of CO2 reduction byenergy-related products (sales)

480,000
t-CO2 / year

530,000
t-CO2 / year

2,300,000
t-CO2 / year38

III. Carbon neutral by 2050

Toward a 35% Reduction in Production CO2 by 2030

Plan forproduction
CO2
reduction

CO2 emissions(million tons/year)

・ Promoting the reduction of production CO2 emissions, and make all electrified products “Production CO2-free
Products” by 2030.
・ By promoting sales of clean energy-related products, the contribution amount to CO2 reduction in society will
be increased to the equivalent of the Aisin Group’s total production CO2 emissions.

AsIs
247.4

Energysaving
activities

Energysaving
activities

281.9

Scope2-25%

Renewable energy

185-35% or over
[SDGs Target]

160

Scope1(Scope1+2)

Casting (iron/alx)

FY2013(Base-year)

FY2019(Result)

FY2025[Energy Conservation Activities] Solar Power
Generation at Aisin Tohoku

Productionof CO2-free
Products

Contributing to
CO2 reduction
through clean
energy-related
products

・ Start production of electric
pumps in the expanded area
・ About 30% of the expansion
will be powered by renewableenergyFY2030Electrification
drivetrain unit

-230
All electrification
products

eAxle/
HEVtransmissions

Selling a cumulative total of 2 million
clean energy products by FY2030,
contributing to CO2 reduction(equivalent to 2.3 million tons of CO2
reduction contribution)

ENE-FARM typeS

GHP

COREMO

CO2 emissions
reductionfrom products

1.5 t -CO2/unit/year

1.7 t -CO2/unit/year

1.5 t -CO2/unit/year*Comparison of thermal power generation of each product (ENE・FARM: our survey, COREMO: Hokkaido Gas’s catalog values)(Reference) Ministry of the Environment, Survey on CO2 Emissions, Households with 4 members(3.84 t -CO2/household/year)

39【Note on future predictions 】
Excluding matters related to past and current facts, the business results forecasts and forwardlooking estimates, strategies and targets disclosed by the Company are estimates regarding thefuture. These estimates are formulated from plans, expectations and judgments made based on
information that the Company can obtain at the present time, and certain assumptions deemed
reasonable. Accordingly, actual results may vary from the disclosed business results forecasts,
etc., due to variable factors with uncertainties, including the economic situation.
AISIN CORPORATION and its employees assume no responsibility whatsoever regarding any
losses incurred due to the use of information on our documents.