Plan updated to reflect most recent FY2023 results on
page 6, "Management Metrics (Sales/Operating Income)"(Updated in June 2024)

New Medium-Term Management Plan
FY2023 - FY2025(April 2023~March 2025)

AIDA's Management Vision

1[AIDA's Management Vision]
As a leading company, AIDA will contribute to society by supporting efforts to protect theenvironment, reduce energy consumption, and develop new technologies

Priority SDGs Selected by AIDA
People-Friendly and Eco-Friendly
Manufacturing

E● Energy conservation●Reduce CO2 Emissions and RecycleWastes●Develop Environmentally FriendlyProducts●Achieve a decarbonized society●Reduce environmental impact

Create Value That Contributes toSocietal Evolution

S●Improve quality & service●Manpower investments/development●Diversity●Technological innovation●Intellectual property●Health & safety●Societalcontributions●Industryexpansion

GImprove
Governance toAchieve Harmonywith Society●Compliance●Shareholder return●Information disclosure

Environmental Awareness & Review of the Prior
Medium-Term Management Plan
Environmental Awareness

Review of the Prior Medium-Term Mgmt. Plan

Post-COVID economic normalization is progressing.
Higher supply chain risks due to the creation of economic blocs. Risk
management is crucial for globalization.
Electrification of automobiles and energy countermeasures areaccelerating the pace toward decarbonization.
Especially EV production will increase five-fold over current levels by2030.
Efforts to improve productivity through digitalization and labor-saving
initiatives are also progressing.

million90







Steady recovery of sales that fell due to COVID-19.
Increased press orders for EV parts as EV demand increased.
But soaring raw material and outsourcing costs put pressure onearnings.
In addition, high-speed press and service turnover underperformed
due to electronic component and resource shortages, which
delayed product mix improvements.
Outcome is not enough for the creation of added value in thedigitalization, environmental, and energy fields.

New Vehicle Production
Forecast (by Powertrain Type)Sales & Operating Income Trends(Billion yen)

Volume

100

80.0

80

69.1

Post-COVID Sales Recovery

58.0

62.4

68.7

70.0
6.3

18.4

20.0

6.7

11.0

19.1

7060

2

60.0

6.1

The shift to EVs, etc., is accelerating, with an approx.
5-fold increase in the number of EVs by 2030.

5040.0

11.5

ElectricCars

4030

15.9

17.3
7.9 6.0

3.7

20.0

864

High material costs & delayed product mix
improvements ⇒ Stagnant revenue

2.5

1.5

39.0

2EV

2010

38.5

34.1

39.0

43.6

FY2019FY2020

FY2021

FY20220.002005

2010

2015

2020

2025

2030

©2022 S&P
Global Mobility

0Prior Medium-Term
Mgmt. Plan

FY2022
Original
TargetManagement Policies in the Medium-Term
Management Plan
Medium-Term Management Plan
Core Strategies
Transforming Our Business Portfolio

3[The Medium-Term Management Plan]
Improving Corporate Value by Solving Societal Issues andAiming for Sustainable Growth Together with Our Stakeholders

Expanding high value-added and growth fields.

Shifting of management resources.

Creating New Added Value

Expand Corporate Value

Further evolving AIDA's technologies(Forming technologies, die/forming
methodology expertise, servo technologies,
and manufacturing expertise).

Strengthening Our Business
Infrastructure
Lay the groundwork to transform businessportfolios & create new added value.

Customers
Sustainable
GrowthCycle

Suppliers

Solve Customer & Societal Issues

BusinessPartners◆Support the manufacturing of next-generation vehicles◆Support customer productivity improvements(automation/digitalization)◆Support customers in reducing their environmental impact, etc.

Shareholders/Investors

Capital Policies
Emphasize a balance between strategic
investments, manpower investments, andprofit distribution.

Employees

RegionalCommunities

Environmental Measures &Contributing to the Community
Achieve sustainable growth `for the community`and `together with the community.'

Contributing toStakeholders

New Medium-Term Management Plan
Core Strategies (1)4Transforming Our Business Portfolio

Creating New Added ValueHigh Value-Added Content / Focusing Resources on Growth FieldsShifting Management Resources

Leveraging AIDA's Technologies (also utilize investment andPrev. Plan

collaboration to supplement technology)

Forming technologies, die/forming methodology expertise,
servo technologies, and manufacturing expertise

New Plan

2022年度FY2022

2025年度FY20252030年度FY2030New Medium-Term Management Plan
Core Strategies (2)Strengthening Our Business Infrastructure
Laying the Groundwork to Transform Business Portfolios & Create
New Added Value

Environmental Measures & Contributing tothe Community
Achieve sustainable growth 'for the community' and'together with the community'

Capital Policies
Emphasize a balance between strategic investments,manpower investments, and profit distribution

5

Management Metrics(Sales/Operating Income)Sales by Business
Segment

Improve Business Portfolio(Increase Service & Automation Ratios)(Billion yen)

80.0

69.1

58.0

70.0
60.0
50.0
40.0

19.1
11.5

15.9
7.9

62.4

68.7

72.7

74.0

75.0

18.4

19.8

20.0

21.0

6.7

7.2

8.0

10.0

39.0

43.6

45.6

46.0

44.0

FY2021

FY2022

FY2023

FY2024FY2025

17.3
6.0

6

The Medium-Term
Management Plan Targets
Long-Term
Outlook
77 Billion Yen(~FY2027)(FY2023~2025)
Sales: 75 billion yen
Operating Income: 6.2 billion yen
Operating Income Ratio: 8.3%

30.0
20.0

38.5

34.1

FY2019FY202010(Billionyen)

86.1
8.9%

420-2

Improve Profit Margins Via Business
Portfolio and Product Mix Improvements

3.7
2.5
6.4%

65.7
1.5

4.3

FY2019FY2020(Est. PER: 15 times)(Est. PER: 15 times)

3.4

3.6
3.1

-0.7
-0.2
FY2021-1.0-0.5
FY2022

results

Prior MediumTerm Mgmt. Plan

0.1-0.2
FY20230.01.7

FY2024(Billion yen)

9%8.3% 7%7.7%

3.92.2%

3.1
0.0
0.6

6.2

3.6
5.0%

4.0%

0.4
1.3

View of PBR
exceeding 1.0 times

Sales by Press Model

4.00.22.0

FY2025planNew Medium-Term
Mgmt. PlanLong-Term
Outlook
7.7 Billion Yen
10%(~FY2027)

80

60

403%
1%-1%

Press Product Mix Improvements (Increase
High-Speed Press Ratio)

70

505%

Operating
Income Ratio

Operating Income byBusiness Segment

Estimated PBR:
0.8 times

Achieving Sustainable Growth by Implementing
Medium-Term Management Plan Strategies

10.00.0

Long-Term (UntilFY2027) Target :10% Operating Income30

48.6
11.2
7.6
3.6

20
100

26.1

FY2019

41.4

44.6

11.1

8.2

10.8

7.4
2.6

9.8
2.2

23.2

FY2020

49.4

12.4

52.1

53.0

53.0

11.6

13.0

12.0

20.6

23.0

24.0

1.0

2.5

18.1

16.0

14.5

FY2023

FY2024

2.6
1.7

21.6

23.2

FY2021

FY2022

results

Prior Medium-Term
Mgmt. Plan

FY2025plan

New Medium-Term
Mgmt. Plan

Basic Policies Regarding Shareholder Returns
7[Basic Policy] Our basic policy is to provide stable shareholder returns by aiming for a consolidated dividend
payout ratio of 40% or higher while taking into consideration the need to ensure the stability of ourmanagement and financial foundations and our strategic investments for sustainable growth, which isconsistent with our management policy of growing together with our stakeholders

Stable Shareholder Returns
Balance

Stability of Our Management &Financial Foundations
Financial Strategies & Shareholder Returns
OperatingCFDeprec.

Recurring
Capex

Cash &Deposits

Utilize operating cashflow (CF) for strategic
investments and shareholder returns.

Strategic
Investments

After-Tax
Profits

ShareholderReturns
Cash &Deposits

End of March 2023

After-tax profits: 12.1 billion yen based on assumptionof 16.6 billion yen in operating income during the 3years of the Medium-Term Management Plan.
Ordinary capital investments = depreciation expenses:
6 billion yen in the 3 years of the plan.
Shareholder Returns: Dividends and share buybacks.

Maintain cash and deposits for① Supplement working capital &② Disaster response

30.5
Billion Yen

Strategic Investments for
Sustainable GrowthMed. Term Mgmt. Plan Cash Flow (CF)（FY2023～FY2025）

Billion Yen

End of March 2026

① 3 Months of Normal Press & FA Monthly Sales =14 billion yen② Factory refurbishments & employee leavecompensation = 15 billion yen