Medium-term Management Plan
Medium-term Management Plan 2025–2030
Message from Our President
Currently, the automobile industry is undergoing a profound transformation. We have been actively working to become a leading company in the development and production of powertrains, with a focus on engines.
In an effort to realize our VISION 2030, while ensuring a stable revenue base with powertrain development and production as the cornerstone of our business, we will also actively take on the challenge of meeting the demand for electric vehicles in the future. For this reason, we are advancing human capital reform to strengthen our management base and focusing on supporting the growth of young employees.
In terms of the environment, we are working to respond to a carbon-neutral society. At the same time, we will promote growth investments to deliver returns to our shareholders through management that is mindful of the cost of capital and share prices.
As a company, we will continue to pursue initiatives that focus on the growth of our employees and the growth of our company to earn the trust of our wide range of stakeholders. We sincerely ask for your continued support and guidance.
President, CEO
The Vision of the Aisan Group
VISION2030 : Beaming future is in our hands
| Mobility | Providing a clean and safe mobility for all |
|---|---|
| Future Society | Creating a “+1” value to enrich and improve the livability of society |
Business Strategy
Mobility
| Powertrain |
We aim to be an engine system supplier as the global top manufacturer who is supporting the engine development continuously. In addition to strengthening proprietary development, we will enhance competitiveness through M&A and alliances, etc. We will respond to environmental changes in each region and establish a globally optimized production structure. |
|---|---|
| Electrification | Leveraging the technology cultivated through engine development and our manufacturing capabilities, we aim to commercialize battery systems and electric systems targeting two-wheel BEVs and four-wheel HEVs. |
Future Society
Non-Mobility
| Clean Energy | Leveraging existing hydrogen and ammonia technologies, we will challenge the non-mobility field. |
|---|---|
| MONOZUKURI Solution | We contribute to solve the problems of manufacturing industries struggling with a shortage of manpower by providing collaborative robots that incorporate Aisan's unique knowledge in component manufacturing. |
Financial Capital Strategy
We set management target values that ensure a balance between business scale, profitability, and capital efficiency to achieve the balance of business expansion and capital efficiency.
| Fiscal 2024 results | Fiscal 2027 target | Fiscal 2030 target | |
|---|---|---|---|
| Net sales | 337 billion yen | 350 billion yen | 550 billion yen |
| Operating profit (margin) |
18 billion yen (5.4%) |
27 billion yen (7.7%) |
44 billion yen (8.0%) |
| Net income | 19.2 billion yen | 17.5 billion yen | 28.0 billion yen |
| ROE | 9.8% | 12.0% | 14.0% |
| ROIC | 8.1% | 9.5% | 11.0% |
| Exchange rate | 153 yen/USD | 145 yen/USD | 145 yen/USD |
| PBR | 0.96x | Aim to achieve 1 or higher at an early stage and strive for continuous improvement. |
|
Enhance shareholder returns while maintaining stable dividends
- Consolidated dividend payout ratio of 35% or higher
- Flexible acquisition of treasury stock
Promoting Sustainability Management
Strengthen ESG efforts based on management philosophy, sustainability policy, and VISION 2030.
| E (Environment) | Set a new target and strengthen efforts to contribute to the reduction of greenhouse gas emissions, while using this opportunity to lay the groundwork for new fields and future products. |
|---|---|
| S (Social) | In our effort to realize Industry 5.0 across the entire value chain as a role model at the Aisan Future Factory (Completion Date: May 2025). By integrating business strategy and human resource strategy, and actively investing in talent, we aim to create an organization and people who continue to grow. |
| G (Governance) |
Strengthen the corporate governance structure. Ensuring management transparency. |