Regarding the second track, Aisin will continue to streamline its business.
In March, for example, Aisin agreed to transfer its auto seat frame business that supplies Suzuki, Daihatsu and Mazda vehicles to the Toyota Group's main seat supplier, Toyota Boshoku Corp.
"In order to generate investment for the future," Yoshida said, "you need to continue to grow the current business. You have to scrap and build.
"By following this two-pronged strategy, I think the company can hedge its risk."
All the while, Aisin still wants to restructure in a clean, green way.
Aisin will spend ¥110 billion ($855.8 million) over the next 10 years on a factory footprint that cuts carbon dioxide by half by 2030 in a push to go carbon neutral by 2050.
Fortunately, Aisin's bottom line is cooperating with the strategy.
Despite disruption from the COVID-19 pandemic and global semiconductor shortage, Aisin reported a 25 percent surge in operating profit in the fiscal year ended March 31.
Annual R&D spending is down from the past two years but still totals more than $1.5 billion. And capital expenditure is up for the first time since the start of the pandemic, as Aisin eyes expansion.
"It's an enormous task, but we can do it," Yoshida said. "The biggest risk is doing nothing."
Editor's note: Aisin Seiki Co. was formed in 1965, and last year Aisin Seiki subsumed its transmission subsidiary Aisin AW to become Aisin Corp. The name of the subsidiary was misstated in an earlier version of this story.