CSR Report
2020

SUBARU CORPORATION
Corporate Social Responsibility ReportContents

Message fromthe President

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

001

GRI Content Index

SUBARU CORPORATION CSR Report 2020

Contents
001 Contents, Editorial Policy, and Contact Us
003 Corporate Philosophy,
Management Philosophy,
and Subaru Global Sustainability Policy
004

Message fromthe President

SocialGovernance

078 Respect for Human Rights

119

Corporate Governance

081 Quality: Automotive
Business

133

Compliance

137

Risk Management

084 Quality: Aerospace Business
086 Making Safe Vehicles
093 Human Resources

007

The Subaru Group’s CSR

Environment
032 Environmental
Management093•

Human Resource Development

093•

Training and Education

Appendix

095•

Diversity

143 Corporate Overview

097•

Occupational Health and Safety

152 Third-party Evaluations

100•

Work-Life Balance

153 Third-party Opinion on the Subaru CSR Report

102•

Labor-Management Communication

103•

Employee Data

044 Environmentally
Friendly Automobiles

104 Customers

047 Climate Change

111 Social Contribution

055 Resource Recycling
060 Water Resources
062 Biodiversity
067 Prevention of Pollution
069 FYE2020 Environmental Performance Data for
Plants and Offices

108 CSR Procurement

GRI Content Index
156 GRI Content Index

Contents

Message fromthe President

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

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SUBARU CORPORATION CSR Report 2020

Editorial Policy

Contact Us

This Report, in line with the Subaru Global Sustainability Policy established in April 2020, outlines our approach to corporate social

Subaru Corporation

responsibility (CSR) as well as targets and initiatives for CSR at Subaru Corporation and all its subsidiaries (the Subaru Group). It

Sustainability Promotion Department

aims to promote communication with our stakeholders, including customers, shareholders, business partners, local communities,

Ebisu Subaru Bldg. 1-20-8, Ebisu, Shibuya-ku, Tokyo 150-8554,

and employees, and to further enhance our CSR-related initiatives.

Japan

The descriptions contained in this Report regarding Subaru’s product specifications and equipment refer to Japanese
specifications, unless otherwise stated.

Target Organizations

Guidelines Referenced

In uprinciple, the report covers the Subaru Group (Subaru•

GRI Sustainability Reporting Standards

Corporation and all its subsidiaries). In this report, the “Subaru•

Environmental Reporting Guidelines (2018 edition) by theGroup” refers to the Subaru Group; “Subaru” refers to the

Ministry of the Environment, Japan

Subaru Corporation; “affiliated companies (affiliates)” refers to
Subaru’s subsidiaries in Japan and overseas, including dealers

Period Issued

in the Automotive Business; and “group companies” refers•

Previous issue:

August 2019

to Subaru’s subsidiaries in Japan, excluding dealers in the•

Current issue:

August 2020

Automotive Business.

•

Next scheduled issue: August 2021

Period Covered

Special Notice on Prospects

This report primarily concerns the period from April 2019 to MarchThis report includes a variety of statements regarding the2020. Some information is provided concerning events outside

prospects, plans, forecasts, etc. for the future of the Subaru

this reporting period, including the period just prior to publication.

Corporation and the Subaru Group member companies. Since

The departments, titles, etc. of the people introduced in thisthe statements contained here are based on past events andreport are as of the time of writing.

currently available information, please note that outcomes••may differ markedly depending on future economic trends, thecompany’s business environment, and other factors.

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Message fromthe President

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

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SUBARU CORPORATION CSR Report 2020

Corporate Philosophy

Subaru Global Sustainability Policy

1. We strive to create advanced technology on an ongoing

Until recently, the Subaru Group promoted various initiatives in line with its CSR Policy, revised in June 2009. However, to cope withbasis and provide consumers with distinctive products withchanges in the social environment and in relationships with our stakeholders, we established the “Subaru Global Sustainability

the highest level of quality and customer satisfaction.

Policy” in April 2020 as a guideline to be shared by all Group employees on a global basis.
This Policy is applied to Subaru Corporation and all its subsidiaries.

2. We aim to continuously promote harmony between people,
society, and the environment while contributing to theprosperity of society.
3. We look to the future with a global perspective and aim tofoster a vibrant, progressive company.

Management Philosophy
Aiming to be a compelling company with a strong market
presence built upon its customer-first principle.

Subaru Global Sustainability Policy
We, Subaru Group, are committed to sustainable business practices designed to promote harmony between people, society and the environment
in the following ways:
1. Through our business activities, we will contribute to the resolutionof various social issues, including the protection of the global
environment, and to the creation of a sustainable society.

4. We strive to maintain and advance the workplace environment
so that employees can work safely in peace, and with a senseof satisfaction.

2. Respecting the quality and originality of our products, we will continue
to provide Subaru’s unique value using advanced technologies, andenrich the lives of all those involved with the Subaru Group.

5. We respect international rules and the laws and regulations of eachcountry and region, as well as local culture and customs, and pursue
fair and transparent corporate governance.

3. As a good corporate citizen in the international community, we
respect human rights, diverse values and individuality, and treat all
stakeholders with sincerity in every interaction.

6. We make use of dialogue with stakeholders to make management
decisions, and disclose corporate information in a timely andproper manner.

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Message fromthe President

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SUBARU CORPORATION CSR Report 2020

Message from the President

Change mindset, change actions,change the company,
and contribute toa sustainable society
Tomomi Nakamura
Representative Director of the Board,
President and CEO

Social Problems andthe Subaru Group’s CSR
Responding to the Novel Coronavirus andEnvironmental Changes
First, please allow me to express my sympathy to all impacted
by the novel coronavirus. I send my deepest condolences to thesurvivors of those who have lost their lives.
The outbreak of this pandemic has had a large impact on the
Subaru Group’s operating activities. In production, we had
to make unavoidable adjustments that included temporary
suspensions of our manufacturing operations both domesticallyand overseas. On the sales side, we faced various limitations atmany dealerships.

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Message from the President
In early February of 2020, the Subaru Group launched the

become able to respond to any kind of change in the businessCoronavirus Countermeasure Headquarters, for which I serve

environment. Specifically, we plan on improving business efficiency

as the leader. We strive to prevent the spread of the infection,in such ways as reforming workstyles, promoting the reform of theplacing the health and safety of customers, business partners

fixed cost structure and integrating the investment selection, andand employees first, based on the ideas of “surviving together

shifting to a resilient business foundation and earnings structure.

with our business partners,” and “our employees are our assets.”*1. The six areas of People-oriented Car Culture, Resonance and Coexistence, Peace ofMind, Diversity, Environment, Compliance*2. Reducing to zero the number of fatal accidents occurring while a driver or passenger ina Subaru vehicle and the number of fatalities among pedestrians, cyclists, and the likearising from collisions with a Subaru vehicle

FYE2020 Initiatives and Progresswith the Six Priority Areas for CSR

Also, we have been attentive to the needs of local communities,

Contributing to the SDGs

producing face shields for medical use in cooperation with ourI believe that the coronavirus outbreak will provide further

business partners in Japan and offering them to local medical

impetus for achieving a sustainable society.

institutions and regional medical associations near our plants.

The Subaru Group conducts CSR activities by leveraging

Promoting Initiatives Globally in the GroupWe provided protective masks to community healthcare

its strengths to find solutions to social problems, aiming to

In order to contribute to solutions to social issues through ourorganizations in the United States, and donated 50 million meals

make the creation of a sustainable society and the continuous

business activities and to understand changes in society and thethrough a non-profit organization.

growth of the Subaru Group compatible. By fulfilling our socialworld, it is important to promote and instill CSR initiatives globally

It is my hope that we can use this unprecedented crisis as an

responsibility as a corporation, we will become a company thatin the group. In FYE2020, we further solidified that foundation.

opportunity to make structural reforms in various domains tois trusted by society and contribute to creating a sustainable

Specifically, we established the Subaru Global Sustainability

society with ever greater affluence.

Policy in April 2020. It takes into account the changes in the

The Subaru Group has established a mid-term managementsocial environment and all those involved with our stakeholders,vision, STEP, which sets forth our ideal for 2025: From aand shares our intent with employees globally in the group.

company making things, to a company making people smile. To

At the same time, we established our Human Rights Policy,

achieve this, we have been promoting CSR initiatives in the Six

extended the universal Subaru sense of purpose of “For people”

Priority Areas for CSR*1 that we selected for FYE2019. To show

to cover the entire value chain, and clarified our respect for thethe Subaru Group’s sincere intent to further contribute to thehuman rights of all people involved with Subaru.

creation of a sustainable society through our business activities,

I believe that sharing these intents and ideas of the Subaru

we clarified the SDGs that we contribute to in each field. In theGroup globally in the group to align the vectors of our employees

field of Peace of Mind, for example, we are contributing to target

and conducting initiatives that grasp the unique needs of each

3.6, “By 2020, halve the number of global deaths and injuries

region will serve to strengthen the Subaru brand and lead to thefrom road traffic accidents” through our initiative of achieving

solution of social problems.

zero fatal traffic accidents by 2030 . Going forward, we will*2

contribute to the SDGs by leveraging the Subaru Groups’
strengths in ways such as by reducing the number of deaths

Leading Initiatives in Six Priority Areas for CSR
with Peace of Mind and Environment

and injuries from road traffic accidents while also delivering an

We are making steady progress in our Six Priority Areas forenjoyable driving experience.

CSR. In FYE2020, we established our “ideal for 2025” as theContents

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Message from the President
mid-term goal for each area, and we actively expanded in the2010 levels. We will of course meet environmental regulations,social needs and carry out our social responsibility as a company.

areas of Peace of Mind and Environment. In Peace of Mind,

and will create Subaru cars that make compatible enjoyable“Change mindset, change actions, change the company.” It is

we are continuing to work on Quality Reforms, one of the mostdriving and environmental functions in ways that will help ournecessary for the company to change in response to the changes

important themes of our mid-term management vision STEP. We

customers recognize the value of these features.

and demands of society. In order to do that, it is necessary thathave changed employee awareness to focus on Quality First,

Also, we are establishing our environmental mid-term plan,

we ourselves change. We will support people who keep a sharp

and made steady efforts in each department involved in theentitled the Environmental Action Plan 2030. It is aimed atwatch on circumstances in the external environment, always

value chain. In April of 2020, the Quality Assurance Management

creating a sustainable society and is not restricted to climate

reflect on themselves and can quickly respond to environmental

Office was established under direct control of the Chief Qualitychange, but acknowledges that we must contribute to solutions

changes, and work while thinking for themselves.

Officer (CQO) to oversee quality assurance in the entire domestic

for many global environmental problems.

Also, I believe that people’s desire for movement is everlasting.

and overseas group. This system we have created reinforces

To make that movement enjoyable and provide a range of

Quality Reforms on a global level.

FYE2021 Action Plan

experiences to people who want to build lasting memories—that

Also, we held a Technology Briefing in January 2020 at which

In FYE2021, the third year of our mid-term management vision

is the value that Subaru has offered in the past, and it remains

we announced our roadmap for achieving zero fatal traffic

STEP, in addition with Quality Reforms, we will take aggressive

unchanged. We hope to make the lives of everyone who comes

accidents by 2030. We will focus on protecting people’s lives someasures toward Changing the Culture. We have been aiming toin contact with Subaru enjoyable. We will maintain that desire,that our drivers can experience enjoyment and peace of mind,

become a company that is more open to new ideas and where

and will offer products and services that can live up to theand continue making cars with optimal safety functions.

people can say what they want, and have gradually gained good

expectations of our stakeholders in any era.

Also, regarding Environment, the SUBARU Sustainability Principles

results as the senior executive management takes the initiative in

CSR efforts are at the core of management. By sincerely listening

set forth that “The earth, the sky and nature” are Subaru’s fields

promoting this. However, we are still in the course of achieving

to the voices of our stakeholders and incorporating them intoof business, and we give sufficient consideration as part of ourour goal, and will continue our efforts.

our management, we are aiming to solidify the foundation for thesocial responsibility. In particular, we are aware that climate

In our Six Priority Areas for CSR initiative, we are conducting

sustainability of society and the continuous growth of the Subaru

change is one of our most important issues. We contribute to the

management with the use of a PDCA cycle in order to makeGroup, earn resonance and trust with all of our stakeholders,

achievement of a decarbonized society by supporting the Paris

steady efforts globally in the group in accordance with our newly

and make Subaru a company that you can love.

Agreement, which is aimed at achieving decarbonization at anenacted policies and plans.

early stage in the second half of the 21st century.
For that purpose, in FYE2020, we set mid- and long-termtargets to reduce emissions of CO2 from our business activities
and products. Regarding business activities, we are aiming
for carbon neutrality by FYE2051, and set a goal of reducing
emissions by approximately 20,000 tons of CO2, or 3% of our

To Achieve Our Initiative “Froma Company Making Things, to a
Company Making People Smile.”

annual emissions up to FYE2021. For products, we will reduceaverage well-to-wheel CO2 emissions from new vehicles (inTo achieve our initiative “From a company making things, to aoperation) sold worldwide by 90% or more in 2050 compared tocompany making people smile,” we must contribute to diverse

Tomomi Nakamura
Representative Director of the Board,
President and CEO

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Response to the Spread of the Novel Coronavirus
We at Subaru would like to express our sympathies to all

Support Activities

impacted by the novel coronavirus, and convey our deepest

Production and Supply of Medical-use
Face Shields

Donating 50 Million Meals

lives. We also offer our thanks to many people for theirtireless work, especially the healthcare workers who are

In cooperation with our corporate business partners,

Promise, its vision to show love and respect to all people

battling the further spread of the disease.

Subaru has been producing medical-use face shields. As of

who encounter Subaru at every point of contact. One

The Subaru Group incurred a large impact on our businessthe end of May, we have distributed 7,000 face shields topart of the vision is called “Loves to Help,” under which

activities. We faced unavoidable adjustments to production,

local medical institutions and regional medical associations

the company donated 50 million meals through Feeding

including temporary suspension of operations, and dealt

near our plants.

America, a charitable organization that provides meals

condolences to the survivors of those who have lost their

Subaru of America, Inc., has established the Subaru Love

with various limitations at many dealerships. Amidst

throughout the entire country. This made it possible to offer

these circumstances, we established the Coronavirus

meals at 199 food banks around the United States.

Countermeasure Headquarters with the CEO as its
leader. Based on the overall supervision of the Chief Risk
Management Officer (CRMO), we increased thoroughParticipating in Open COVID-19 Declaration

prevention measures, the staggering of commutes, andSubaru endorses the Open COVID-19 Declaration with theremote working, all while placing the health and safety ofobjective of preventing the spread of COVID-19, and thus

customers, business partners and employees first. Goinghas participated in this initiative.

forward, we will shift to a strong business foundation andearnings structure that can respond to any kind of change

In line with the Declaration, Subaru will make its intellectual
Medical-use face shields

in the business environment.

property held in and outside of Japan available completely
on a royalty-free basis, solely for the purpose of accelerating

Also, the Subaru Group is conducting support activities

Donating Goods to Firefighters

efforts to develop, manufacture, and distribute therapeutic

from various aspects. We are aiming to become a company

Firefighters are at high risk for contracting coronavirus.

drugs, vaccines, medical devices, infection control

that is trusted by, and resonates and coexists with all

To help protect them, Subaru of Indiana Automotive, Inc.,

instruments and other products that will be key to stopping

stakeholders by sincerely listening to the voices of individual

donated 75 articles of protective clothing and 320 wet

the spread of COVID-19.

customers and society as a whole.

wipes to fire stations in its local region of Lafayette, Indiana.

Message fromthe President

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The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

Stakeholders

The Subaru Group’s CSR

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Delivered ValueSUBARU CORPORATION CSR Report 2020

Realization ofa sustainable
society→ Stakeholder Engagement
Customers
Localcommunities

Enjoyment andPeace of Mind

Shareholders
and investors

In STEP, the mid-term management vision developed in 2018, Subaru envisions achievinga transition, by 2025, from a company making things, to a company making people smile,
guided by our unwavering Management Philosophy of aiming to be a compelling company
with a strong market presence built upon its customer-first principle. To achieve this vision,
we have adopted the “Six Priority Areas for CSR” approach and will continue to promote
initiatives based on the Subaru Global Sustainability Policy and to fulfill our corporate social
responsibilities, thereby providing Enjoyment and Peace of Mind to our customers and otherstakeholders. The Subaru Group aspires to be a truly global company trusted by society
and to contribute to the development of a more affluent, sustainable society.

Business
partners

Employees

Six Priority Areas for CSR

Management Philosophy
Aiming to be a compelling company with a strong
market presence built upon its customer-first principle

VisionFrom a company making things, to a company
making people smile● Human rights issues● Aging society● Increasing traffic
accidents● Increasing
environmental
impact

1. Become a brand that is “different” from others byenhancing distinctiveness
2. Engage in business activities that resonate withcustomers by putting them center-stage
3. Fulfill corporate social responsibilities bycontributing to diversifying social needs

People-oriented
Car Culture

NGOs and
NPOs

Resonance andCoexistence
Governments

Peace of Mind
Diversity

Society’s
expectations

Vision for 2025

● Climate change

Aerospace
Business

Priorities specificto Subaru

Automotive
Business

Social Issues

Solutions tosocial issues

Subaru Group’s

Medium-term Business Plans

Financial
institutions

Environment
ComplianceMedia● Increasing CO2
emissions● Resource
recycling

Management● Increasing driver’s
driving load

● Corporate governance● Compliance● Risk management● Response tomobility society● Trade issues

Subaru Global Sustainability Policy

Educationandresearch
institutions

Message fromthe President

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Environment

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SUBARU CORPORATION CSR Report 2020

CSR Promotion System

Initiative for Widespread Adoption of CSR

The Subaru Group convenes its CSR Committee twice a year asa venue to discuss our CSR initiatives and confirms the status of

Creation of Rank-specific Opportunities to Deepen
CSR Understanding

PDCA operation of each related committee and division.

In FYE2019, the Subaru Group provided opportunities for

The membership of the CSR Committee, which is headed byexecutives and managers to think about CSR, hoping to give

the President and Representative Director, is composed of alleach of them a deeper understanding of CSR in order to

executives. The Committee considers business issues from a

promote CSR initiatives. In FYE2020, we introduced thesesocial perspective and works to strengthen CSR efforts.

opportunities into rank-specific education for new managers,

Study Group session on SDGs

Lecture by Mr. Tomita

associate managers, and new recruits. We therefore offered
more opportunities for a greater number of employees to◆ CSR Promotion System

deepen their understanding of the Subaru Group’s CSR.
Believing it important to face international challenges and act

Board of Directors
Submission/
reportingInstruction/
approval

Executive
Management
Board Meeting

together with the global community as a global company, we
invited Hidemi Tomita, director at Lloyd Register Japan K.K., toCommittees
Instruction/
approval

give a lecture on the Sustainable Development Goals (SDGs). We
studied trends around the world from the perspective of SDGs
and global issues Subaru should address through its business.
Review

Reporting

Submission/reporting of important matters

CSR Committee
Chair: President andRepresentative Director
Environment
Committee
Social Contribution
Committee
Corporate
GovernanceCommittee

etc.

Comments by Participants
CSR Study Group● I learned that it was important to consider what I could do within my current
duties by incorporating a CSR perspective, rather than doing something newwith CSR.
(Participated in the June 2019 session)● As a member of a business division, I would like to examine a mechanism toregularly check whether we are always aware of CSR in our operations.
(Participated in the June 2019 session)

Study Group on SDGs

Study Groups held in FYE2020
Content

CSR

Risk Management
and Compliance
Committee

Voice

SDGs

Month/Year

Intended participantsApr 2019

New recruits

Jun 2019

New managers

Oct-Nov 2019

New associate managers

Dec 2019

CSR Manager at each business division andadministration staff at the head office

Jan 2020

All executives in JapanFeb 2020

CSR managers and staff at each businessdivision● It was so informative. By studying the 169 targets for the SDGs, I becameaware of their relevance in connection with my own duties.
(Participated in the December 2019 session)● I will start by doing what I can. I felt that I need to act with my place in society
in mind.
(Participated in the February 2020 session)

Message fromthe President

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Stakeholder Engagement
The Subaru Group’s CSR initiatives place importance on therelationship with stakeholders. The Subaru Group believes that
disclosing information to stakeholders, engaging in dialogue withthem, and reflecting this in the management of the business

Methods to Communicate with Stakeholders at the Subaru Group

Stakeholders

Communication method

Customers

Establish Subaru Customer Consultation Center, implement satisfaction surveys, and hold events.

Local communities

Encourage traffic safety through safety workshops and traffic guidance. Schedule cleanup activities by employees
and hold exchanges with local residents.

Shareholders and investors

Hold shareholder meetings (annual), issue reports, publish information online. Hold interviews with institutional
investors and investor briefings. Hold factory tours.

Business partners

Hold procurement policy briefings, practice regular exchange of information, and recognize business partners that are
making major contributions in technology, quality, etc.

Employees

Hold labor-management consultations, carry out stress check and employee awareness survey, and conduct
educational training by profession and rank.

NGOs and NPOs

Respond to questionnaires and surveys, implement regional and social contribution activities, and make donations to
support shared philosophies.

Governments

Participate in economic and industry associations’ conference bodies, and have discussions and exchanges withlocal governments.

Financial institutions

Publish information online, provide explanations at account settlement, and hold monthly discussions.

Media

Hold financial reporting briefings for media and analysts (quarterly), and publish information online.

Education and research
institutions

Implement workplace visits, implement school visit projects at elementary and middle schools, and hold plant tours(about 90,000 visitors annually).

are all essential. In order to realize our vision of becoming “acompelling company with a strong market presence” as statedin our management philosophy, the Subaru Group will continue
to make efforts to gain trust from our stakeholders, and to makeuseful social contributions while at the same time increasing ourcorporate value.
Subaru Group’s Stakeholders and Their Relationship with Six Priority Areas
Educationand research
institutions

Media

Financial
institutions

Customers

People-oriented
Car Culture

Compliance

Subaru Group

Governments

Environment

ResonanceandCoexistence
Peace of Mind

Diversity

NGOs and
NPOs

Employees

Local
communities

Shareholders
andinvestors

Business
partners

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Stakeholder Engagement Activities
Customers“environmental activities” and “road safety activities” to respond

Dealers

The Subaru Group strives to put the Customer First in all of its

to contemporary needs.

The Subaru 2025 Vision Kick-off was held with the attendance ofbusiness activities. By adopting precision, speed, relevance,

In addition, we also host exchange meetings and events inapproximately 1,000 presidents and executives of dealers in Japan

fairness, impartiality, and kindness as our basic principles of

Utsunomiya City (Tochigi Prefecture), Shibuya Ward (Tokyo),as well as executives of Subaru. While Subaru unveiled its vehicle

conduct in dealing with customers, we seek

Mitaka City (Tokyo), and other areas where we have businessdevelopment concept and product plans for the future, managers

to make Subaru a brand that customers

and manufacturing sites.

of the dealers made presentations on their aspirations for achieving

will continue to choose for Enjoyment andthe shared 2025 vision for the Japan Sales and Marketing Division

Peace of Mind. We also feed our customers’

and the dealers, “Subaru, the Beloved Brand.”→ Social Contribution

valuable opinions, requests, and comments

We also organized an inspection tour at the Gunma Plant forback to the relevant departments, and use
such feedback to improve our quality andproducts, make proposals, and upgrade our“Cartopia” customer
magazine

after-sales service.

Local Communities

Shareholders

employees of dealers across Japan. The plant tour aimed to give

Subaru has conducted plant tours

dealer personnel, who work at the front lines

for shareholders since 2004, withof customer service, an opportunity to see

the aim of giving shareholders athe manufacturing plant and workers firsthanddeeper understanding of our policies

to promote their better understanding ofand business as well as production

Subaru’s endeavor to improve quality, andthereby support the Subaru brand with a

Subaru is promoting communication with people in theactivities. During the tour, Subaru

communities where it operates, and strives to develop local

provides them a chance to see ourcommunities and build relationships of trust. In Ota City, Gunma

production sites including plants

Prefecture, Subaru and its businessand allocates time to a Q&A session

partners joined forces with residents

in which officers of the company

Employeesof Ota and its surrounding area

participate to achieve direct

Every month, Subaru publishes an in-house magazine forto launch the Subaru Community

communication with shareholders.

the purpose of sharing information on corporate policies andExchange Association in 1995

Opinions and comments received

with the aim of promoting regional
development and creating a more

Gunma Plant: Subaru Appreciation
Festivalduring the tours are shared with thePlant tour for shareholders(Gunma Plant)

shared sense of purpose as members of the
Subaru Group.

Q&A session (Gunma Plant)

initiatives as well as boosting the motivation of employees
and promoting communication. Subaru also

relevant people, including officers,

distributes information of high-level importancelivable community. The association

and utilized in our business andto every single employee via email in order tohas since engaged in volunteer,IR activities.

share it more quickly and comprehensively.

cultural, educational, and civic

I n a d d i t i o n , S u b a r u p ro m o t e s d i re c t

activities.

communication with employees throughBuilding on these activities, weare conducting other communitybased activities, focusing on

Dealer newsletter“SPICE magazine”

Utsunomiya Plant: Subaru
Friendship Festival

Plant tour for shareholders(Handa Plant, Aerospace
Company)

periodic visits by management to each placeof business and workplace.

“Shuho” in-housemagazineMessage fromthe President

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Subaru Group’s Six Priority Areas for CSR
Process of Identifying Six Priority Areas for CSR

two perspectives: areas in which we can contribute to society

Peace of Mind is an area in which society’s needs and theIn accordance with STEP, our mid-term management vision, weby leveraging our business strengths, and areas related to thestrengths of the Subaru Group’s business coincide, while Diversity

reviewed the Subaru Group’s Eight CSR Action Items for CSR

demands of society. As a result, the Subaru Group selectedrefers not only to diversity in the community, but also to diversity

initiatives and established the Six Priority Areas for CSR: People-

People-oriented Car Culture, Resonance and Coexistence,in a broad sense, including in the products that the Subaru Grouporiented Car Culture; Resonance and Coexistence; Peace ofPeace of Mind, and Diversity as the four areas where Subaru

offers to customers.

Mind; Diversity; Environment; and Compliance.

could contribute to society by leveraging our business strengths,

Based on the Subaru Global Sustainability Policy revised in April

To select the priority areas, the Subaru Group first identified 41

and Peace of Mind, Diversity, Environment, and Compliance as

2020, we will promote initiatives in the six priority areas on a

CSR priority topics for which social needs were high and thenthe four areas where the Subaru Group could work to meet thegroupwide, global basis.

conducted a questionnaire among experts and investors indemands of society.

North America and Japan. Finally, we examined the areas from

Peace of Mind and Diversity appear in both categories, because

Reflecting Subaru Group’s Six Priority Areas for CSR in Management

SUBARU

Subaru GroupSix Priority Areas for CSR

Society’s
expectations

Management Board
Meeting

Reflection in
management

Priorities specificto Subaru

Board of Directors
Executive

People-oriented Car
CultureResonance andCoexistence
Peace of Mind

Areas in which thecompany can contribute to
the society levelaging its
business strength
Priority areas selected from thebusiness strategy perspective

Information disclosureand dialogue

Stakeholders
Diversity
Environment
Compliance

Areas in which thecompany meets society’s
expectations
Priority areas selected from issues
regarded as critical by experts andinvestors in North America and Japan

Subaru Global Sustainability Policy

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Six Priority Areas for CSR
Six Priority Areas for CSR

Basic Concepts and Vision for 2025

Basic Concepts

Visions for 2025

Initiatives and SDGs

TOPICS

People-oriented Car Culture

Subaru believes that a car is more than just a means of transport.
Subaru will foster a sustainable mobility culture by providing customers withadded value in the form of products and services which make the car apartner that enriches people’s lives and minds, while cherishing the humanemotions of enjoyment and peace of mind.

Become a company that enriches people’s lives and minds as a partner.

→ p. 014→ p. 019

Resonance and Coexistence

Subaru will become a company that is trusted by, and resonates and coexists
with both individual customers and society as a whole by engaging seriouslywith their voices through greater person-to-person communication.

Become a company that is widely trusted by, resonates and coexists
with society.

→ p. 015→ p. 021

Peace of Mind

Subaru will become a company that provides all stakeholders with the utmost
peace of mind.

Become a company that provides the utmost peace of mind to all
stakeholders.

→ p. 016→ p. 023

Diversity

The Subaru Group’s approach to promoting diversity has two key elements:
offering products that respect diverse forms of market value, and respecting
and reflecting the diverse values of all those who work for the Subaru Group.

Promote businesses that create diverse forms of market values while
respecting the diverse values of all people.

→ p. 017→ p. 025

Environment

In order to pass on “The earth, the sky and nature,” Subaru’s fields ofbusiness, to future generations, we provide utmost care to the environment
with our company-wide activities.

Cherish and protect the global environment–The earth, the sky andnature–through Group-wide activities.

→ p. 017→ p. 027

Compliance

Subaru will become a company that operates in accordance with laws,
regulations, and societal norms, ensuring that our focus on compliance as apriority permeates throughout and is practiced by all those who work for the
Subaru Group.

Act in good faith and become a company that is trusted by andresonates with society.

→ p. 018→ p. 029

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Activities in the Six Priority Areas for CSR in Relation to SDGs
The Sustainable Development Goals (SDGs) for 2030 are

Areas for CSR, Subaru will reinforce its efforts in each priority

development goals for achieving a sustainable future, and thearea and make positive contributions toward achieving the SDGs.

Subaru Group recognizes the importance of responding toSpecifically, we acknowledge that the Subaru Group’s initiative tothese goals.

achieve a goal of zero fatal traffic accidents* by 2030 contributes

By clarifying visions for 2025 regarding the Group’s Six Priority

to Target 3.6 of the SDGs: “By 2020, halve the number of global

Six Priority Areas

Relevant
stakeholders* Reducing to zero the number of fatal accidents occurring while a driver or passenger ina Subaru vehicle and the number of fatalities among pedestrians, cyclists, and the likearising from collisions with a Subaru vehicle

Initiatives

ThemesFYE2020

Enjoyment of driving a car

deaths and injuries from road traffic accidents.”

FYE2021

Visions/KPIs(FYE2026–FYE2031)

FYE2022–FYE2026

Relevant SDGs

Evolution of Subaru Global Platform and Integration with Intelligent Technology(Achieving a safe and enjoyable driving with peace of mind like a skilled driver)

Development of high-quality accessories matched with new models

Providing enjoyment ofcustomization
Expansion of the lineup of high-performance, value-added items

Promotion of the brand strategy (Subaru, the Beloved Brand: More than a Car Company)

Customers

People-oriented
Car Culture

Promotion of marketing activities that match the characteristics of each market▲

Enhancing the brand
image

Become a company thatenriches people’s lives andminds as a partner.

•

Promotion of motorsports and continuation of awareness-raising activities

9.1

KPI:

Continue satisfaction surveys. (Improvecustomer satisfaction.)

11.2
Advancement of Subaru’s “Dynamic x Solid” design identity to “bolder” expression

Local communities

Proposing new forms ofmobility

Development of technologies in cooperation with
relevant ministries and agencies

Disseminating car culture

Dissemination of Subaru’s manufacturing practice and its endeavors for “Enjoyment and Peace of Mind”

Investigation of future mobility

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Activities in the Six Priority Areas for CSR in Relation to SDGs

Six Priority Areas

Relevant
stakeholders

Initiatives

ThemesFYE2020
Investment indealers’ stores(in Japan)

FYE2021

Visions/KPIs(FYE2026–FYE2031)

FYE2022–FYE2026

Relevant SDGs

Enhancement of new ways of connecting with customers through IoT

Enhancement of customer loyalty

Strengthening relationshipwith customers
Customers

Continuation of customer interaction programs

Provision of products that benefit people’s lives

Establishing a newmaintenance system
Business partners

CSR surveys andawareness programs
at business partners

Building of relationships with business partners from the perspective of CSR

Reinforcement of efforts for occupational health and safety, improvement of plant environments

Creation of a safe and rewarding workplace environment, building of a brand that is loved by employees

Employees

Creating a safe working
environment
Continuation of production operations and maintenance of employment at each site

Utilization of athletic teams, boosting of employee morale

Reinforcement of community exchange and partnership activities

Local communities

Revitalizing relationships
with local communities
Contribution and relationship-building through sporting activities

Become a company that is
widely trusted by, resonatesand coexists with society.
▲

Resonance andCoexistence

Coexistence and mutual
prosperity with business partners

Development of a maintenance system for marketing BEVs

KPI:Continue satisfaction surveys. (Improvecustomer satisfaction.)• Enhance connection with customers
through IoT (MySubaru, the nextgeneration system, telematics)

11.2

•

17.16

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Activities in the Six Priority Areas for CSR in Relation to SDGs

Six Priority Areas

Relevant
stakeholders

Initiatives

ThemesFYE2020

FYE2021

Visions/KPIs(FYE2026–FYE2031)

FYE2022–FYE2026

Relevant SDGs

Advancement of Advanced Driver Assistance System (ADAS)
Adoption of Advanced Automatic Collision Notification (AACN) system and expansion of its functions

Improving safety functions
Continuous enhancement of crash safety
Development of autonomous flight control systems (collision avoidance technology)

Customers

Contributing to safe driving

Implementation of safe driving seminars for senior citizens on a continuous basis

Establishing andstrengthening a reliable
product supply system

Establishment of a timely and efficient supply system of spare parts and accessories

Improving inspection andmaintenance quality

Enhancement of product supply capacity
Promotion of accurate, high-quality inspection and maintenance
Promotion of initiatives to produce vehicles of choice in terms also of quality▲

Revision of thequality policy

Become a company thatprovides the utmost peace ofmind to all stakeholders.
KPI:

Achieve a goal of zero fatal traffic
accidents* by 2030
* Reducing to zero the number of fatal
accidents occurring while a driver orpassenger in a Subaru vehicle and thenumber of fatalities among pedestrians,
cyclists, and the like arising from collisions
with a Subaru vehicle• Improve impact energy absorption ability
to 1.4 times•

Peace of Mind

Securing andimproving quality

Improvement of the quality of operations in all processes, from product planning to production, sales, and service
Placing of the highest priority on quality by implementing quality caravans and providing education for fostering quality awareness
Optimization of the span of management in manufacturing departments
Continuation and reinforcement of activities of the health and safety committees
Maintenance and enhancement of workplace health and safety, and promote a more comfortable workplace environment

Employees

Creating a safe workplace

Formulation and implementation ofplans for health promotion initiatives

Reinforcement of health promotion efforts

Secure and create employment

Local communities

Governments

Contributing to safety of
local communities
Contributing to safe livesof people

Promotion of plant environment
improvement

Promotion of a sense of trust regarding stable operations

Reduction of environmental impact and prevention of pollution
Contribution to the creation of a society in which people’s lives and property are protected and people can enjoy peace of mind

3.6

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Activities in the Six Priority Areas for CSR in Relation to SDGs

Six Priority Areas

Relevant
stakeholders

Initiatives

ThemesFYE2020

Promoting active roles forfemale employees

FYE2021

Utilizing diverse humanresources

Childcare support for female employees in direct departments
Operation of the human resources system for senior employees

Promotion of active roles for non-Japanese human resources
Examination and promotion of a workplace environment that pays due consideration to minorities in society

Promote businesses thatcreate diverse forms of market
values while respecting thediverse values of all people.
▲

Compliance with the legally prescribed employment rate for persons with disabilities: 2.3% in and after FYE2021

KPI:

Increase female managers.
(To five times the number in 2014 by
2020, to over 12 times by 2025
• The number of participants in careerdevelopment training• Achieve the legally prescribed
employment rate.
• 100% of those applying for
reemployment•

Diversity

Promote diverse work styles

Diverse work styles: Support for labor management by introducing a new attendance management system and expansion of teleworking

Securing human resources atgroup companies

Maintenance and expansion of diverse forms of employment

Business partners

Efforts in cooperation withbusiness partners

Customers

Providing a wide range of
products

Customers

CSR surveys and awarenessprograms at business partners

Reinforcement of efforts for CSR throughout the supply chain

Enhancement of the understanding of employees, promotion of cooperation with the National Association of Minority Automobile
Dealers (NAMAD)

Expansion of the sale of electric vehicles (HEVs and PHEVs)

Environmental protection incooperation with customers

Planning of activities toprotect outdoor fields

Development and marketing of electric vehicles (BEVs and SHEVs)
Implementation of activities to protect outdoor fields on a continuous basis

Introduction of TEPCO’s Aqua Premium
Renewable Energy
Certificate, etc.

Establishment and maintenance of an environmental management system
Selection of business partner while considering transportation for overseas sites

Business partners

Efficient parts storage and transportation, and reduction of transportation volume
Promotion of retailers’ continuous efforts for energy saving, water quality conservation, and recycling
Optimization of logistics and CKD costs

KPI:

Reduce direct emissions by 30% fromFYE2017 levels by 2030 (aggregate
amount basis).
• Make at least 40% of Subaru global sales
electric vehicles (EVs) or hybrid electricvehicles (HEVs) by 2030.
• Apply electrification technologies to all
Subaru vehicles produced and soldworldwide by the first half of the 2030s.
• Formulate a resource circulation strategy
including secondary batteries.
• Enhance recycling rates.
•

Energy conservation investment and effective utilization of facilities

Continuation of conservation efforts in cooperation with governments

Environmental efforts incooperation withbusiness partners

Cherish and protect the global
environment–The earth, the sky
and nature–through Group-wide
activities.
▲

Environment

8.5

Design parts that can be used in multiple vehicle models

Popularizing vehicles that
reduce environmental
impactBusiness activities to help
reduce environmental
impact5.5
5.5.2

Incorporation of feedback on diverse market needs

Introduction of solar power generation for self-consumption

Governments

Relevant SDGs

Appointment of more female managers: FYE2021 (to five times the number in 2014), FYE2026 (to over 12 times the number in 2014)

Review of the human resources system for senior
employees

Employees

Visions/KPIs(FYE2026–FYE2031)

FYE2022–FYE2026

13.1
13.2

12.2
12.5

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Activities in the Six Priority Areas for CSR in Relation to SDGs

Six Priority Areas

Relevant
stakeholders

Initiatives

ThemesFYE2020
Ensuring comprehensive
export control

FYE2021

Visions/KPIs

In-house education anddissemination

Promotion of compliance from the perspective of the Subaru Group

Prevention of harassment

Employees

Business partners

Protecting humanrights of workers

Maintaining fairrelationships

Act in good faith and become acompany that is trusted by andresonates with society.
▲

Establishment and dissemination of internal rules andmanuals on laws and regulations

Compliance

Relevant SDGs

Reinforcement of security and export control initiatives
Continuation of compliance training and executive lectures

Governments(FYE2026–FYE2031)

FYE2022–FYE2026

KPI:

Promote initiatives to respect humanrights based on the Human Rights Policy;
Communicate the policy throughout theentire supply chain.
• Strengthen CSR procurement
management.
• Provide compliance and legal trainings.

8.7
8.8

•

Maintenance and improvement of the workplace environment by promoting work style reform and complying with the Labor Standards Act
Formulation of the
Human Rights Policy

Establishment and disseminationof the Human Rights Policy

CSR surveys and awarenessprograms at business partners

Reinforcement of efforts for CSR throughout the supply chain

Promotion of initiatives to respect human rights of workers

Promotion of fair trade on a continuous basis

Development of products (vehicles) is based on a premise that they are equipped with the latest technologies yet affordably priced at the same time.

16.5
16.5.2

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TOPICS

01

CSR Priority Areas

People-oriented Car Culture

Become a company
that enriches
people’s lives andminds as a partner.
Why It Is Important to Us
The Subaru Group has contributed to increasing customers’
options by respecting people’s diverse values and offering
distinctive products tailored to diverse forms of market value.
We believe that a car is more than just a means of transport,
but rather a partner that enriches people’s lives by
understanding and meeting their expectations.
The Subaru Group is transitioning from being a company
making things, to a company making people smile.
Continuing to cherish the human emotions of enjoyment andpeace of mind experienced by each and every one of ourcustomers, Subaru Group will develop and popularize a car
culture that gives people the starring role by linking cars tochanges in people’s lifestyles and life stages.

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CSR Priority Areas People-oriented Car Culture

Subaru’s core technology continues pursuing Enjoyment and Peace of Mind
Integration of Artificial Intelligence (AI) Technologies

SUBARU GLOBAL PLATFORM

Subaru strives to make people-oriented cars. We have constantly polished our proprietary

To deliver more enjoyment and peace of mind to drivers and passengers, Subaru seeks to enrichtechnologies and created new value for cars. Our newest such technology is EyeSight. With two

the lives of car owners. And Subaru Global Platform is the design concept for the frames of cars

cameras positioned left and right like a person’s eyes, this system provides accident avoidance usingthat can make that happen. Driving quality that makes a comfortable ride and tight maneuverability

three-dimensional recognition of oncoming cars and pedestrians in addition to driver assistance.

compatible. Extremely low noise and low-vibration stability. Dynamic quality that focuses on human

Eyesight technology is continuously evolving. In the 2020s, its next generation will feature enhanced

sensitivity. All delivered at high spec in a rationalized package with world-class passive safetyability to handle accidents at intersections, highway driving assist, and innovative cameras, as well

performance. Since the October 2016 full model change of the Impreza, we have been improving

as the ability to recognize the car’s entire surroundings by using sensors and to make judgements

the platform and rolling it out in a sequential manner. What we call its ultimate form can be found inaccordingly. Further, EyeSight will reach a new level of functionality by incorporating AI and otherthe Levorg, which is scheduled for sale in FYE 2021.

technologies such as a monitoring system that watches over the driver and SUBARU STARLINK,

Subaru Global Platform allows its users to operate the car at will like a skilled professional driver, andour connected service. By pushing forward the evolution of driver assist technologies, Subaru isprovides a great sense of security to drivers and passengers. Even in the future era of autonomous

striving to help lower the risk of traffic accidents.

driving, the core that supports the enjoyment and peace of mind of a car will remain the platform

Also, our proprietary All-Wheel Drive (AWD) System further increases the dynamic quality for whichof the frame. We are moving ahead toward the next-generation evolution of the Subaru Global

Subaru is renowned. Subaru will continue pushing forward with the evolution of these integration of

Platform: the core technology that supports Subaru cars.

AI technologies and increase peace of mind and enjoyment of driving of Subaru cars.

Subaru Global Platform: supporting enjoyment and peace of mind
Package

Increased interior width and height

Dynamic Quality
1. Driving Quality
High levels of comfort and maneuverability

Next generation EyeSight

Driver monitoring system

SUBARU STARLINK

2. Quietness

Stereo cameras at its core. Strengthened
ability to handle a variety of situations
through improved recognition distinction andexpanded integrated controls. Now evolving
toward the installation of an auto parking
system and use of connected service.

Detects sleepiness or carelessness by thedriver’s expression and direction of face,and alerts them with an alarm or warning
indication. Going forward, we are considering
further increasing its cooperative functionality
with EyeSight.

Connected service introduced in the UnitedStates. Going forward, it is planned forrelease in Japan. Domestically, we aredeveloping AACN, which automatically alerts
a call center at the time of an accident. In
this way, we strive to save more lives fromtraffic accidents.

Quietness and dynamic rigidity comparable tothose of European vehicles (1.8 times greaterthan conventional SUBARU cars)

3. Stiffness and Stability

Passive safety performanceTop-class stability
Maintains top-level

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TOPICS

02

CSR Priority Areas

Resonance and Coexistence

Become a company thatis widely trusted by,resonates and coexists
with society
Why It Is Important to Us
At Subaru, when it comes to our business activities, we
regard customers and local communities as some of our mostimportant stakeholders.
Over the years, Subaru has been sustained not only by ourown efforts to put the customer first, but also by the efforts
of many people in the communities where we do business.
Subaru will form communities of resonance and coexistence
to secure our sustainable growth as a company throughroutine communication, ensuring that our products andservices resonate with and are trusted by our customers,
and that Subaru’s corporate activities resonate with and aretrusted by the local communities in which they take place.

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CSR Priority Areas Resonance and Coexistence

Promoting initiatives under five promises to embody Resonance andCoexistence throughout the United States
Aiming to become more than just an automobile company, Subaru of America, Inc. (SOA) runs the Subaru Love Promise program. Committed to making the world a better place, we, together with our
retailers, encourage many community partners to join our activities to spread the Love Promise in five categories. We believe in building lifelong relationships with our customers, earning their trust andexceeding their expectations by providing customer service with integrity and compassion.
■ Subaru Loves the Earth
There are many Subaru customers who love nature. The
Subaru Love Promise that SOA is promoting includes
many activities to protect the natural environment, one ofwhich is providing support for one of which is National Park Partnership.
They have offered donations continuously since 2013, and the funds
have been used for a wide range of purposes, from the reduction
and recycle of trash at national parks toenlightenment activities for attendees. Also,in partnership with company TerraCycle, they
have been conducting the collection of waste
matter that is hard to recycle.

■ Subaru Loves to Help
SOA offers a wide range of assistance through charitableorganizations that support those facing hardships, suchas the elderly and children, poor families, and disastervictims, such as provide meals and the cars to transport them, offering
shelters and nursing during disasters, and maintaining disaster vehicles.
They also cooperate on various initiatives with our U.S. dealerships, suchas provide 50 million meals, through U.S.
food bank Feeding America, to people whohave become unemployed due to the spreadof the novel coronavirus and are facing
difficulties in having meals.

■ Subaru Loves Pets
The Subaru Love Promise not only applies to people, but
the safety and peace of mind of pets and wild animals
is also an important subject. SOA is involved in support
activities for regional organizations engaged in the care and adoptionof protected pets, including the American
Society for the Prevention of Cruelty to
Animals. Also, to further protect the safetyof animals, SOA is supporting crash-test foranimals which are conducted by the Center
for Pet Safety.

Subaru Share the Love®
■ Subaru Loves to CareS O A s u p p o r t s t h e a c t i v i t i e s o f m a n y n o n - p ro f i torganizations in order to contribute to the health of adiverse range of people including patients who suffer fromincurable diseases and people with disabilities.
They also support scientific societies for leukemia
and lymphoma, and also cooperate with our U.S.
dealerships to donate blankets to about 150,000
patients with blood cancer.

■ Subaru Loves Learning
There are many children, even in the United States, who
do not have the opportunity to receive an education. SOA
is providing various kinds of support for organizations
that work to support learning and increase opportunities for education
for such children. Since 2015, they havepartnered with the American Association for
the Advancement of Science to donate over
270,000 science books to U.S. schools.

Every year SOA runs the Share the Love® program to donate
a portion of proceeds (250 dollars per vehicle) from Subaru
cars purchased during the period to charities chosen by eachcustomer. The total amount of donation collected over 12 years
since the program has been launched in 2008 exceeds 176
million dollars, including contributions from SOA.
In 2019, as part of the Share the Love® kick-off event, participants
packed food bank meals to be distributed to children in need in
Camden, New Jersey. As a host, SOA donated 60,000 meals
this year, doubling
the quantity from theprevious year.

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TOPICS03

CSR Priority Areas

Peace of Mind

Become a company that provides
the utmost peace of mind to all
stakeholders.
Why It Is Important to Us
Subaru will deliver the peace of mind that cars must offer by
manufacturing vehicles and providing associated services.
Subaru will tirelessly review all quality-related processes in
our aim to be the No. 1 company for quality, whose products
customers can rely on for a long period. Attaching particularimportance to protecting lives, Subaru will work to achieve
our target of zero fatal traffic accidents* by 2030. In addition,
we must ensure that the local communities where ourplants are based know that they can rely on Subaru to offer
peace of mind in our manufacturing operations. Creating
safe workplace environments that offer all Subaru Group
workers peace of mind is also essential. Furthermore, Subaru
will contribute to resolving the problem of traffic accidents
and other social issues associated with cars. Subaru willaspire to become a company that provides customers, local
communities, employees, and all other stakeholders with theutmost peace of mind.
* Reducing to zero the number of fatal accidents occurring while a driver or passenger in a
Subaru and the number of fatalities among pedestrians, cyclists, and the like arising fromcollisions with a Subaru

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TOPICS03

CSR Priority Areas Peace of Mind

Subaru quality and safety technology that provides the utmost peace of mind
Quality Reforms

In April 2019, seeking to align employees’ vectors regarding

Subaru continuously endeavors to improve the technology that

Subaru set forth quality improvement as our most important theme

quality reforms, we made the first revision in 25 years to theprotects people’s lives in pursuit of unique overall safety features.

in our mid-term management vision, STEP. We are undertaking

Quality Policy, which articulates the vision of quality that SUBARU

Our safety features have received the highest of evaluations

quality reforms in all processes, starting from the product planningaspires to realize. Further, in an effort to instill awareness towardfrom third-party organizations in Japan, the United States,stage, through the procurement of components from the supplier,quality, we held a “Quality Caravan” at each office, in which weand Europe. Moving forward, we will increase safety, the mostthe manufacturing and inspections in the plant, and up to theexhibit examples of defects, the opinions we have received fromrequired value of a car, by linking to such functions as connecteddaily operations of all employees including those in corporate

customers, and more. Subaru strives to be No.1 for “the quality

safety using connected service and passive safety, in addition

operations departments. For example, in the product planning andthat enables customers to enjoy long-term ownership with peace

to further upgrading our integration of AI technologies, including

engineering departments, we are making efforts to incorporateof mind.” Going forward, we will continue to make efforts for

EyeSight. We aim to achieve our target of zero fatal traffic

quality policies from the initial stage which ensure that there arethorough quality reforms throughout the entire group.

accidents by 2030* by continuously enhancing passive safety

no “seeds” that could grow into causes of major flaws that may

and installing Advanced Automatic Collision Notification (AACN)

even necessitate a recall. In the manufacturing process, we goTechnologies that Protect People’s Lives

that utilizes connectivity in addition to upgrading Advanced

beyond only relying on the final inspection. In order to ensure highCars carry human lives. That’s why Subaru is always actively

Driver-assistance Systems (ADAS).

quality from the upstream stages, the employees in charge of eachaware that safety must be given our first priority over everything.

process perform their own checks, and if they find a problem, theyThat ideology remains in Subaru’s DNA from our origin as anstop the line and make sure the problem is solved.

aircraft manufacturer.

Scenario toward zero fatal traffic accidents

Overall safety philosophy* Reducing to zero the number of fatal accidents occurring while a driver or passenger ina Subaru vehicle and the number of fatalities among pedestrians, cyclists, and the likearising from collisions with a Subaru vehicle

Fatal traffic accidents of SUBARU cars (estimated from US FARS data)
Today

Accidents
caused byothervehicleAccidents
caused byown
vehicle65%
reduction

Accidents
caused byothervehicleAccidents causedby own vehicle

Evolution of
ADAS

Toward “zerofatal traffic
accident”
in 2030

35%
reduction

Safe situation(Advanced Driver
Assistance
Systems)

Hazardous situation

Adoption of
AACN

Accident

Preemptive
accident
avoidance(Advanced
Automatic Collision
Notification)

Collision
Continuous
enhancementof passive
safetySpread of damage

Damagereduction
during an
accident

Primary
SafetyBasic design features for accidents

ActiveSafetyThe ultimate in driving performance for greater safety

Preventive
SafetyPassive
SafetyIncreasing driving safety through basic design features such as car shape and controls.
● Visibility design ● Driving position ● Interface

Facilitating hazard avoidance through performance improvement in the basic functions of a car: driving, turning, and stopping● Horizontally-opposed engine ● Symmetrical AWD

Advanced technology that supports safe driving
Supporting safe driving by helping avoid collisions and reduce damage● EyeSight

Extra precautions just in case
Minimizing damage when an accident occurs● Engine layout ● Subaru Global Platform ● Pedestrian protection airbags

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TOPICS

04

CSR Priority Areas

Diversity

Promote businesses that create diverse
forms of market values while respecting
the diverse values of all people.
Why It Is Important to Us
Most companies today face social demand for diversity
among their employees and diverse ways of working. Subaru
believes that continuing to offer products that contribute toincreasing options for our customers and respecting diverse
forms of market value will lead to sustainable growth for thecompany. Achieving this requires diversity of perspective
among those who work for the Subaru Group.
Diversity for Subaru therefore has two key meanings: diversity
in products and diversity of employees. While pursuing
diversity in products, Subaru will promote diversity among all
those who work for the Subaru Group.

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CSR Priority Areas Diversity

The two kinds of diversity that Subaru engages in to create new value
Employee Diversity at Subaru of America, Inc. (SOA)At SOA, a group of employees with diverse experiences, pointsof view and values learn from each other to grow, leading to
the creation of the next generation of business and makes the■ SARGEThis group is for former servicepersons as well as theirfamilies and supporters. Once military service is completed, it
can be challenging to return to civilian life. Employees createdthis group to share useful information, create a network, andprovide a place for communication.

company stronger. The principles of diversity, equity, and inclusion
are woven into the corporate organization of Subaru. Five
employee groups have been active, born from employee activities.

Diversity of Products
In order to provide safety and enjoyment to customers andcreate the new value that will be required in future cars, we
are working on what we call “diversity of products,” making
compatible the characteristic enjoyment of driving a Subaru■ EVOLVE
This group was founded to improve physical and mental
health of employees while enjoying various meetings and gettogethers for encouragement. Staring with providing usefulhealth information, the group supports and encourages
employee self-improvement.

and the required environmental performance of the era. In
2018, we installed e-BOXER, a power unit that combines
Subaru’s proprietary horizontally-opposed engine and the latest
electrification technologies, in the SUBARU XV and Forester. In
2019, we launched sales of new models of the SUBARU XV andForester in Europe and of plug-in hybrid vehicle Crosstrek Hybrid■ Women’s Network

Subaru Promotes Employee Diversity

This group was established based on the idea that
supporting female coworkers leads to an advancement of
workplace policies for all employees. In addition to creating
opportunities for career advancement for all employees
regardless of their gender, it is also a place to for female
employees to build their networks.

Subaru promotes diversity to create an environment in which all ourThis group offers support for workers with African or Latinx
backgrounds as a place that aims to implement the opinionsof employees. It supports cultural events and activities
rooted in regions to promote a corporate culture of diversity,
contributing to creating a broad, open community.

of its first battery electric vehicle (BEV) in FYE202X.

diverse employees can feel comfortable and put in their best efforts.
In January 2015, we established the Diversity Promotion Office,and put forth the following important themes: active roles for female
employees, employment of people with disabilities, reemployment■ BLENDS

in the United States. Furthermore, Subaru plans to launch salesof seniors, and employment of non-Japanese. Among these, we
identified the promotion of active roles for female employees as themost important, and are moving ahead with our efforts.

Present society with new value for cars by pioneering new categories

Legacy Touring Wagon
Vans with sporty performance→ The basis of touring wagons

Currently, we have set a target for 2025 of increasing the number+ Rough-road
capabilityof female managers by 12 times or more on a 2014 basis, and arestrengthening education for future female managers. Also, in 2019,■ Out + Ally
The first employee group funded at SOA, it is an alliancegroup between LGBTQ+ and heterosexual/cisgender
member. Their activities include support for education,
examination, and counseling for those living with HIV/AIDS,
assistance with meal provision, and more.

we established a new post to promote diversity in the Manufacturing

The basis of Outback

Department of the Gunma Plant, and are striving to create aworkplace where seniors, people with disabilities, and female
employees can work in comfort. We are strengthening promotion
activities for female employees in manufacturing departments in

Foresterways such introducing an early morning childcare system in which a

Crossover vehicles with superior
on-road driving performance andrough-road capability

childcare professional provides care in an internal conference room.

→ The basis of modern SUVs

Contents

Message fromthe President

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

027

GRI Content Index

SUBARU CORPORATION CSR Report 2020

TOPICS

05

CSR Priority Areas

Environment

Cherish and protect the global environment—The earth, the sky and nature—through Group-wide activities.
Why It Is Important to Us
In FYE2018, Subaru revised its Environmental Policy, declaringthat “The earth, the sky and nature” are Subaru’s fields ofbusiness, and made clear to strive for the coexistence withnature. These words encapsulate our desire to take thegreatest possible care of “The earth, the sky and nature,” since
they are the fields in which our automotive and aerospacebusinesses – the pillars of our enterprise – operate. With
the concept that sustainability of both society and Subaru
only becomes possible with the existence of rich global
environment, that is “The earth, the sky and nature,” theentire Subaru Group will make the greatest possible efforts toundertake global environmental conservation activities.

Contents

Message fromthe President

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

028

GRI Content Index

SUBARU CORPORATION CSR Report 2020

TOPICS

05

CSR Priority Areas Environment

Making Subaru-style cars that coexist with “The earth, the sky and nature”
Initiatives for a Decarbonized Society
Subaru is aware that climate change is one of our mostimportant issues. We support the Paris Agreement, which isMid- to long-term targets to reduce CO2 in plants, offices and products

Category

aimed at achieving decarbonization at an early stage in theTime frame

TargetFYE2051

Achieve carbon neutrality

FYE2031Reduce CO 2 emissions by 30%
compared with FYE2017 (total
volume basis)second half of the 21st century. We have set mid-term targets
related to Scope 1 and 2 emissions (CO 2 emitted at offices

Scope 1, 2

and plants), as well as Scope 3 (CO2 emitted when using our
products), and the group is working together to achieve them.
We are aiming to achieve carbon neutrality by 2050 with Scope
1 and 2 emissions. As a milestone, we are working on a 30%

2050

reduction compared to 2016 levels by 2030.
For Scope 3 emissions, we have set target to reduce averagewell-to-wheel* CO2 emissions from new vehicles (in operation)sold worldwide by 90% or more compared to 2010 levels,
make at least 40% of Subaru global sales electric vehicles (EVs)

Scope 3

Reduce average well-to-wheel
CO 2 emissions from new vehicles(in operation) by 90% or morecompared to 2010 levels

First half of the
2030s

Apply electrification technologies toall Subaru vehicles produced andsold worldwide

By 2030Make at least 40% of Subaru global
sales electric vehicles (EVs) or hybrid
electric vehicles (HEVs)

first half of the 2030s. To achieve our mid- to long-term plansfor 2030 and 2050, we will continue polishing Subaru’s unique
technologies, each employee will always remain aware of our
mission, and we still strive to achieve sustainable growth forsociety and the Subaru group.
*When calculating CO2 emissions, this approach includes those related to the energy
source of the power generation, which electric and other vehicles use.

With the arrival of the era of hybrid cars and EVs, Subaru’s
DNA of pursuing enjoyment and peace of mind with thecars we make will remain unchanged. We are making useof our alliance with Toyota Motor Corporation to speed up
development of these vehicles, while also pressing forward withthe evolution of Subaru’s proprietary core technologies, such as
our Subaru Global Platform, Symmetrical All-Wheel Drive andhorizontally-opposed engine. And by combining these advanced
technologies at high specs, we will not only reduce CO 2, butalso further improve safety performance, AWD performance anddynamic quality, emphasizing SUBARU-ness. Whichever the era,
Subaru’s aim is to make people-oriented cars. We pursue making
cars which deliver enjoyment to the owner when they drive theircar, provide a strong sense of security to all who drive or ride in aor hybrid electric vehicles (HEVs), and to apply electrification
technologies to all Subaru vehicles produced and sold by the

Combining Environmental Performance andSubaru Style

Subaru car, and coexist with “The earth, the sky and nature.”

In addition to reducing CO2,
improve safety performance,
AWD performance, anddynamic quality
MOTOR

Study model of exterior
design for BEV* being
jointly developed with
ToyotaBATTERY

Direct-connecting(coupling mechanism)* BEV: Battery Electric Vehicle

Contents

Message fromthe President

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

029

GRI Content Index

SUBARU CORPORATION CSR Report 2020

TOPICS

06

CSR Priority Areas

Compliance

Act in good faith andbecome a company that istrusted by and resonateswith society.
Why It Is Important to Us
Having reflected on the previous lack of awareness of societal
norms in the execution of our duties, flaws in our internal rules,
and the inadequate understanding of laws and regulations
relevant to our operations, Subaru is keenly aware of theneed to change ways of thinking and completely change theculture. Subaru will dedicate the whole of the Subaru Group topromoting initiatives focused on compliance as a priority, withthe aim of ensuring that Subaru resonates with and inspires
trust in our customers and all other stakeholders.

Message fromthe President

Contents

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

030

GRI Content Index

SUBARU CORPORATION CSR Report 2020

TOPICS

06

CSR Priority Areas Compliance

Initiatives to change each individual’s awareness and actions, and create anorganization open to new ideas
Highly Effective “Compliance + ” Initiativeawareness and change behavior regarding compliance.
C O M P L I A N C E

コンプライアンス最優先の風土をつくり、風通しの良い働きやすい職場を生み出そう
この機会に、再確認して、実践していきましょう。

コンプライアンスといえば、「法令遵守」

コンプライアンス違 反につながる「思考」にならないために…

自身の業務に対して、常に考える姿勢を持ち、「気付き」の生まれる状況をつくろう！

●●

常に「思いやり（Love）」「尊重（Respect）」の気持ちを持って行動しよう！

社会の動向にアンテナを高くして情報収集しよう！

●この機会にコンプライアンスの重要性を改めて認識し、皆さんの意識や行動を変えていくきっかけにして、SUBARU を変えていきましょう！

アンス｣ とは、役員および従業員がさらにしかし、世の中のコンプライアンスの捉え方「社会的規範をも遵守し、確固たる倫理観ても ｢罰則のある法令、行政処分の対象とな会社や内部関係者だけではなく、お客様・お取引先様・株主様などのす
べてのステークホルダーに対してこの気持ちを持って、行動しましょう。

SUBARUグループにおいて ｢コンプライの意味で捉えている方も多いかと思います。
は変化しており、SUBARUグループにおい常にコンプライアンスの視点から、自身のやろうとしていることは正しいのか、本当に会社・職場・自分のためになるのか、
考えてみましょう。
●

10 月はコンプライアンス月間です

SUBARU グループにおける「コンプライアンス」とは？

昨年 10 月の『秀峰』で、以下の行動実践を挙げました。

それから 1 年経って、皆さんの行動は変わりましたか？

実 践できていますか？

C O M P L I A N C E

改めて Che ck!

る法令諸規則を遵守すること｣ のみをコンプに基づいた公正な行動をとること」と、一人ひとりがしっかり認識しておかなければな

社長メッセージ

りません。
「人として当たり前のことを当たり前に行動する」を実践していきましょう！

ライアンスとして捉えていません。

「意識を変え、勇気をもって『声』を挙げる」「意識を変え、『 声』に
真摯に耳を傾ける」

自身の行動がご家族やお客様に胸を張って話せるか、の視点で考えてみよう！

コンプライアンスに対する社会の意識は高まっており、「昔は許され法律や規程をしっかり理解することはもちろん大切ですが、コンプ

たけど、今はNG」ということも多くあります。私たちの常識と世間のライアンス違反を起こさないための分かりやすい判断基準はこの視

常識との間にギャップが生まれないよう、新聞を読む、
ニュースを見る、点にあります。行動する前に一拍おいて考えてみましょう。

〈 実 践すべき 3 つの行動 〉

社外の方と積極的に接するなど社会の動向に常に気を配りましょう。

SUBARUグループの企業行動規範
社会一般の倫理、常識・規範に則した行動

自身の行動 や職 場の状 況をおかしいと思ったら…

●

自身で改善・解決できることは、
迷わず直ちに正しい行動に変えていこう！

●「社会の要請」

自身ではどうにもできないことは、
迷わず上司や職場内で相談しよう！

代表取締役社長

中村知美

何でも言える会社」に変わっていくこ

職場をつくることが、「風通しの良い

これが当たり前に実行される会社・

け止めて一緒に考えて答えを出す。

直 にモノが言える 、それを真摯に受

職 場 に お い て 上 司 や 部 下・同 僚 と 率一人ひとりが意識と行動を変えて、とにつながり、ひいては企業の持続業務上不適切な実態があるにもかか的成長を支える「コンプライアンスの

ませんか？

実践」
にもつながるのだと思います。

連の完成検査における不適

わ ら ず、「声を挙げても何も変わらな

一
切 事 案 の 発 生、こ れ を 受 けい」「上司が真摯に対応してくれない」て当社が実施してきた活動などのといった困り事、不安を感じるような中で、皆さんのコンプライアンス

ことがあれば、ためらわずにコンプラに対する意識醸成や取組みは着実

イアンス・ホットラインの利用も検討に進んできていると感じています。

してみてください。コンプライアンス・

企業としての社会的責任をしっかうな制度ではありません。会社に潜むり果たしていく上でも、コンプラ

さまざまなリスクを早期に発見して早ホットラインは決して誰かを陥れるよ

的に前例踏襲して「よし」としてそのためには、まず「意識を変えイアンスに対する取組みをさらにこれまでやってきたことを、盲目深化させ、当社の「風土」として根●付かせていく必要があると感じて

13

います。

14

）

て、勇気をもって『声』を挙げる」

24日から31日

を実践してほしいと思います。７

1日から23日（異性運のみ月の『秀峰』において「、意識を変え、吉の日・注意の日
30日・31日吉。
5日・6日注意

行動を変え、会社を変えていこう」

上司や職 場で相談することが難しい場合は 、左記にご連 絡ください。

8日まで見た目重視の出費を。9日以降、趣味への投資オススメ。

健康運 4日まで小さな症状も重視。5日以降、急変に注意。

と述べました。コンプライアンス

コンプライアンス・ホットライン

仕事運 2日まで真逆の発想を。3日以降、キーマンとの接触が大事。
金運についても同じです。

Aries

No.765

おひつじ座

OCT. 2019

レイナ里亜

SHUHO

あなたへ
幸運を呼び込む
西洋占星術）

皆さんから挙がった声に経営陣もOctober of every year is Compliance Month, and in order to raisecompliance awareness, we conduct enlightenment campaigns
and compliance training through in-house methods. We
included a special feature page in the October 2019 edition of
the Subaru in-house magazine, “Shuho.” It featured a message
from the President, saying that “change your thinking, havecourage and raise your voice,” and “change your thinking, listen
to other’s voices with sincerity.” Also, it introduced examples ofefforts to change the entire group’s corporate culture, providing
information and enlightenment education on issues that areclosely related to employees’ everyday work in order to raise

1日から23日24日から31日（異性運のみ期に対応し、改善する入口であると認Providing Information and Conducting Enlightenment
Campaigns with the In-house Magazine, “Shuho”

吉の日・注意の日
15日・16日吉。
28日・29日注意

識してください。皆さんの勇気ある

8日まで無駄な出費控えて。9日以降、交際費は厳選。

健康運 4日まで食後の運動熱心に！ 5日以降、野菜多めの食事にして。

声が、会社を変える、会社を救うき っ

仕事運 2日まで細かく指示出しを。3日以降、勝負の瞬間あり。

金運

かけとなることもあります。

Ta u r u s

No.765

この進め方で大丈夫なのかな？ これって問題ないのかな？
（法令や規定違反に関する相談 ）など

リスクマネジメント・コンプライアンス室のメンバー
前列右側から時計回りに、
和田主査・青栁室長・
小林主査・上野さん・甲崎さん・川辺主査・大野さん

No.765

おうし座

OCT. 2019

OCT. 2019

郵送：〒150-8554
東京都渋谷区恵比寿1-20-8 エビススバルビル
株式会社SUBARU
コンプライアンス・ホットライン・デスク

職場で不正を行っている人がいる（ 法令違反に関わるもの）上司からのパワハラを受けていて何とかしてほしい（ハラスメント行為など就業規則に違反するもの）●

メール：cpl-hotline＠subaru.co.jp

subaru-helpline＠e-cuore.com

SHUHO

SHUHO

メール：

真摯に向き合い、対応していきます。

●●

03-3473-7107

専用電話：（受付時間 平日9:00 ～18:00）※「職場のヘルプラインです」と応答します

レイナ里亜

ぜ ひ、全 員 が 一 丸 と な っ て「 コ ン プ

ホットライン・デスク（本社-リスクマネジメント・コンプライアンス室）

フリーダイヤル：

あなたへ
幸運を呼び込む
西洋占星術

15

ラ イ ア ン ス の 実 践 」に 取 り 組 ん で いコンプライアンス

従業員相談窓口

0120-061-065（受付時間 月～土 14:00 ～ 21:00）

コンプライアンス・ホットラインも適切に利用してください

きましょう。

「法の要請」

例えばこんなことがあったらすぐ相談を！

皆さんの声を受け止めます！

そんたくに考えて答えを出しましょう。

内部窓口

れて口をつぐんだりしていま

法令
（法規範）
を
遵守した行動

相談者と一緒に考えて、答えを出そう！

ションを相談者に丸投げしたり、他人事と思ったりしないで、一緒

外部窓口

らったり、現状からの変化を恐●

相談事項は職場で起こっていることのはずです。解決に向けたアクるのではなく、bad news first を実行した相談者をほめて、まずと思っていても、上司や職場に相談者の話をしっかり聞く姿勢を持とう！

相談者は勇気を持って声を上げています。煙たがったり、叱ったりすないで無関心な態度を取ってい●はニュートラルな姿勢で話を聞きましょう。

連絡先

せんか？

「会社の要請」

しまっていませんか？

積極的に周りに相談しましょう。

挙がった声に対して、耳を傾け

C O M P L I A N C E

就業規則、社内諸規程
規程・マニュアルなどを遵守した行動

すべてを自身で抱え込んだり、最初から諦めたりするのではなく、相談を受ける上司や職 場の方は…

忖度して声を挙げることをため自身では解決できないこと、職場・組織で解決すべきことも含め、●この行動が、会社を正しい方向に導きます。

● おかしい」「「変えたほうがいい」

To raise the effectiveness of compliance, Subaru is uncovering
each department’s compliance issues, promoting the “Think
Compliance” initiative for drafting and executing response plans,and striving to instill self-sustaining initiatives. To do this, we are
creating thorough communication in workplaces that comesfrom an awareness of issues raised by all persons regardless of
their positions and the wide ability to notice when something iswrong based on diversity.
In addition to actions that come from the existing compliancemindset of obeying laws and regulations, we are striving to instillsincere conduct based on social norms and ethics and making
assertive, voluntary actions that come from an integrity mindset
in executives and employees through education.
Furthermore, to promote future activities with the entire group,
we have formulated and are enforcing a universal Compliance
Policy for the group, and are sharing information.

In-house magazine "Shuho"
October 2019 edition special feature page

Openly Exchanging Opinions in the Compliance
Roundtable
In order to instill compliance, initiatives that are rooted in each
respective workplace are critical. As part of those efforts, thehead of the Compliance Committee, an organization that
promotes compliance across the entire group, and the company
employees of a workplace hold the Compliance Roundtable.
During the Roundtable, the Committee head visits the workplaceof each department and has a face-to-face meeting witha small group of around 10 employees, such as section orsubsection managers. InFYE2020, meetings were carried out
at the Manufacturing Division, Engineering Division, Purchasing
Division, Cost Planning and Management Division andAerospace Company, with a total of 138 people in attendance.
We will effectively use the open opinions we received directlyfrom these employees who gathered at the workplace in ourefforts to continuously improve compliance activities.

Executives Themselves Speak with Employees in the
Compliance Lecture
In the Compliance Lecture, executives other than the headof the Compliance Committee express their stance andthinking regarding compliance. In FYE2020, for the second
year continuing on from FYE2019, we accepted participantsfrom all ranks or positions so that any employee can raise theirunderstanding and awareness of compliance. A total of 16
executives from all offices delivered lectures, and a total of 3,476
employees attended. After the lecture, we took a questionnaire
involving all participants. We gathered a great deal of valuable
opinions from the employees, such as their thoughts on thelecture and their views on the corporate culture.
For a sincere attitude toward compliance to take root in Subaru’s
corporate culture, it is important to create a workplace where
all employees communicate their true opinions openly, listen toeach other with sincerity, andarrive at a conclusion together.
We will continue promoting
compliance efforts as we aim
to “become a company that ismore open to new ideas andwhere people can say what
Compliance Lecture
they want.”

Voice

Comments by Participants● Because the lecture was easy to understand with the speaker’s own experiencesand examples that were familiar to us, I was motivated to reflect on myself.
● I was reminded that communication is important to become a company thatis more open to new ideas and where people can say what they want. I want
to help build mutual respect and make it easy for superiors and workers totalk with each other.
● There have been times when I was troubled, wondering, “should I consult
with someone?” or “what should I say?” In the lecture, I learned to change
my approach from strictly “reporting, contacting, and consulting” to “having arough consultation (primary consultation).” It’s going to make it much easier forme to share information with my superiors, and I want to get started right away.

SUBARU CORPORATION CSR Report 2020

Environment
032

Environmental Management044

Environmentally Friendly Automobiles

047

Climate Change

055

Resource Recycling

060

Water Resources062

Biodiversity

067

Prevention of Pollution

069

FYE2020 Environmental Performance
Data for Plants and Offices

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

032

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Environmental Management
Our Approach

SUBARU Environmental Policies

In its Environmental Policies, Subaru states that “our fields of

SUBARU Sustainability Principles

business are the earth, the sky and nature” and focus on efforts“The earth, the sky and nature” are Subaru’s fields ofbusiness.

aimed at coexistence with nature. In “STEP,” our mid-term
management vision, we are committed to making environmental
contributions by enhancing the environmental performanceof our products. We include “Environment” in the Six Priority
Areas for CSR and deem it important to conduct environmental
activities as a precondition to continue our business activities.
In order to foster environmental activities across the Subaru

With the automotive and aerospace businesses as the pillars of Subaru’s
operations, our fields of business are the earth, the sky and nature.
Preservation of the ecosystem of our planet, the earth, the sky andnature, is of utmost importance to ensure the future sustainability ofboth society and our organization. We align our business strategy toenhance these global goals in all of our operations.

Group, we have our Environment Committee as well as a crosscompany integrated environmental management system, which
covers Subaru Corporation’s sites as well as its domestic andoverseas consolidated production companies and dealers.

1. We develop and deliver products to meet societal needs andcontribute to the environment through advanced technologies.
By striving to create advanced technologies that put theenvironment and safety first, we will develop and deliver productsthat can contribute to protecting the earth’s environment.
2. We focus on efforts aimed at coexistence with nature.
Together with efforts to reduce carbon-dioxide emissions in all of
our operations, we will promote active engagement with nature by
stressing forest conservation.
3. We take on challenges as one through an all-Subaru approach.
Utilizing our unique organizational character that allows us tooversee the entire supply chain, all of us together will take on thechallenges of environmental protection of our planet through an allSubaru approach.

Based on this system, we are fostering environmental
management activities through an all-Subaru approach, including
formulating medium- to long-term environmental targets,

Environmental Principles

implementing measures to achieve the targets, complying

Subaru’s fields of business are the earth, the sky and nature.
Subaru understands that the health and preservation of biodiversity
and controlling climate change are critical to ensuring a sustainable
future for our planet earth, nature, communities, and businesses.

with environmental laws and regulations, managing chemical
substances, and compiling environmental performance data.

We develop our products and conduct R&D in light of
the lifecycle environmental impacts of our products.
Purchasing: Our purchasing activities reflect consideration forbiodiversity and other aspects of environmental protection.
Production: We strive to minimize our environmental impact throughimproving energy efficiency and waste management.
Logistics:
We strive to minimize our environmental impact
through enhancing energy efficiency and promoting
pollution prevention.
Sales:
We endeavor to recycle resources efficiently andreduce waste.
Management: We will strive to improve our sustainability program
through contributions that meet societal needs and by
publicizing our activities as Team Subaru.
Products:

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate ChangeManagement System
Environmental Management System
Subaru comprehensively manages the entire progress and directionof its environmental management measures through the Environment
Committee and based on the cross-company integrated environmental
management system (EMS).

Resource Recycling

SocialGovernance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

FYE2020 Environmental Performance Data for Plants and Offices

The director in charge of environmental issues oversees the integrated
EMS and chairs the Environment Committee. In principle, the related
issues are reviewed regularly, at least once a year, and details of
discussions held by the Environment Committee are reported to the CSR
Committee. Moreover, important issues are discussed and reported at the
Executive Management Board Meeting and Board of Directors meetings.

SubaruCross-Company Integrated EMS

Production & Environment Subcommittee

Environment Committee(Chaired by the Director in charge of the
Sustainability Promotion Department)

Sales and Service/
Logistics Environment Subcommittee

Six domestic consolidated production
and logistics companies
Fuji Machinery Co., Ltd.*
Kiryu Industrial Co., Ltd.*
Yusoki Kyogyo K.K.*
Subaru Logistics Co., Ltd.*FAS Corporation*
Ichitan Co., Ltd.

Logistics working group

Collaboration

Sales and service working group

44 Subaru dealers in Japan
Four overseas consolidated companies
Subaru of Indiana Automotive, Inc. (SIA)
Subaru of America, Inc. (SOA)• Subaru Canada, Inc. (SCI)• Subaru Research & Development, Inc. (SRD)••

Companies comprising the domestic affiliated companies’ working group* Group certification

Environmental Risk Management System
Subaru regularly identifies the environmental risks involved in its businessactivities (environmental accidents, pollution, noncompliance with laws
and regulations, etc.) and fosters the management of the identified risks
to prevent and minimize their materialization.
We also standardize the procedures to be followed when detecting anenvironmental risk and conduct drills in ordinary times so that we canpromptly implement response measures in case of emergency and then takemeasures to prevent the reoccurrence of similar accidents, while preventing
secondary risks from causing the spread of environmental pollution.

Procedures to Be Followed in Case of an Environmental Accident

Occurrence orhigh possibility ofan environmental
incident

Operation support

Domestic affiliated companies’
environment subcommittee

Integrated operation

Pollution prevention working group

Head Office

Global warming prevention
working group

Tokyo Office

CSR Committee(Chaired by President andRepresentative Director)

Gunma Plant

Zero emissions working group

Utsunomiya Plant

Executive Management Board Meeting(Presided over by the chairperson:
President and Representative Director)

SUBARU CORPORATION CSR Report 2020

Implementation of Environmental Audits(1) Regular auditing based on the ISO 14001 environmental management
system(2) On-site checking of contractors to ensure proper collection,transportation, and disposal of industrial waste(3) Checking of compliance with environmental laws, regulations, andordinances

Subaru Group’s Environmental Management Organization

Board of Directors

033

GRI Content Index

Initial emergency
response

Effort forminimization

Make a report
Issue and distribute
immediate reports
Implement countermeasures andevaluate the results
Formulate and implement
preventive measures
Disclose information andmake notifications
Implement measures toprevent reoccurrenceContents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Acquisition of External Certification forEnvironmental Management Systems
Subaru has been working to build a environmental management
system, and its sites, suppliers, domestic and overseas
consolidated production companies, and dealers have had
their individual environmental management systems certified byexternal organizations.
■ Major Certifications• ISO 14001
Subaru Corporation and its six consolidated production andlogistics subsidiaries in Japan and three consolidated production
and sales subsidiaries in North America have obtained ISO
14001 certification for their environmental management systems.
(The five domestic companies marked with an asterisk [*] in thelower right table have obtained group certification.)
Eco Action 21*1
In 2011, 44 Subaru dealers obtained Eco Action 21*1 certification,
becoming the first automaker-affiliated dealers in Japan to doso. We also began implementing an initiative under the Eco
Action 21 value chain model project fostered by the Japanese
Ministry of the Environment, which the Ministry certified in 2016as the first initiative implemented under the project in recognitionof its results. We will receive instructions and support from theInstitute for Promoting Sustainable Societies (IPSuS)*2, which isthe certification body for Eco Action 21, to expand the related
activities across the Subaru Group. At the same time, we will
support our suppliers in achieving Eco Action 21 certification,
thereby expanding the initiative across our value chain.

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

034

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

ISO 50001*3
In 2012, Subaru of Indiana Automotive, Inc. (SIA), which is our
production base in North America, became the first automobile
production plant in the United States to acquire certification
for ISO 50001*3, which is the international standard for energy
management systems (EnMS).
•

ISO 39001*4
Subaru Logistics Co., Ltd. obtained certification for ISO 39001*4,
the international standard for road traffic safety management
systems, in 2015 and for ISO 9001*5, the standard for quality
management systems, in 2016.
•

SUBARU CORPORATION CSR Report 2020

*1 Environmental conservation activity promotion program formulated by the Japanese
Ministry of the Environment in which SMEs work on three themes: environmental
management systems, environmental measures, and environmental reporting.
*2 This organization examines, plans, and implements new initiatives to build sustainable
societies by integrating initiatives related to businesses, such as Eco Action 21, withproduct- and service-related initiatives to be promoted via supply chains.
*3 International standard applicable to all organizations that sets the requirements to be
met by business operators when conducting activities to build an energy management
system, including the formulation of policies, targets, and plans for their energy use andthe determination of management procedures.
*4 International standard for road traffic safety management systems. It requiresorganizations to appropriately manage the factors that could cause traffic accidents andreduce the related risks effectively and efficiently, thereby reducing the number of deaths
and serious injuries caused by road traffic accidents.
*5 Of the ISO 9000 family (a set of international standards on quality management systems)
introduced by the International Organization for Standardization (ISO) in 1987, ISO 9001 deals
with the requirements that should be met to obtain certification for the standards, which areintended to foster systematic quality improvement under quality management systems.
→ CSR Procurement

Establishment of EMSs and EnMSs by the Subaru Group•

Plants andoffices

Distributors

Category

Subaru Corporation

Suppliers

Domestic consolidated production andlogistics companies

Overseas consolidated
production companies

Domestic consolidated
automobile sales
companies

Overseas consolidated
automobile sales
companies

Certification
obtained for
EMSs/EnMSs

ISO 14001

ISO 14001, Eco Action
21 or self-certification

ISO 14001

ISO 14001
ISO 50001

Eco Action 21

ISO 140001

TargetGunma Plant
Tokyo Office
Utsunomiya Plant
Head Office

Green procurement
Suppliers of materials

Fuji Machinery Co., Ltd.*
Kiryu Industrial Co., Ltd.*
Yusoki Kyogyo K.K.*
Subaru Logistics Co., Ltd.*FAS Corporation*
Ichitan Co., Ltd.
Six companies in total

SIA

All Subaru dealers
44 companies in total

Subaru of America, Inc.
Subaru Canada, Inc.
Two companies in total* Group certification
Subaru Corporation and its affiliated companies marked with an asterisk (*) carry out mutual internal audits on their EMSs within the scope required for ISO 14001 group certification.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Governance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

FYE2020 Environmental Performance Data for Plants and Offices

Environmental Management Systems Establishedby Dealers in Japan

disclose information about the use of substances that we should

All 44 dealers in Japan have acquired Eco Action 21 certification.

are thereby reducing the use and enhancing the management ofUnder the certification system, they promote their environmental

environmentally hazardous substances.

appropriately manage under REACH and other regulations. We

with environmental laws and regulations.
Moreover, we collect data about domestic dealers’ energy use,
CO2 emissions, waste generation, and water use through the
Subaru Group’s unique data system for environmental reporting
and use the data to reduce our environmental impact.

Environmental Management Systems Establishedby Retailers in the United States (SOA)
Subaru of America, Inc. promotes the Eco-Friendly Retailer
Program that encourages Subaru retailers in the United States→ Prevention of Pollution
International Material Data System

A range of chemical substances are regulated by laws andregulations, including the REACH regulation*1, ELV Directive*2,
and the Chemical Substance Control Law*3, under which we

Subaru is strengthening the management of its supply chain byusing the IMDS*4 in order to identify which chemical substances
are used in what amount in each of the several tens of
thousands of parts that comprise its automobiles. Through thisinitiative, we are ensuring the non-use of prohibited substances(lead, mercury, cadmium, hexavalent chromium, etc.), promoting
the replacement of newly regulated substances with alternatives,and establishing a management system that helps us promptly

the efforts to fruition.
Subaru began implementing the Voluntary Plan for theEnvironment in FYE1994 and we are currently promoting thesixth plan (FYE2018–FYE2021). For the attainment of thetargets set in the plan, we are executing a PDCA cycle to get
the greatest efficiency from the measures that we are taking,including those related to ISO 14001 and Eco Action 21 that wehave introduced as necessary to some of our sites.
to long-term viewpoints, we have also started formulating our
new Environment Action Plan for FYE2022 and subsequentManagement of Environmentally Hazardous Substances through IMDS

Subaru(1) Survey request(3) Download data
Identify and manage
environmentally hazardous
substances

are required to disclose information and ensure the appropriate
management of chemical substances.

important to implement the measures to attain them and bringMoreover, in order to implement more measures from medium-

more than 30% of all retailers, participate in the program.

Management of Chemical Substances

Targets, Plans, and Results
goals and targets to be achieved. Subaru believes it is also

*1 REACH regulation: European regulation on chemical substances requiring all chemical
substances to be subject to management or restricted use commensurate to the riskthat they pose to humans and the environment.
*2 The End-of Life Vehicles (ELV) Directive: European Union (EU) directive brought into force
in 2000 to reduce the environmental impact from the scrapping of end-of-life vehicles inthe EU. It aims to prohibit the use of hazardous substances and reduce the generationof waste by encouraging the reuse and recycling of end-of-life vehicles and their parts.
*3 The Act on the Evaluation of Chemical Substances and Regulation of Their Manufacture,etc. (Chemical Substance Control Law) is a law whose purpose is to prevent
environmental pollution caused by chemical substances that could harm human healthor interfere with the habitat or growth of flora and fauna.
*4 IMDS: International Material Data System, an international materials database for the
automobile industry.

reduce energy consumption, water usage, wastes and otherenvironmental impacts. A total of 194 companies, which constitutes

SUBARU CORPORATION CSR Report 2020

Environmental initiatives need to go beyond merely setting themanagement systems and carry out environmental audits on aregular basis for environmental conservation and compliance

035

GRI Content Index

IMDS server

years. For the Plan, we have already set some targets (directions
in which to head) to examine in finalizing the specific details.

Suppliers(2) Input data

The 6th Voluntary Plan for the Environment(FYE2018 to FYE2021)(1) Global Warming Measures(2) Resource Recycling(3) Pollution Prevention and Reduction of Hazardous
Chemical Use(4) Environmental Management

Message fromthe President

Contents

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environmental Management

Environment

Climate Change

Resource Recycling

SocialGovernance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

036

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

The 6th Voluntary Plan for the Environment (FYE2018 to FYE2021) Global Warming Measures
FYE2020
Field

Item

Up to FYE2021 Target/Initiative

FYE2021 Target/Initiative
TargetResults
Rolled out the new Forester, SUBARU XV and
Imprezza-wagon fitted with the new e-Boxer
power unit in Europe, Japan, China and Australia.
• Planned with good prospects to complete thedevelopment phase for mass production of thedownsized turbo engine and the next Levorg by
the end of March 2020, and partially moved to
production readiness.
•◆ Continue to improve fuel economy
through full model changes and annual
improvements.

Innovate to an environmental engine, andrealize category top level fuel efficiency.
Introduce horizontally opposed direct-injection
downsized turbo engines to the market.

Expand global rollout of the new Forester and
SUBARU XV fitted with the new e-Boxer power
unit.
• Complete the development phase for mass
production of the downsized turbo engine andmove to production readiness.

◆ Promote introduction of electric vehicles.

Introduce plug-in hybrid vehicles into the mainmarkets in 2018.
Promote research for introducing electricvehicles into the market.

Move forward with efforts to have good prospects
for basic advanced development for the nextgeneration electric vehicle designed with mass
production in mind

◆ Make efforts to expand deploymentof advanced driver assist system anddevelopment of automated driving
technology, further advance technologicaldevelopment to prevent accidents, andcontribute to CO2 reduction throughpreventing traffic congestion due toaccidents and improving traffic flow withdriving support technology.

Promote technological development ofadvanced driver assist system technology andpreventive safety technology, focused on the
EyeSight advanced driver assist system, andexpand to more markets.
Introduce the traffic jam assist feature thatkeeps a car in the same lane on expressways
to the market in 2017.
Introduce the highway automatic driving featureincluding lane changes to the market in 2020.

◆ Reduce CO2 emissions per unit ofproduction at domestic production facilities.

•

Fuel
economyimprovement

Started joint development with Toyota Motor
Corporation for a platform dedicated to EVs
for midsize and large passenger cars, and a
C-segment-class EV SUV model.
• Considered expanding the adoption of THS,
and established plans to address performanceand adoption issues with good prospects.

••

Rollout the downsized turbo engine, the next
Levorg, and Forester.
Start and promote advanced development of astrong hybrid, aiming at mass production.

•

Clean energy
use
Products

Automobiles

Road traffic
improvement- IT
technology(Automatedrivingtechnology
andpreventive
safetytechnology)

Production•

Promote development that aims zero fatal
traffic accidents by 2030. Continue topromote development of advanced driving
assist system technology, focusing mainly on
expanded deployment of EyeSight Touring
Assist and popularization and dissemination of
accident damage reduction technology using
assessment.
• Continue to promote activities based on
promotion plans of industry/government/
academia such as SIP/ASV.

•

Expanded deployment of EyeSight Touring
Assist to Legacy, Outback launched in North
America in the fall of 2019 following its fullmodel change, and Imprezza in Japan.
• Imprezza was awarded ASV+++, the highest
rating in the JNCAP preventive safety
performance assessment for FYE2019.
• Moved forward with the development oftechnology to facilitate automatic driving on
expressways, aiming at market rollout of thisfunction in 2020.

•

Reduce CO2 emissions per unit of production
by 14% from FYE2007 level by FYE2021 atdomestic production facilities.

Reduce CO2 Emission per unit of production
at domestic production facilities by 13% fromFYE2007 level.

Reduced CO2 emissions per unit of production
at domestic production facilities by 38% from the
FYE2007 level.

Reduce CO2 emissions per unit of production
at domestic production facilities by 14% by
FYE2021 from the FYE2007 level.

◆ Promote activities to reduce CO2 emissions
at overseas production facilities*.

For overseas production facilities, set medium
term CO2 emissions reduction targets andcontinue to promote activities to attain them.

Reduce CO2 emissions to the extent possible,
considering measures to achieve a significant
reduction under the next action plan.

Installed solar panels in the Technical Training
Center completed in December 2019, which
supplies 50% of the requirement to power thefacility. Introduced motion sensor-fitted LED lighting
to reduce energy consumption and CO2 emissions.

Continue to consider introducing energy saving
facilities and renewable energy power systems
while studying approaches in this context toaddress inevitable increases in energy use
required to increase production.

◆ Promote CO2 emissions reduction activities
synchronized with the Energy Saving Law.

Use FYE2007 per unit of CO2 emission as abenchmark, and reduce emission by 1% every
year.

Continue activities synchronized with the Energy
Saving Law, and aim for 1% emission reduction
every fiscal year with FYE2007 result as abenchmark.

Production facilities

Distribution*1 Subaru of Indiana Automotive,Inc.

Promote development that aims at zero fatal
traffic accidents by 2030.
• Continue to promote development of advanced
driving assist system technology, focusing
mainly on rollout of the new-generation
EyeSight and popularization and disseminationof accident damage reduction technology using
third-party assessment.
• Continue to promote activities based on
industry/government/academia initiatives such
as SIP/ASV.

Continued to achieve the yearly 1% emissions
reduction target.
• SPosted 27.05 kg/vehicle for CO2 emissions
Aim for 1% emissions reduction every fiscal year
per unit, more than meeting the FYE2020 target with the FYE2007 result as a benchmark.
set at 30.02 kg/per vehicle (1% reduction every
fiscal year from the FYE2007 benchmark).
•

Distribution/
Sales

Promote joint development of EVs with Toyota
Motor Corporation and move to mass productionof THS-based vehicles, aiming to achieve theenvironmental goals announced publicly on
January 20, 2020.

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialGovernance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

037

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

The 6th Voluntary Plan for the Environment (FYE2018 to FYE2021) Resource Recycling
FYE2020
Field

Item

Recyclability
improvement

Up to FYE2021 Target/Initiative
Results•••◆ Continue to implement measures tocomply with the Automobile Recycling Law.
◆ Continue to implement measures to makeparts and materials more detachable,
separable, and sortable.

Promote new model design for recycle, andcontribute to actual recycling rate of 95% by
FYE2021.

Continue to promote design for recycle,
including large Li-ion batteries for PHEVs, etc.
• Continue to promote the development ofmodels designed with consideration for easeof dismantling.
• Maintain an understanding of trends in thesocial environment and in laws and regulations,and promote the use of recycled materials inplastic parts.

◆ Make efforts for CFRP recycling technology.

Promote technological development regarding
easy dismantling of CFRP products.

Continue to promote technological development
considering easy dismantling.

For advanced development of CFRP parts,
started to promote development and design thatconsiders easy dismantling.

Continue to promote technology developmentthat considers easy dismantling.

◆ Promote disclosure of life-cycle
assessment (LCA) data.

Promote release of LCA data from full modelchange vehicles.

No targeted vehicle to be released in FYE2020.

No targeted vehicle to be released in FYE2020.

Only the new Levorg, to be released in 2020, will
be subject to LCA data disclosure.

Products

Promotion of life-cycle
assessment

FYE2021 Target/Initiative
TargetContinued to achieve an actual recycling rate of
95% or better (99.4%).
• Added/revised approaches toward recycling
design concerning CFRP parts in the recycling
design guidelines in response to increased
adoption of CFRP parts for the purpose ofweight-saving.
• Promoted technology development thatincorporates design for recycling.

Build collection schemes as necessary in relevant
locations for used EV/HV batteries for large
vehicles in time with the launch of MHEV/PHEV.
• Continue to promote the development ofdesigned models that considers easy dismantling.
• Promote the use of recycled materials in resin
parts based on an adequate understanding oftrends in the social environment and in laws
and regulations.

•

Domestic dealerships
and dismantlers

Production

Production facilities

Japan: Start to apply the used EV/HV lithium
ion batteries disposal scheme.
Expand the acquisition and utilization of
approval for waste disposal practice, as set
forth in the Waste Management and Public
Cleansing Act.

◆ Establish processing schemes for difficult
material to process, etc.

Improve recycling and proper treatment.

Continue to promote high-level treatment andrecycling, and demonstration experiment.

Conducted demonstration experiments on therecycling of used EV/HV lithium ion batteries
and a test treatment before starting domestic
operations.

◆ Continue the appropriate disposal of waste
and reducing waste generation.

Appropriately manage waste, and continue thewaste reduction maintenance/management byimproving yield and packaging.

Keep the amount of waste below 19,731.8 t
in FYE2020. Appropriately manage waste
and continue to maintain and manage waste
reduction by improving yield.

Waste generated in FYE2020 totaled 19,861.5 t(129.7 t above the target). Continued to carryout appropriate waste management and waste
reduction measures.

Continue to appropriately dispose of waste andreduce waste generation through sorting.

◆ Continue zero landfill (zero landfill waste
either directly or indirectly) at both domestic
and overseas production facilities.

Continue zero landfill at both domestic andoverseas production facilities.

Continue to achieve zero landfill at both domestic
and overseas production facilities.

Japan: Continued to achieve zero landfill.
US: Achieved zero landfill for the 15th
consecutive year starting from 2004. Planted 15
trees in celebration of the milestone record.

Continue to achieve zero landfill.

◆ Manage volume of water used at both
domestic and overseas production facilities.

Manage volume of water used at production
facilities across Group companies in andoutside Japan.

Properly manage volume of water use at
production facilities in and outside Japan.

Conducted proper management.

Properly manage water use at production facilities
in and outside Japan.

•

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialGovernance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

038

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

The 6th Voluntary Plan for the Environment (FYE2018 to FYE2021) Pollution Prevention and Reduction of Hazardous Chemical Use
FYE2020
Field

Item

Up to FYE2021 Target/Initiative

FYE2021 Target/Initiative
TargetReduction in emissions◆ Promote the introduction of low-emission
vehicles to improve air quality.

Japan: Increase the number of low emission
standard certified models by WLTP (produced
by Subaru).
Overseas: Promote the introduction of lowemission vehicles to improve air quality in eachcountry and region.

Products

Production••

Bring vehicles with gasoline particulate filters(GPFs), which curb emission of fine particulatematter, to market.
Undertake advanced development aimed at
expanding the rollout of SULEV-compliant
vehicles in North America.

• Chemical substance management
Continue to enhance chemical substancemanagement using IMDS.

Reduction in the useof environmentallyhazardous substances◆ Promote the management and reductionin the use of environmentally hazardous
substances.

Improve management of chemical substances
contained in products.
Promote switching to substances with lower
environmental impact.

Automobiles◆ Further reduce per unit of VOC emissions(g/m2) at production lines.

Reduce per unit of VOC emissions.

◆ Continue to reduce emissions of PRTR
substances into the environment.

Continue aggregation management and control
Identify and manage the chemical substances
regulated by the PRTR law and promote further of chemical substances regulated by the PRTR
law.
reduction in the use of these substances.

◆ Promote activities targeting the eliminationof occurrences of hazardous substancesleaking off site, complaints, and exceeding
legal standards.

Promote activities targeting the zero occurrenceof environmental accidents, complaints, andcases exceeding legal standards throughenvironmental risk reduction activities.
Set stricter voluntary standards and conduct
small-risk elimination activities.

Management
and emission
reduction ofenvironmentallyhazardous
substances
at production
facilities• Promote alternatives to Substances of Concern
Promote alternatives in line with policies onalternatives to phthalates and other regulated
substances.

FYE2020 target: 44.2 g/m2

Results
Launched in Europe GPF-equipped vehicles of
the new Forester and SUBARU XV fitted with
the new e-Boxer power unit.
• Promoted advanced development of SUL EVs
for rollout in North America as planned.
•

Built an IMDS system enabling chemicalcomponents management for the complete
range of parts in order to strengthen existing
IMDS management, and started to use it in
FYE2020.
• Formulated policies on alternatives to phthalates(required by July 2024) and promoted switchingaccording to the policies.

••

Japan: Continue to increase the number of low
emission standard certified models by WLTP.
Complete advanced development of SUL EVcompliant vehicles to be rolled out in North
America.

•Continue to enhance chemical substancemanagement using IMDS.
• Continue to replace regulated hazardous
substances with appropriate alternatives.
•

FYE2020 1H result: 44.9 g/m2
FYE2020 result: 44.0 g/m2

FYE2021 target: 44.7 g/m2

Reported emissions amounts of PRTR
substances to the government in June 2019 incompliance with the law.

Improve PRTR systems and continue aggregation.

••

Exceeding legal regulation standards: 5 cases (3in Gunma: effluent BOD, coliform contamination,nighttime noise; 1 in Utsunomiya: BOD [Handa
Continue to implement environmental risk
Plant]; 1 in the Head Office: noise from the parts Aim to achieve the FYE2021 target of reducing
reduction activities (enlightenment, education,center)and coexistence with community), and aim to
instances of the issues listed on the left to zero inachieve the FYE2020 target of reducing instances • Complaints: 2 cases (Gunma Yajima Plant:
all cases.
of the issues listed on the left to zero in all cases.
odor; Ota North Plant: noise (inadequatebuilding repair)• Accidents (leakage): 2 cases (Gunma: oil leakage)•

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

039

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

The 6th Voluntary Plan for the Environment (FYE2018 to FYE2021) Environmental Management
FYE2020
Field

Item

Up to FYE2021 Target/Initiative
Results

Continue to establish and maintain the EMS
including new suppliers.

Continue to maintain the structure to establish
EMS including new suppliers.

Continued to maintain the structure to establish
EMS including new suppliers.

Continue to maintain the structure to establish
EMS including new suppliers.

Request that the entire supply chain improve
environmental management throughout the
product life cycle.

As necessary, publish the revised guidelines, anddeploy and disseminate them to suppliers.

No revisions were made to the green
procurement guidelines in FYE2020.

Revise the guidelines as necessary after checking
with related departments for any revision
requirements, and issue a new version of theguidelines.

◆ Reduce environmentally hazardous
substances.

Encourage suppliers to further improve
management of and reduce the use ofenvironmentally hazardous substances
contained in parts and materials.

Continue to investigate content of environmentally
Conducted supplier surveys related to REACHhazardous substances, and promote to reduce
restricted phthalates.
environmentally hazardous substances by using
alternatives.

◆ Apply the supplier CSR guidelines andgreen procurement guidelines.

Revise the guidelines according to changes inthe social environment and corporate policy,
and request suppliers to deploy, disseminate,
and comply with the guidelines.

As necessary, publish the revised guidelines, anddeploy and disseminate them to suppliers.

◆ Request both domestic and overseas
suppliers to establish, maintain, andstrengthen environmental management
systems (EMS).

Procurement

Green procurement
activities

FYE2021 Target/Initiative
TargetRevised and issued the CSR guidelines anddistributed the new version of the guidelines tosuppliers.
In order to prepare domestic dealerships toundergo the inspection for transition to the
FYE2018 version of the EA21 Guidelines, eachdealership was visited together with a consultant
to provide relevant information, exchange
opinions and offer other forms of support.
• Out of a total of 44 applicable dealershipsthat underwent the transition inspection, 43
maintained certified status. The remaining one
was exempted from the interim inspection due
to the impact of COVID-19.

Continue to investigate the content ofenvironmentally hazardous substances andpromote switching to alternatives appropriately inresponse to global regulation trends.
Revise and issue guidelines, and distribute thenew version of the guidelines to suppliers asnecessary in light of social situations.

•

Distribution/
Sales

Promotion ofenvironmental
conservation
activities
among
dealerships

Automobiles◆ Provide support to Subaru dealerships’
environmental activities.

Support all dealerships maintain “Eco Action
21” certification.
Support voluntary implementation ofenvironmental measures, such as energy
conservation and waste reduction measures,
under “Eco Action 21”.

Provide individual companies with education andother support to ensure that each dealership canundergo the Inspection for Transition to the 2017
Version of the EA21 Guidelines without fail.

Continue to help applicable EA 21-certified
domestic dealerships, if any, prepare to undergo
the inspection for continued certification in
FYE2021.
• Support domestic dealerships with efforts
to reduce environmental risks and promote
environmentally considerate management.
•

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialGovernance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

040

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

The 6th Voluntary Plan for the Environment (FYE2018 to FYE2021) Environmental Management
FYE2020
Field

Item

Up to FYE2021 Target/Initiative

FYE2021 Target/Initiative
TargetPromotion ofenvironmental
conservation activities,
including biodiversity
conservation, in
cooperation with local
communities◆ Continue to participate in environmental
events, and make friendly exchanges withand support factory tours of residents nearfactories.
◆ Continue to conduct cleanup andgreening activities, including biodiversity
conservation efforts, near factories.
◆ Support activities of and work withenvironmental organizations.

Continue to provide school visits to lecture on
the environment and invite visitors to the Gunma
Visitor Center.
• Continue to carry out community cleaning
activities.
• Continue to carry out concrete forest
conservation projects in Gunma, Utsunomiya
and Bifuka, where Subaru has close ties with
communities.
•

Continue to give factory tours, hold on-site
events, and carry out environmental exchange
classes.
Continue cleanup activities around factories
and offices.
Promote greening activities taking biodiversity
into consideration.

Results
Visited schools to provide environmental classes(33 times), and provided factory tours.
• Continued to carry out cleanup activities aroundfactories and offices.
• In Bifuka, carried out activities related to artificial
afforestation, tree-planting ceremonies, thinning
to promote forest growth, sampling forest
surveys, and J-Credit certification.
• Hosted workshops to create public use items
using thinned wood in Utsunomiya.
•Continue school visit programs to provide
environmental classes and factory tours.
• Continue to carry out cleanup activities aroundfactories and offices.
• Contribute to forest conservation in regions
where Subaru has close ties with local
communities.
•

Aim to publish the 2019 CSR Report in August
2019. Carry out timely information disclosure bymeans of press releases, etc.

Published the 2019 CSR Report in August 2019.
Issued a number of press releases to announce
2030/2050 climate change goals and relatedplans.
• Included descriptions of climate change issues
in the “risks associated with business, etc.”
section of the financial report for the year ended
March 2020.

Improve compliance of Environmental Report
to Environmental Reporting Guidelines of the
Ministry of the Environment, and improve thecontents of environmental reporting.

Using the GRI Standards and the Environmental
Reporting Guidelines as a reference, transition
from using the 2012 edition of the Environmental
Reporting Guidelines to the 2018 edition.

Promoted disclosure of information regarding
environmental initiatives in reference to the GRI
Standards and the Environmental Reporting
Guidelines.

Consider approaches to increase readability of
disclosed content.

Participate in Eco-Products Exhibitions, etc. towidely publicize the company’s eco-friendly
activities.

Consider methods of gaining understanding of
Subaru’s environmental initiatives among a wider
audience and put them into practice.

Showcased Subaru’s environmental commitment
through social contribution activities.

Continue to carry out PR activities appropriately
to showcase Subaru’s environmental
commitment.

••

Disclosure ofenvironmental
information
Management◆ Disclose environmental information throughregular publication of environmental
reports and other documents in a timely
manner.

Provide environmental report.
Provide updated information on the website.

◆ Improve and enhance the contents ofEnvironmental Report (to be in compliancewith Environmental Reporting Guidelines,
and inclusion of Group companies in thescope of reporting).
◆ Participate in environmental events andpublicize corporate environmental activities.

•

Hold more environmental education,
enlightenment and presentation events.

Continue to use e-learning and other methods
to deliver environmental education and aim tofurther enhance the education provided.
• Implement initiatives aimed at increasing
understanding of the Waste Management andPublic Cleansing Act.

Promote sharing the internal auditing andenvironmental education systems for morepractical EMS activities.
Promote acquiring the ISO14001 integrated
certification, including three subsidiaries(Subaru Logistics Co., Ltd., Kiryu IndustrialCo., Ltd., and Fuji Machinery Co., Ltd.), in
order to further improve the system.
Deploy the EA21 value chain to subsidiaries
and suppliers.

Maintain eligibility for certification.
Progressively revise methods of deploying the
EA21 Value Chain and deepen the understandingof participation by such means as holding briefing
sessions.

•◆ Continue environmental and social
Promotion of
education under the in-house education
environmental education
system.
and awareness activities◆ Each and every Subaru site to maintain
ISO14001 integrated certification.
Establishment of
an Environmental
Management System◆ Make continuous improvements to theEnvironmental Management System.
◆ Increase cooperation with subsidiaries
and suppliers, and maintain and improvethe establishment of consolidated
environmental management system.

* Environmental conservation activity promotion program for small- and medium-size enterprises formulated by the Ministry of the Environment, Japan. It is an environmental
management system that addresses three areas: environmental management systems, environmental efforts, and environmental reporting, based on the guidelines.

Updated environmental education materials,
and offered e-learning (online) programs and inperson study meetings in July.
• Provided education on the Waste Management
and Public Cleansing Act in September to
responsible persons from Subaru Group
companies.

Continue to carry out timely information
disclosure in the CSR report.
• Promote corporate communication activities
appropriately, utilizing various content materials
effectively.
••

Provided group-wide education.
Maintained the ISO14001-certified status of thegroup.
• Supported EA21-certified companies tomaintain their status (January)

Provide e-learning programs, aiming for further
improvement.
• Provide programs aimed at improving
understanding of the Waste Management andPublic Cleansing Act.
•••

Develop and apply appropriate environmental
management systems.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Environment Action Plan

SocialResource Recycling

Governance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

041

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Environment Action Plan 2030 (Scope 1 and 2 emissions)Among various environmental problems, climate change in(FYE)particular has significant impacts on societies and economies.

2019
2021

Accordingly, measures must be implemented to deal with climatechange as a pressing issue from a long-term perspective.

2026

Subaru regards climate change countermeasures as a priority
and has set a target of reducing the total amount of CO2 emitted

FYE2031
Targetdirectly by the Subaru Group (Scope 1 and 2 emissions) by 30%
relative to FYE2017 levels by FYE2031. Although it will not be

Direct emissions(Scope 1 and 2 emissions)
Reduction of
CO2 emissions by 30%

easy for Subaru to meet this reduction target while it continues
to grow, we believe it is important to share the same goalwith society and work to “keep the increase in global averagetemperature to well below 2°C above pre-industrial levels,” asupheld in the Paris Agreement. Accordingly, we have drawn up
a roadmap for the period up to FYE2031 and are examining
specific measures to be taken based on that roadmap. Presently
we are in Phase I of the roadmap and working to reduce our

Phase I: Preparation

Phase II: Execution

Phase III: Finishing

Formulate the next Environment Action Plan
• Substantially reduce CO 2 emissions ahead ofschedule while continuing to implement thecurrent 6th Voluntary Plan

Proactively introduce renewable energy andCO2-free power sources in addition tocomprehensively saving energy, anticipating
increased CO2 emissions caused by expanded
production activities

Examine and implement all possible CO2 reduction
measures from a groupwide perspective, taking
into consideration external factors such astechnological innovation, markets, and regulations•

CO2 emissions by 20,000 tons, which constitutes around 3%of the Subaru Group’s annual direct CO2 emissions, earlier thanplanned by the end of FYE2021.
→ Medium- to long-term targets (long-term visions and milestones)

Main Initiatives Aimed at Cutting 20,000 t-CO2 by FYE2021

Installation of solar power
generation facilities

Purchase of electricity
generated by hydropower
Installation ofrenewableenergy systems

Purchase ofelectricity
generated byrenewables

Japan’s largest-scalesolar power system(Gunma Oizumi Plant)

Utsunomiya South Plant
and 2nd South Plant

Utilization ofcertificates

Installed at Subaru
Accessory Center andothersHead Office
and Subaru
Training CenterTokyo OfficeGunma Main Plant

Contents

Message fromthe President

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

042

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Environmental Accidents

Environmental Compliance

We are striving to achieve the goal of zero accidents, both on-siteand off-site. There were 4 cases off-site and 5 cases on-site, andCompliance with Environmental Laws and Regulations

we took measures to prevent the reoccurrence of similar incidents.

In addition to complying with environmental laws and regulations,
Name of the site

Subaru has set its own voluntary environmental standard values,
which are 20% stricter than the regulatory values set by law. We
are committed to never exceeding the regulatory and voluntary
thresholds and striving to achieve the goal of zero environmental

New Employee Environmental Education

complaints and zero environmental accidents. The followingshows the results in which the regulatory threshold was
exceeded in FYE2020.
Name of the site

Number of cases

Gunma Plant

3

We are striving to achieve the goal of zero environmental

ISO14001-certified environmental management systems andcomplaints. However, we received complaints in FYE2020 andto strengthen environmental conservation activities conducted

took corrective measures.

1of internal auditors.

seminar, in which participants strove to gain knowledge required→ FYE2020 Environmental Performance Data for Plants and Offices

Environmental Education
Subaru deems it important for employees to conduct businessand environmental activities with a strong awareness ofenvironmental issues and the importance of environmental
efficiency. Based on this recognition, we provide employees with arange of environmental education according to rank and job type.

issues and Subaru’s environmental policies and environmental
activities, including the importance of each employee’scommitment to these activities, by showing examples.

2

Seminar to enhance the internal auditing system for our

Head Officeof environmental issues gave lectures on global environmental

Utsunomiya Plant

Environmental Complaints

1

Education program to 566 employees. Our personnel in charge

7

We also held the ISO14001 New Internal Auditors Training

Utsunomiya Plant

In FYE2020, we provided the New Employee Environmental

Gunma Plant■ ISO14001 New Internal Auditors Training Seminarat our workplaces. We invited external lecturers to this two-day■ New Employee Environmental Education

Number of cases

ISO14001 New Internal Auditors Training Seminar

Name of the site
Gunma Plant

Number of cases
2

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Material Flow Concerning
Automobiles

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

043

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

Environmental Investment

SUBARU CORPORATION CSR Report 2020

Calculation Results
For FYE2020, the amount of environmental investments madeby the Subaru Group totaled 2,860 million yen, up about 60
million yen year on year.

INPUT

Business activities

OUTPUT

Energy use

Purchasing

CO 2 emissions

170,000 kl•

Green procurement

317,000 t-CO2

R&D

Waste generation

Higher fuel efficiency
Cleaner exhaust gas
Reduced noise• Design for recycling• Clean-energy
automobiles

110,000 t

Electricity, natural gas,etc.

Raw materials

720,000 t
Iron, aluminum, plastic,
etc.

•
•
•

Water consumption

3,262,000 m3
Tap water, industrial
water, undergroundwater

Substances
regulated by the
PRTR law

2,800 tToluene, xylene, etc.

Production
Prevent global
warming
Manage chemical
substances• Reduce waste•

Iron scrap, waste
plastics, etc.

Emissions of PRTR
law-regulated
substances

Calculation Method

The increase was mainly attributable to an increase in the R&D

Subaru has its own guidelines for calculating and tabulating thecost (200 million yen on a non-consolidated basis).

amount of environmental investments made by the company andother Subaru Group companies.

Calculation Results for Environmental Investments

Item

Category

Consolidated

FYE2019

FYE2020

FYE2019

FYE2020(i) Pollution prevention cost

189

135

189

137

(ii) Global environment conservation cost

176

219

314

223

0

1

4

1

2,277

2,480

2,292

2,502

2,642

2,835

2,799

2,863

799 t
Toluene, xylene, etc.

Subaru Corporation(non-consolidated)•(1) Cost in the business area
RecycleLogistics
CO2 emissions
reduction• Reduced use of
packaging materials(iii) Resource recycling cost•

Bumpers
No. of bumpers
collected: 29,226• Recycled: 106 t

Sales and repair••

Eco Action 21
Collect and recycle
used bumpers,
batteries, and tires

Use by customers•

Assist eco drive

End-of-life vehicles•

Collection andrecycling(2) R&D cost

R&D cost to reduce environmental impact•

End-of-life vehicles
Automobile shredder
residue (ASR)• Collected: 27,500t• Recycling rate: 96.1%
Airbags
Collected: 503,900
airbags• Recycling rate: 96.4%•

CFCs
Treated: 33,135 kg•

Note: These are the main environmental impacts arising from Subaru’s automobile
manufacturing, sales, etc.
Target: Tokyo Office and Gunma Plant
Energy use and CO2 emissions: Calculated according to the Mandatory Greenhouse Gas
Accounting and Reporting System, which is based on the Act on the Promotion of Global
Warming Countermeasures
PRTR: Pollutant Release and Transfer Register system in Japan

Grand total(Unit: million yen)
Note: Due to rounding, the sum may not exactly match the corresponding total.
Consolidated companies
Five domestic affiliated companies: Yusoki Kogyo K.K., Fuji Machinery Co., Ltd., Ichitan Co., Ltd., Kiryu Industrial Co., Ltd., Subaru Logistics Co., Ltd.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

044

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Environmentally Friendly Automobiles
Our Approach“The earth, the sky and nature” are Subaru’s fields of business,

Medium- to Long-term Targets(Long-term Visions and Milestones)■ On the well-to-wheel basis, we will pursue our goal of
reducing the average CO2 emissions from new passenger
cars by at least 90% by 2050, compared with 2010.
■ In the early 2030’s, all commercial SUBARU cars will beequipped with electric powertrain technology.
■ By 2030, we will pursue our goal of increasing the ratio ofelectric vehicles (EV) and hybrid cars to at least up to 40% of
the gross number of vehicles sold globally.

and we truly do value the benefits nature provides.
The Subaru Group is committed to increasing the environmental

To contribute to the creation of a carbon-free society, the Subaru

performance of its products and also to protecting the global

Group released long-term goals related to vehicles (long-term

environment throughout the life cycle of its products, fromvisions) and complementary medium-term goals (milestones) inthe mining of raw materials through to the manufacturing,

January 2020.

transportation, use, and disposal of its products.

Following the adoption of the document urging each country tovoluntarily raise their CO2 emission reduction targets at COP25 heldin December 2019, we set our own medium- to long-term targets
for 2030 and 2050, with an eye to contributing to the achievementof the non-binding 1.5-degree target set in the Paris Agreement.

*1 Well-to-Wheel: Approach to calculate CO2 emissions including the emissions producedby the generation of electricity to be used by EVs and other vehicles.
*2 Reduce total CO2 emissions calculated based on the fuel efficiency (notified value) of all
Subaru automobiles sold across the world by 90% or more relative to the 2010 levels in
2050. Changes in the sales quantity due to changes in the market environment shall betaken into consideration, while minor changes in running distance shall not.
*3 Excluding the models supplied by OEMs.
*4 Refers to the technology used to foster the use of electricity for EVs, HVs, and others.

Contribution to the creation of a carbon-free society through products from Subaru’s point of view

Global Environment Preservation
Companies are required to contribute to the achievement of a decarbonized society

Year 2050

Year 2030

On the well-to-wheel basis, we will pursue our goalof reducing the average CO2 emissions from newpassenger cars by at least 90% by 2050,
compared with 2010.

By 2030, we will pursue our goal of increasing theratio of electric vehicles (EV) and hybrid cars to
at least up to 40% of the gross number ofvehicles sold globally.
In the early 2030’s, all commercial SUBARU cars will
be equipped with electric powertrain technology.

SUBARU will accelerate the development of fundamental technologies for EVs and hybrid cars with support fromalliance partners and continue offering products accentuating SUBARU’s distinctions even in the emerging electric age.

SUBARU will contribute to building a carbon-free society
through our distinctive and technological innovations.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

045

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Initiatives■ Electric Vehicles—HVs, Plug-in Hybrid Vehicles (PHVs),
Strong Hybrid Electric Vehicles (SHEVs), and Other
Electromotive Vehicles (xEVs)■ Electric Vehicles (EVs)Efforts to Reduce CO2 Emissions for New Models

Subaru will expand its lineup of models equipped with thelarge-sized electric passenger vehicles as well as an electric SUV

Subaru believes that finding ways to improve fuel efficiency is

e-BOXER* power unit, which was developed by combining

in the C-Segment class as its next step for remaining competitivea key to reducing the amount of CO2 emitted by automobiles.

a horizontally opposed engine with electrification technology.

in the coming age of electrification. By bringing together

While further improving the fuel efficiency of our gasoline engine

We will also put on sale a unique plug-in hybrid vehicle

the technological strengths of two companies, including thevehicles, we will strive to reduce CO2 emissions produced bydeveloped by using the HV know-how possessed by Toyota

electrification technology for which Toyota is fostering partnerships

our new models by expanding our range of electric vehicles (EVs)

Motor Corporation, and will develop a strong hybrid vehicle

and the all-wheel drive (AWD) technology long accumulated byand developing more EVs in anticipation of the enforcement ofthat provides both SUBARU-ness and high environmental

Subaru, the two will take on the challenge of making an attractive

more stringent fuel efficiency regulations in various countries.

performance in the 2020s. Also, we will equip gasoline-powered

EV and releasing it in the first half of the 2020s.

vehicles with a range of electrification technologies to release

We at Subaru will “develop and deliver products to meet societal needs■ Higher Fuel Efficiency

xEVs with higher fuel efficiency. Subaru will expand the lineup of

and contribute to the environment through advanced technologies,”

There is still large demand for conventional gasoline-powered

these electromotive vehicles in a planned manner with an eye tothereby contributing to the protection of the global environment.

vehicles from customers. In fact, HVs are made by combining

reducing CO2 emissions from new models.

We will continue to develop EVs and expand our EV lineup, giving

gasoline engines with electrification technology, and engines
need to be further advanced to improve fuel efficiency. The* Generic term used for “horizontally opposed engine + electrification technology,” which
offers the unique driving pleasure of Subaru while being environmentally friendly.

In June 2019, Subaru announced that it had reached anagreement with Toyota to jointly develop a platform for medium- to

consideration to practical functions and customer preferences. We
will thereby gradually increase the rate of environmentally friendly
automobiles among our products for each market.

new Outback/Legacy, which we released in the United Statesin 2019, is equipped with the newly developed 2.5-liter
direct injection engine, which is combined with the improved

Reducing CO2 emissions with electrification technologies
while further accentuating “SUBARU-ness” in the environmental era

continuously variable transmission (CVT) to provide higher fuel2020

efficiency. Moreover, for the 2020 Forester and Ascent models■ EVtargeted at the North American market, we are continuing toprovide the top-level fuel efficiency in the SUV class.

2030

2035

Launch Compact SUV model first

PHV Crosstrek Hybrid

SubaruGlobal Platform

Symmetrical
AWD

Forester Advance equipped with thee-BOXER power unit
Horizontally
opposed engine

Three Approaches■ Mild Hybrid(e-BOXER)■ Strong Hybrid

These proprietary SUBARU technologies
are integrated with hybrid technologies

with THS* technology■ xEV

Hybrid system
New 2.5-liter direct injection engine

2025
202X

MOTOR

BATTERY* TOYOTA Hybrid System■ Hybrid Vehicle 20122018

Mild Hybrid (e-BOXER)
Plug-in Hybrid
202X Strong Hybrid
Adding SHEVs■ Engine Vehicle

2020
Newly-designed 1.8L lean-burnturbo engines

203X All are xEVs*2
Apply electrification
technologies to all Subaru
vehicles sold worldwide by
the first half of the 2030s

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

046

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Life Cycle Assessment

Reducing Environmentally Hazardous Substances

Utilizing Recycled Resins

Subaru carries out LCA* of its automobiles to reduce their

Subaru is also actively working on reducing the use of

To contribute to realizing a resource recycling society and a low

environmental impact throughout their life cycle (from theenvironmentally hazardous substances in automobiles.

carbon society, Subaru is working to develop technologies tomining of materials to the manufacture, transportation, use, andAs for lead, mercury, hexavalent chromium, and cadmium, we

utilize recycled resins and biomass materials.

disposal of the automobiles).

achieved the environmentally hazardous substance reduction
target set by the Japan Automobile Manufacturers Association,* Life cycle assessment (LCA) is a method to evaluate the environmental performance of a
product or service throughout its life cycle.
Life Cycle Assessment (Japanese version only)

Inc. (JAMA) for all new models released in and after 2008.
In order to ensure compliance with the REACH regulation,
ELV Directive, Chemical Substance Control Law and otherregulations enforced across the world, we are further reducing

Cleaner Exhaust Gas

the use of lead and replacing phthalic acid-based plasticizer andTo achieve and maintain clean air across the globe, Subaru

other hazardous chemical substances with alternatives.

is developing technologies for cleaner exhaust gas, targeting
not only conventional air pollutants such as hydrocarbon

Reducing VOCs*1 in Vehicle Interiors

compounds and nitrogen oxides but also particulate matter,

Subaru is reviewing the components and adhesive agents usedwhich is feared to have serious impacts on human health.

in vehicle interiors in order to reduce the use of volatile organic

For our products, we are expanding our range of models thatcompounds (VOCs)*1.

meet the latest environmental standards adopted by each country.

For the Legacy, Levorg, Impreza, Forester, and SUBARU BRZ,

Japan : 2018 low emissions standards

we achieved the voluntary target set by the JAMA*2 by reducing

US: State of California’s SULEV standards

the concentration of the 13 substances defined by the JapaneseEurope : Euro 6 emission standards (final stage)

Ministry of Health, Labour and Welfare to levels below the indoor

China : China 6 emission standards

concentration guideline values. We will continue our efforts to

We will develop and propose reasonable products for customers

reduce the levels of VOCs to make the in-vehicle environment

based on the results of research conducted to identify theeven more comfortable.

optimal specifications in each country, including research on thecomponents of exhaust gas that will be regulated in the future.
To this end, we are designing materials on an atomic level toimprove the performance of the catalyst, which plays a majorrole in producing cleaner exhaust gas, while also reducing theuse of precious metal.

*1 Organic compounds that easily volatilize at room temperature, such as formaldehyde
and toluene, which are said to cause nose and throat irritation.
*2 Voluntary target set by the JAMA in its “Voluntary Approach in Reducing Cabin VOC
Concentration Levels,” which was announced with the intention of reducing the invehicle concentrations of the 13 substances designated by the Ministry of Health, Labourand Welfare to levels equivalent to or lower than the values set in the guidelines, for newmodels produced and sold in Japan in and after FYE2008.
JAMA’s “Voluntary Approach in Reducing Cabin VOC Concentration Levels” (Japanese version only)

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

047

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Climate Change
Our Approach

Risks and Opportunities Identified

Main Risks Identified■ Relating to Business Management in General(1) If Subaru fails to implement adequate initiatives to achieve

Recognizing that climate change is one of the most pressing

In order to ensure sustainable business activities, Subaru works

low-carbon/zero-carbon outcomes, its brand value could

global issues, Subaru is committed to contributing to theto understand risks and opportunities associated with climate

be harmed, which could affect the company’s sales andestablishment of a decarbonized society, in support of thechange. Risks identified at present are as follows: climate

recruiting ability. Capital costs could also rise, due topurpose of the Paris Agreement to decarbonize the world at thechange initiatives may not progress as planned, or transition

increased difficulty in obtaining financing from medium- andearliest possible time in the second half of the 21st century.

risks and physical risks which are almost unforeseeable at thislong-term investors.

time may develop into actual issues wielding a serious impact(2) There is an argument that NDCs need to be expanded toon the Subaru Group’s business performance and financial

be able to achieve the Paris Agreement’s “well below 2°C”

standing; and these scenarios involve a number of possible

target, and thus countries may revise their NDCs to set moredifficult situations, such as an increase in R&D and otherstringent targets. Such revisions could have a significant

expenses, a decline in customer satisfaction and damaged

impact on Subaru’s business activities.

brand images resulting in lost sales opportunities, and extreme(3) As an impact of climate change, extreme torrential rain

weather disrupting procurement/production/logistics activities.

will frequently cause floods in various locations, which

On the other hand, adequate progress of efforts against climate

could pose risks of Subaru’s operations being affected bychange could provide opportunities for creating new markets

disrupted supply of raw materials and submerged factories.

and employments as well as reducing capital and energy costs.
■ Relating to Products(1) If Subaru fails to meet fuel economy regulations imposed
in Japan, the U.S., Europe, and China, the company could
incur additional costs or losses related to negative incentives,
such as fines or non-penal fines for legal violation, and credit
purchase for unmet standards. Also, some of our products
could fail to satisfy certain fuel economy standards, resulting
in restrained sales opportunities.
(2) At present, it is difficult to predict technological progress
and price optimization for electrification, which will likely
cause a substantial gap with the real state of market needs.
In such a situation, Subaru could incur unnecessary andContents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

FYE2020 Environmental Performance Data for Plants and Offices

excessive R&D costs while facing a decline in customer

scenario also implies a possibility of the company creating

satisfaction, resulting in unexpected losses and reduced

new markets through receiving support for its safe andsales opportunities as well as hampered advancement of thereliable products, a source of its strength, even in the facecompany’s electrification efforts.

of intensifying extreme weather conditions that are to some(3) To promote electrification, it is crucial to ensure profitability forextent unavoidable in certain parts of the world.

the entire product cycle ranging from procurement and use(2) Through contributing to addressing climate change issues,

to disposal. Thus, it is essential to involve Subaru’s upstream

Subaru could increase its brand value, thereby enhancing its

and downstream partners in exerting efforts toward this end.

sales and recruiting ability. This could make it easier for the

Failure to do this could render the company unable to meetcompany to obtain financing from investors, thereby lowering

the profitability goal for the entire product life cycle.

capital costs.

(4) Subaru views electrification as a medium- to long-term(3) Regarding energy use during the production phase, bysteady trend, and also anticipates the possibility of its swift

transitioning to renewable energy while at the same timeand sweeping penetration of the market at some stage.

giving due consideration to cost-effectiveness, Subaru could

Subaru could be unprepared for such prospect in terms ofovercome the risk of being exposed to price fluctuations

technology and timely product lineups, and thus suffer frominvolved in energy derived from fossil fuels, therebya resultant loss of product sales opportunities.

preventing future cost increases.

(5) There is a possibility that Subaru might suffer from shortagesof natural resources used for tires and metal resources forelectrification technologies.
■ Related to Production Phase(1) If Subaru continues to use energy derived from fossil fuels, it* The risks and opportunities described above are based on past facts and currently
available information, and may change significantly due to such factors as future economic
trends and the business environment facing Subaru. The opportunities described
represent those for Subaru’s products to contribute to climate change adaptation and do
not anticipate climate change-related deterioration.

048

GRI Content Index

SUBARU CORPORATION CSR Report 2020

Management System
Subaru has established the Environment Committee for the
purpose of promoting the sustainable growth of both society andthe company, and thereby contributing to global environment
conservation. The committee discusses targets and measuresfrom broad as well as medium- to long-term perspectives that
accommodate environmental standards required by futuresocieties, and evaluates the progress of related implementations
and achievements.
The Environment Committee is chaired by the Director in
charge of the Sustainability Promotion Department. Details of
discussions by the Environment Committee are reported to the
CSR Committee. We also have a system for escalation andreporting to the Executive Management Board Meeting and
Board of Directors to be used as necessary. Management ofclimate change-related activities is included in the responsibilitiesof the environmental management structure. Environmental risks
and opportunities associated with climate change are assessed
and monitored, and undergo management review before major
issues are reported to the Board of Directors. Each of thefour bodies within the structure—Production & Environment
Subcommittee, Global Warming Prevention Division, Domestic
Affiliated Company’s Environment Subcommittee, and Sales andService/Distribution Environment Subcommittee—meets twice ayear for the purpose of monitoring.

could incur rising costs, due not only to geopolitical factors
associated with petroleum and the like, but also to carbon taxes,

Governance Structure Relating to Climate Change

emission quotas, and other government policies and regulations.

Board of Directors(2) If use of renewable energy does not grow as expected,
Subaru could face a slower progress in achieving its Scope
1 and 2 emissions reduction goals.

Main Opportunities Identified(1) If Subaru advances its efforts to make products more

Executive Management Board Meeting(Presided over/chaired by President and Representative Director)

CSR Committee(Chaired by President and Representative Director)

Environment Committee(Chaired by Director in charge of
Sustainability Promotion Department)

environmentally friendly as planned and global climate

Production & Environment
Subcommitteechange mitigation/adaptation efforts progress adequately,

Domestic Affiliated Company’s
Environment Subcommittee

the company will be able to maintain its key markets, This

Sales and Service/Distribution
Environment Subcommittee

Global Warming Prevention
Division

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Medium- to Long-term Goals(Long-term Visions and Milestones)

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

049

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

FYE2020 Main Initiatives and CO2 Reduction Equivalents
Main initiatives

FYE2020 Results

Captive-consumption solar power system installed at Gunma Oizumi Plant*1
Zero-carbon electricity (Aqua Premium) introduced at Gunma Main Plant

In order to contribute to a decarbonized society, Subaru has set
long-term goals (long-term visions) for 2050 and medium-termgoals (milestones) for around 2030, regarding the product andproduction phases (Scopes 1 and 2).
Category

Products(Scope 3)

Plants and offices(Scopes 1 and 2)

SUBARU CORPORATION CSR Report 2020

Captive-consumption solar power system installed at Subaru Accessory Center and Kanto PDI Center

FYE2021 Estimates—

3,700 t-CO2

6,032 t-CO2

6,000 t-CO2—

330 t-CO2

Zero-carbon electricity (Tochigi Furusato Denki) introduced at Utsunomiya South Plant and 2nd South Plant

4,771 t-CO2

4,700 t-CO2

Zero-carbon electricity (Aqua Premium) introduced and Green Power certificates utilized at Tokyo Office3,891 t-CO2

3,883 t-CO2*2

Solar power system installed at SIA Technical Training Center*3

Green Power and Green Heat certificates*4 utilized at Head Office (Ebisu Subaru Building) and Subaru Training Center

41 t-CO2120 t-CO2

1,029t-CO2*4

1,000 t-CO2

Target year

Goal

2050

Reduce average well-to-wheel CO2 emissions
from new vehicles (in operation) by 90% or morecompared to 2010 levels

Early 2030s

Apply electrification technologies to all Subaru
vehicles produced and sold worldwide*1 Came online in May 2020. *2 Came online in April 2020. *3 Came online in December 2019. *4 Provisional values to be verified under the Green Energy-based CO2 Reduction Certification
System. *5 Total amount for the three-year plan period (FYE2019: 440 t-CO2; FYE2020: 1,428 t-CO2; FYE2021 (plan): 1,490 t-CO2)

Up to 2030

Make at least 40% of Subaru global sales electricvehicles (EVs) or hybrid electric vehicles (HEVs)

Efforts to achieve the target of reducing 20,000 t-CO2 emissions

FYE2051

Achieve carbon neutrality

FYE2031Reduce CO2 emissions by 30% compared with
FYE2017 (total volume basis)

Aiming at a 20,000 t-CO2 Reduction from Plants andOffices
The Subaru Group has set up a target of reducing CO2 generated

Switching to LED lighting (total from FYE2019 to 2021)*5

1,868 t-CO2

3,358 t-CO2

Total

17,632 t-CO2

23,091 t-CO2

Purchase ofhydroelectricity

Captive-consumption solar power system

Japan’s largest-scalecaptive-consumption solar power system

Renewableenergysysteminstallation

Renewableenergyelectricity
purchase(Gunma Oizumi Plant)

Utsunomiya South Plant/
2nd South Plant

from its plants and offices by 30% (total volume basis)
by FYE2031 from FYE2017, as stipulated in the Subaru

Renewableenergycertificatesutilization

Environmental Action Plan 2030. As a step toward accomplishing
this target, we are promoting group-wide efforts to eliminate
20,000 t-CO2 by FYE2021.

Subaru Accessory Center, etc.

In FYE2020 our efforts effected a reduction of 18,000 t-CO2.
In FYE2021, we will seek to achieve a 23,000 t-CO2 reduction,

Tokyo Office

exceeding the target for the milestone year.

Head Office andSubaru Training Center
Energy-conserving/solar power systemdemonstration(Subaru of Indiana Automotive, Inc.)

Gunma Main Plant

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Achievements

SocialResource Recycling

Water Resources

700,000

For FYE2020, Subaru has reported a total of 35.93 million t-CO2

600,000of supply chain greenhouse gas emissions (Scopes 1, 2, and 3).

500,000

Out of the total amount, 98% is related to Scope 3, the majority

400,000

of which stems from the use of sold products.

300,000

Although our direct CO2 emissions (Scopes 1 and 2) constitute200,000

only a marginal portion of the total, we are making proactive

100,000

encourage the entire Subaru value chain to work as a team andin greater earnest. In FYE2020, energy use increased by 2,242
kL in line with production increase, while CO2 emissions (Scopes
1 and 2) decreased by 6,678 t-CO2 thanks to renewable energy
usage. Going forward, we will introduce cutting-edge energy
conservation functions and renewable energy sources in orderto further reduce CO2 emissions and energy use.

Biodiversity

Prevention of Pollution

0
Subaru618,8222016

682,377

675,682

2017

2018

Domestic group companies

FYE2020 Environmental Performance Data for Plants and Offices

678,570

2019

Category

2020

(FYE)

Overseas group companies

Energy Consumption

300,000

273,393

310,468

313,897

327,481329,723

250,000
200,000
150,000

50,000

Scope 1: 1%(280,000 t)
Scope 2: 1%(390,000 t)

Subaru2016

2017

Domestic group companies

2018

2019

2020

(FYE)

Overseas group companies

Data for Subaru Corporation is calculated based on the notification required by the Act on
the Rational Use of Energy.

Scope 3: 98%(35,260,000 t)

Greenhouse Gas Emissions (t- CO2)

1

Purchased goods and services

2

FYE2020

1,703,682

1,992,046

Capital goods

372,211413,2873

Fuel- and energy-related activities notincluded in Scope 1 or Scope 2

78,815

105,323

4Transport and delivery (upstream)

658,268

737,817

5

Waste generated in operations

31,98432,095

6

Business travel

4,446

4,554

7

Employee commuting

13,506

13,835

8

Leased assets (upstream)

N/A

N/A

9

Transportation and delivery(downstream)

N/A

N/A

10

Processing of sold products

11

Use of sold products

12End-of-life treatment of sold products

13

Leased assets (downstream)

14
15

N/A

N/A

30,068,816

31,390,639

556,139

575,107

N/A

N/A

Franchises

N/A

N/A

Investments

N/A

N/A

* The calculation method for Scope 3 emissions has been revised in reference to the Basic
Guidelines on Accounting for Greenhouse Gas Emissions throughout the Supply Chain Ver.
2.3 (December 2017) by the Ministry of the Environment and Ministry of Economy, Trade andIndustry, and the Emissions Unit Value Database Ver. 3.0 by the Ministry of the Environment
Database of emissions unit values, as well as Subaru’s LCA calculation standards.

100,000

0

SUBARU CORPORATION CSR Report 2020

FYE2019

671,892

Change in emissions factor: This year, Subaru has changed the basis for CO2 emissions
calculations from “non-adjusted greenhouse gas emissions” to “adjusted greenhouse gas
emissions,” based on the Act on Promotion of Global Warming Countermeasures. In accordancewith this change, we recalculated and revised the figures to as far back to as FYE2016.

350,000

050

GRI Content Index

CO2 Emissions (Scope 3)(Crude oil equivalent [kL])

Scope 1: Direct emissions of greenhouse gases from a company’s own facilities.
Scope 2: Indirect emissions of greenhouse gases from the use of purchased or acquired
electricity, heat, and/or steam supplied by another company.
Scope 3: All indirect emissions other than Scope 1 and 2 emissions, including those arisingfrom the procurement of raw materials, transport, product use, and the disposal
process, as well as arising from employee commuting, business travel, etc.

Appendix

CO2 Emissions (Scope 1, Scope 2)(t-CO2)

efforts to diminish direct emissions, which we believe will

Governance

CO2 Emissions (Scopes 1, 2, 3) / Energy Consumption
Scope of target: Subaru Corporation
Domestic group companies: Yusoki Kogyo K.K., Fuji Machinery Co., Ltd., Ichitan Co., Ltd.,
Kiryu Industrial Co., Ltd., Subaru Logistics Co., Ltd., Subaru
dealerships
Overseas group companies: Subaru of Indiana Automotive, Inc., Subaru of America, Inc.,
Subaru of Canada, Inc., Subaru Research & Development, Inc.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Initiatives
Production

SocialResource Recycling

Governance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

051

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

■ Switching to LED Lighting■ Transport of Finished Vehicles

The Subaru Group is earnestly replacing lighting with LED

To improve the transport efficiency for finished vehicles, Subaru

products. In FYE2020, a total of about 9,000 units wereis rolling out various measures, including: establishing optimal

replaced with LED lights, producing an effect equivalent tostandard routes; ensuring flexibility to accommodate shipping of

cutting approximately 1,500 t-CO2 emissions.

a wide range of vehicle types and sizes (particularly large cars);
improving loading efficiency; installing digital tachographs*1 toSubaru has set (the 6th Voluntary Plan for the Environment),
and to achieve the quantified CO2 reduction targets as set, weDistribution

help energy conservation; and promoting modal shift*2.

are implementing measures aimed at more energy-conserving

In accordance with the 6th Voluntary Plan for the Environment,

As a result of expanded efforts for consolidated andfacilities and equipment, specifically through replacement with

Subaru is working with its logistics and distribution arms tostandardized transportation routes, per unit CO2 emissions fromenergy-saving lighting and introduction of renewable energy. One

reduce CO2 emissions from the entire group through increasedtransportation of Subaru vehicles in FYE2020 declined 9.7%

major plan concerns rooftop thermal insulation features (coatingtransport efficiency for finished vehicles and export parts. We willfrom the FYE2007 level, against the target of a 1% reduction

and sheeting) installed at plants to protect against solar radiation

enhance supply chain management to pursue higher efficiency.

per year from the base year. We will continue with our efforts topursue further reduction.

heat, thereby suppressing increases in indoor temperature.
Subaru also pursues groupwide initiatives, represented by

Japan

Under Management

To be Managed

switching to LED lighting. The Subaru Group has replaced atotal of about 59,000 lighting units with energy-saving.
■ Introduction of High-efficiency Air-conditioning Systems

Suppliers

Productionparts

Gunma Plant

Finished
vehiclesThe automobile painting process involves repeated heating
and cooling steps, which consumes a huge amount of energy.

Serviceparts

To address this issue, the Gunma Yajima Plant adopted a heatpump-based highly efficient heat source system to replace theAccessory
Centerprevious discrete heat source system, starting its operation in
Knockdownparts

2018. In FYE2020, the new technology effected an emissions
reduction of 2,926 t-CO2 from FYE2018 levels.
Overseas

Subarudealerships

Service
parts

Port

Port

Imported/
exported parts

unused upper space in high cube containers, improving packing
modes, and employing lighter-weight packaging materials. As
a result, the container fill rate rose 14.7 percentage points from

Production parts

the previous year to 93.6% in FYE2020.

Suppliers(outside U.S.)

We are also seeking to increase transport route efficiency. As of

Knockdownparts

energy-saving functions to be performed under recent energy

FYE2018, we employ the container round use system*1, whichenabled us to cut 510 t-CO2 year on year in FYE2020. We will

mix conditions. The new facilities came into operation in 2019.
The replacement had an effect of cutting 5,892 t-CO2 emissions
in FYE2020.

Subaru Logistics Co., Ltd., which packages and ships parts for
to improve the container fill rate. Key activities relate to utilizing

At the Gunma Plant, a new cogeneration system was installed
years. To select a replacement model, we sought out high■ Export Parts
overseas production of Subaru vehicles, makes ongoing efforts

SubaruLogistics■ Replacement of Cogeneration Facilities
to replace the plant’s first such system, which had served 15*1 Fitted to a vehicle to automatically record its journey information, such as driving timeand speed, and store the information in the installed recording medium, such as amemory card. The device is employed broadly by industries involving the commercial
operation of vehicles as a tool for driving management. As the system can present
clear data of recorded events, including sudden acceleration and deceleration, fuelwasting engine idling, and dangerous driving, it is expected to help drivers increase theirawareness of safe driving and fuel economy.
*2 For cargo transportation, switching transportation modes from trucks to those imposing
less environmental burden, such as railway and seaborne systems.

Suppliers(U.S.)

Production
parts

SIA

Finished
vehiclesDealers

vigorously aim for further reduction through usage of inland
container depots*2.

Message fromthe President

Contents

Environmental Management

Container fill rate

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

FYE2016

FYE2017

FYE2018

FYE2019

FYE2020

84%

89%

88%

79%

94%

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

FYE2020 Environmental Performance Data for Plants and Offices

Renewable Energy

052

GRI Content Index

SUBARU CORPORATION CSR Report 2020

■ Gunma Oizumi Plant
In May 2020, the Gunma Oizumi Plant introduced a solar power
generation system with Japan’s largest-class output capacity*1 System for shared use of sea freight containers between importers and exporter. Allows
empty containers that have been used for import to be directly reused for export, without
first being returned to the originating port, thereby decreasing unnecessary shipment ofempty containers from ports.
*2 Inland function for consolidation of sea freight container cargo. Introduced as part ofredevelopment plans for the overland portion of sea freight container transportation
systems to save shippers’ transport costs and increase transport efficiency.

Renewable energy is sourced from carbon-free resources,(about 5,000 MWh/year), looking to achieve a reduction ofincluding sunlight, and as such it is becoming an important

approximately 2,600 t-CO2 emissions per year.

energy source for electricity generation. Also, it serves todiversify energy sources, which is important in ensuring a stable■ Subaru Accessory Center

power supply. Subaru is thus introducing renewable energy

In March 2020, the Subaru Accessory Center introduced a■ Transportation Vehicles

generation systems to its facilities.

solar power generation system with an output capacity of 1,145

Subaru of Indiana Automotive, Inc., the U.S. production base of

In FYE2020, use of renewable energy at the Subaru Group

MWh/year, planning to cut emissions by approximately 330

Subaru automobiles, is working closely with Venture Logistics, its

effected a reduction of 16,000 t-CO2.

t-CO2 per year.

natural gas (CNG) has a lower environmental impact than diesel

Use of Solar Energy■ Electricity Sales

fuel and is superior in terms of cost efficiency and reliability. The■ Tokyo Office

In FYE2015, we installed a solar power generation system withcompanies, however, were faced with a major challenge, which

The Tokyo Office has installed a total of five solar power generationa rated output of 420 kW (capacity to power 100 detached

was about poor local accessibility to natural gas stations. In 2014,

systems: two 10 kW units (FYE2010 and FYE2015) and one 5 kW

houses) in Kiryu City, Gunma Prefecture, to start an electricity

to overcome this, SIA provided one million-plus dollars for Venture

unit (FYE2015) on the main office building rooftop; one 2 kW unit

business. In FYE2020, we sold 627 MWh of electricity.

Logistics to purchase CNG trucks and built a natural gas station(FYE2015) in the guardhouse; and one 2.7 kW unit (FYE2017) inon SIA’s own site. This has enabled SIA and its arm to reduce CO2

the special high-voltage substation. In FYE2020, these systems

emissions over years, including 72, 620 t-CO2 curtailed in FYE2020.

generated 38 MWh in total, to supply part of the electricity requiredparts delivery arm, to introduce natural gas vehicles. Compressedto power the office.

Subaru will adopt the Aqua Premium plan that offers full zero-■ Subaru Research and Experiment Center, Fuji Machinery
Oizumi Plant

related to the Gunma Main Plant and the Tokyo Office. This will

In FYE2018, the Subaru Research and Experiment Center and theestimated 10,000 t-CO2 (corresponding to: 21 GWh).

Oizumi Plant of Fuji Machinery Co., Ltd. installed their first solar power

In FYE2020, Aqua Premium produced the emissions reduction

carbon hydroelectric power to provide part of the electricity demand

Sales
Subaru dealerships are switching to LED lights and highly efficienttype air conditioners, taking advantage of replacement opportunities.

Use of Hydroelectricity

enable the company to attain an annual emissions reduction of angeneration system on the building and on the ground, respectively. In

effect of 6,032 t-CO2 at the Gunma Plant and 2,273 t-CO2 at the

FYE2020, the former generated 64 MWh and the latter 36 MWh.

Tokyo Office.

Tochigi Furusato Denki, Power Supply Program for
Local Production for Local Consumption
In FYE2019, Subaru’s Aerospace Company adopted the Tochigi
Furusato Denki program* to provide electricity to its Utsunomiya
South and 2nd South Plants. The program offers electricity from
Subaru Research and Experiment Center

Fuji Machinery Oizumi Plant

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Changehydropower generation projects owned by Tochigi Prefecture,and represents Japan’s first-ever power supply program themedon the “local production for local consumption” concept.

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

053

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Environmental Technologies
Employed at Plants and Offices

The above program enables the two plants to reduce emissions
by an average of 4,700-plus t-CO2 per year. This program also

■ Gunma Plant

includes a scheme to spend part of the funds from bill payment,

The Gunma Plant’s West Building completed in April 2016 has

including from Subaru, on environmental conservation projects

installed solar panels with a 20 kWh capacity, and employed two

promoted in Tochigi Prefecture.

key advanced environmental functions: a new-generation lighting

SIA Technical Training Centersystem that has incorporated individual address control andimage-pickup human-presence sensor technologies; and a high-■ Subaru of America, Inc.

efficiency air-cooling heat-pump chiller. The plant has also adopted

New buildings of Subaru of America, Inc. to house its head officea number of non-mechanical features that can help achieve energy

and training center, completed in New Jersey in April 2018, wereconservation and workplace comfort, such as: low-e double-pane

designed with an eye to obtaining LEED certification, which is

Utilization of Renewable Energy Certificates

windows; trench heating/cooling systems; and balconies thatawarded to building projects that consider global environmental

The Head Office (Ebisu Subaru Building) and Subaru Training

create an attractive recreation space while also serving as a sunlightconservation through incorporating effective functions for cost andCenter utilize renewable energy certificate systems (Green

blocker. In FYE2020, the Gunma Main Plant and the Yajima Plant

resource saving, health considerations, and renewable, clean energy

Power/Heat certificate) to decarbonize their power and heat

were commended by the Energy Conservation Center, Japan foruse. The head office building and the training center received a Silver

consumption, aiming at a 100% green office. They launched thetheir efforts to promote energy conservation.

certificate, awarded to higher- than-standard scorers, in October* Electricity service program co-hosted by the Tochigi Public Enterprise Bureau and TEPCOEnergy Partner, Inc. Supplies electricity generated by eight hydroelectric power stations
run by the Tochigi prefectural government. Hydropower users can claim to be emitting noCO2 from using the electricity, on the grounds of its carbon-free generation process.

initiative in FYE2020, and achieved a reduction of approximately

2018 and July 2019, respectively. In March 2019, the project was

1,000 t-CO2 emissions.

also commended by the U.S. Green Building Council New Jersey

From November 2019, the Tokyo Office purchased Green

Branch as an innovative green project.

Power certificates for 3,556 MWh, which is equivalent to 1,681

Additionally, a number of energy-conserving features weret-CO2 emissions. We will use the above values to meet the total

introduced to the renovated office in Pennsauken, New Jersey,

volume carbon reduction requirement imposed by the Tokyo

specifically adopting LED and motion sensor-fitted lighting and white

Metropolitan Environmental Security Ordinance.

Awards ceremony■ Subaru of Indiana Automotive, Inc.
The SIA Technical Training Center completed in December 2019 has
installed a rooftop solar power generation system to supply about
half the electricity required to power its facilities while achieving full
LED and motion sensor-fitted indoor lighting.

roof coating to replace the previous black coating, a countermeasureagainst the heat-island effect.
* Leadership in Energy and Environmental Design (LEED) certification is a green building
certification system developed and operated by the U.S. Green Building Council (USGBC).
It provides objective environmental performance data on buildings through evaluation ofenergy conservation and environmental impact reduction abilities for a range of projectstages from overall planning and design to construction, management, and maintenance.
Acquisition of the certification is becoming popular in the U.S. and others.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change■ Subaru Canada, Inc.
The building that houses the relocated office of Scott Subaru, aResource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

FYE2020 Environmental Performance Data for Plants and Offices

External Partnership

054

GRI Content Index

SUBARU CORPORATION CSR Report 2020

■ Customers
Carter Subaru Ballad, a U.S. retailer, runs regional forest
conservation campaigns involving its customers. Specifically,retailer of Subaru Canada, Inc. from 2019 boasts a distinctively
high energy efficiency design that enables comfort without air

Subaru is tackling the climate change challenge throughfor each test drive in a Subaru car, the retailer donates one tree

conditioning systems. In recognition of this, the building is thepartnerships with suppliers, customers, and industry groups.

to be planted in areas along national highways, and additional
three trees for each purchase. Under this campaign, a total ofworld’s first retail facility to obtain a passive house certification.
■ Alliance with Toyota Motor Corporation

more than 200,000 trees have been planted over 11 years up to

Subaru and Toyota Motor announced an agreement to jointly

2019. Engaging customers and local residents, this forestation

develop EV platforms and vehicles applying Subaru’s AWD

initiative helps them become more aware of environmental

technologies and Toyota Motor’s electrification technologies.

issues, including about climate change.

This agreement will enable the two automakers to bring
together technical strengths of each, seeking to create attractive
EV products.
■ Suppliers
We have set out a code of conduct that requires supplierselection and management mechanisms relating to climatechange issues, and share the code with our suppliers, asking
them to take appropriate actions when providing orientation
sessions. This measure has encouraged suppliers to voluntarily
work to obtain ISO14001 certification, resulting in a decline
in environmental accidents and mismanagement events. We
have also created and run a system to assist voluntary Tier 2
customers* to seek Eco Action 21 certification.
* Secondary subcontractor that supplies parts to motor vehicle manufacturers.

■ Industry Groups
Subaru is a member of the climate change committee of theJapan Automobile Manufacturers Association, Inc. (JAMA). Also,
the President and Executive Vice Presidents are JAMA directors
responsible for the body’s executive decision making, anddecisions made by the JAMA are reflected in STEP, Subaru’s
mid-term management vision.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

055

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Resource Recycling
Our Approach

Achievements and Initiatives

Raw materials used in automobiles
Recycling method
in FYE2020

The Subaru Group considers it very important for manufacturing

Raw Materials and Design

companies to help realize a society where materials are recycled■ Raw Materials

continuously and the sustainability of business is assured

Subaru reuses remnant materials and scrap generated during

through recycling to maximize resource efficiency.

the production of automobiles as well as end-of-life products

We will strive to support the creation of such a recycling-basedthat have been collected and other reusables as resources forsociety by efficiently recycling resources during the life cycle of ourmaterials, such as iron, aluminum, and plastics, that account for

products, while continuing to achieve zero landfill at our domestica large proportion of materials used in making an automobile.

and overseas plants. We will also aim for a higher level of theThrough these efforts, we are promoting closed-loop recycling*

integrated achievements of the 3Rs (reduce, reuse, recycle).

to reduce natural resource consumption and waste generation.

Delivered to dealers in the form of iron scrap
for reuseIron

664,330 tons

Aluminum

30,468 tons Re-melted at plants and reused almost entirely

Plastics

23,314 tons Crushed again at plants and reused partially* A method by which waste and scrap generated during production along with end-of-life
products are recycled as materials for parts of the same quality and then reused to makeproducts of the same kind.

e.g., Recycling of aluminum chips
Aluminum ingots

Die casting

Enginecylinder block machining

Reused as materials for products

Chips

MeltingContents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change■ Design for Recycling
Subaru incorporates recyclability into its automobile design
process to make effective use of limited resources.

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

056

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

Increased ease of dismantling
wiring harnesses

Use of easy-to-recycle
materials

A harness layout and structure are designed
in such a way as to enable quick and efficient
recovery of wiring harnesses.

Olefin resin with superior
recyclability is actively used forinterior parts.

SUBARU CORPORATION CSR Report 2020

Made of olefin resin
Made from an olefin
resin material

Adoption of easy-to-dismantle structure
Trunk and rear gate opener switches are
now clipped, rather than screwed, in place.
Improved material
identification

Opener switch

Material identification
is displayed on theboth inner and outersurfaces of bumpers
to facilitate material
separation.
Clips

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Governance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

FYE2020 Environmental Performance Data for Plants and Offices

Waste generation

Production■ Reuse of Packaging Materials(t)200,000

increased automobile production and treatment of waste liquid.
This is attributable mainly to reduced automobile production.

166,856

170,589

190,924

185,736

186,382

maximum recovery and recycling and proper treatment of waste
generated.

Primary waste products and their recycled products
Primary waste productPrimary recycled productWastewater treatment plantsludgeRaw material for cement

Paint sludge

Iron-making reducer

Waste plastics

Refuse paper and plastic fuel (RPF)(solid fuels, etc.)

Paper waste

Recycled paper, RPF, etc.

for complete knockdown (CKD) parts of Subaru automobiles,
focusing on the reuse of packaging materials.

100,000

The amount of packaging materials reused in FYE2020 was
1,020 tons, up 32% from the previous year. This was due to the

50,0000* A system in which waste and by-products generated in one industry are utilized asresources by other industries, resulting in no waste discharge. This concept was
proposed by the United Nations University (UNU) in 1994.

Subaru Logistics Co., Ltd., which handles packaging and transport
has been actively working on reducing its environmental impact,

150,000

However, as waste is also an important resource, we havemaintained zero emissions* of waste since FYE2015 through

SUBARU CORPORATION CSR Report 2020

Logistics■ Zero Emissions of Waste from Production
Our waste generation in FYE2020 increased by 664 tons due to057

GRI Content Index

Subarustandardization of packaging materials reused for a new Legacy
2016

2017

Domestic group companies

2018

2019

2020 (FYE)

Overseas group companies

Scope:
Subaru: Gunma Plant, Tokyo Office, Utsunomiya Plant
Group companies in Japan: Yusoki Kogyo K.K., Fuji Machinery Co., Ltd., Ichitan Co., Ltd.,
Kiryu Industrial Co., Ltd., Subaru Logistics Co., Ltd.
Overseas group companies: Subaru of Indiana Automotive, Inc., Subaru of America, Inc.,
Subaru Canada, Inc., Subaru Research & Development, Inc.
* The waste generation amount includes metal scrap that is sold.
* We do not export or import waste deemed hazardous under the terms of Annex I, II, III,and IV of the Basel Convention 2.

Amount of waste generated and processed

Amount of waste
recycled after internalintermediate
processing andexternal intermediate
processing

19,302 t

Amount of waste
recycled internally3,869 tAmount ofwaste generated

117,600 t

Amount of metal
scrap recycled

94,429 t

Based on aggregation of data from Gunma Plant, Tokyo Office, Utsunomiya Plant* Waste is not disposed of in a landfill after external intermediate processing.

model that began to be produced in a US plant in July 2019,
expanded adoption of reused packaging materials to new parts,
and an increase in the number of CKD parts.
FYE2016

FYE2017

FYE2018

FYE2019

FYE2020

Amountreused (t)

550

652

699

776

1,020

Intensity(kg/vehicle)

2.3

1.9

2.0

2.1

2.8

Contents

Message fromthe President

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

058

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Sales

■ Proper Processing of End-of-life Automobiles

airbags, and CFCs.

■ Zero Emissions of Waste from Subaru Dealers in Japan

Under the Act on Recycling, etc. of End-of-Life Vehicles of

In FYE2020, the ASR recycling rate was 96.1%, achieving the legal

Subaru dealers in Japan are committed to the proper management

Japan, car manufacturers are required to fully recover andtarget of 70% for the fiscal year ended March 2016 and thereafter.

of waste generated from their business activities. In cooperation

properly recycle automotive shredder residue (ASR), airbags, andThe airbag recycling rate was 94.6%, exceeding the legal target ofwith companies and industrial organizations, they advancechlorofluorocarbons (CFCs) from their end-of-life automobiles.

85%, and all CFCs recovered were processed properly.

zero waste emission initiatives aimed at recycling all their waste

Subaru has been promoting the smooth, proper, and efficient

into useful resources in Japan. As the result of these efforts, inrecycling of ASR by establishing, together with 12 other

FYE2020, 130,003 used lead-acid batteries (equivalent to 1,699

automakers and other companies, the Automobile shredder

tons of lead), 5,563 kL of used oil, and 195,573 used tires wereresidue Recycling promotion Team (ART)*. We also ensurecollected and recycled. Zero emission initiatives led by dealers,

proper processing of airbags and CFCs through operations of

who work most closely with stakeholders, are activities that will

Japan Auto Recycling Partnership Ltd., established jointly with

contribute more directly to environmental conservation in each

Japanese automakers and importers.

community. The initiatives are expected to help promote proper

Subaru also collaborates with its dealers nationwide by jointly

processing, recycling, and the effective use of resources.

operating an automotive recycling system aimed at promoting* A team to promote the recycling of automotive shredder residue (ASR), organized by 13
automobile manufacturers in December 2003. The team plans the smooth, proper, andefficient recycling of ASR, a waste product that is classified as one of the Parts Specified
for Recycling as defined by the Act on Recycling, etc. of End-of-Life Vehicles and required
to be recycled under the law.
 ct on Recycling, etc. of End-of-Life Vehicles (Japanese version only)AAutomobile shredder residue Recycling promotion Team (ART) (Japanese version only)

the proper processing and raising the recycling rate of ASR,

Automobile recycling process

battery

OIL

Bumperbattery

BatteryOIL

Recycledoil
OIL

Fuel forheatingand flower
farming

Oil

Payment ofrecycling fee

Delivered tocollection business

Airbags

CFCs

Shredder dust

Tire
Fuel
pellets

Pavingmaterial
OIL

battery

battery

OIL

Processing
andrecyclingbattery

Recycled
lead
Recycled plastics
FLON■ Recycling of Waste Oil
Waste oil generated at Subaru dealers in Japan during oilchanges is recycled as recycled fuel oil through Subaru’s
zero waste emissions scheme. Flower farmers in Yamagata
Prefecture grow beautiful poinsettia and cyclamen every year
using this recycled fuel oil to heat their greenhouses.

The user pays a recycling
fee when purchasing
a car.

A car that is no longer
used is delivered to acollection business*.
* A new or used car
dealer, maintenancebusiness, etc. registeredwith the local authorities

CFCs are recovered andmade harmless throughproper processing.

Airbags are removed, safely
processed, and recycled.
Other parts are also
processed (reused or
recycled) properly.

The dismantled car iscrushed. The shredder
dust is recycled.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Overseas Initiatives

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

059

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

■ Zero Landfill Waste Joint Initiative in U.S. National Parks(Subaru of America, Inc.)■ Proper Recycling of Household Waste(Subaru of Indiana Automotive, Inc.)

By leveraging the expertise of Subaru of Indiana Automotive, Inc.

Every year, SIA organizes an opportunity for its empolyees to

In 2004, Subaru of Indiana Automotive, Inc. (SIA) became the(SIA), Subaru’s production base in the United States that has

hand in used household items to be appropriately recycled or

first automobile plant in the United States to achieve zero landfill

achieved and maintains zero landfill waste status, SOA has been

disposed of. In 2019, the company collected a total of about 17

and is continuing to make various efforts to maintain that status.

advancing a joint initiative with suppliers, the National Parks

tons of used products, such as oils, pigments, electronics, andConservation Association, the National Park Service, and others

pharmaceuticals, from 246 employees.

■ Zero Landfill Disposal(Subaru of Indiana Automotive, Inc.)(Subaru of America, Inc.)
Subaru Gear Distribution Facility reviewed its packaging

since 2015 to reduce landfill waste generated from three national

materials and promoted cardboard and paper recycling. As aparks: Yosemite National Park (California), Denali National Park

result, it achieved zero landfill in 2019.

and Preserve (Alaska), and Grand Teton National Park (Wyoming).

■ Collection of Waste Electronic Equipment(Subaru Canada, Inc.)

The initiative encompasses a range of activities that include placing

As aprt of its environmental week campaign, SCI collected used

■ Improvement of Recycling Rates(Subaru of America, Inc.)

more than 500 trash bins in the parks, promoting the composting

personal electronic devices from employees to be recycledof organic waste, and increasing the number of water supply

by appropriated services. A palletful of used electronics wereSubaru of America, Inc. (SOA) partnered with U.S. recycling

stations, which are leading to the steady reduction of waste left

collected during the campaign period.

firm TerraCycle® to launch the TerraCycle® Zero Waste™ Box

inside the parks. As a result, the amount of waste reduced 50%

program in 2018 to promote the recycling of various waste

and the recycling rate doubled in four years by 2019.

products considered difficult to recycle. The program is part of

SOA donated $24 million to the National Park Foundation (NPF)

the “Subaru Loves the Earth” initiative aimed at improving waste

in FYE2020 and the total amount of donations made since

recycling rates.

SOA started supporting NPF in 2013 has reached $176 million.
®

Under the program, TerraCycle Zero Waste™ Boxes have been

These donations came from proceeds raised by Subaru byplaced on the premises of around 540 Subaru dealers in thesetting aside a certain amount of money each time a customer

United States to collect recyclables. Customers, employees,

purchased or leased a Subaru automobile.

and community partner organizations are encouraged to deposit

At the New York International Auto Show held in April 2019,snack packages, used paper cups and plastic containers. SOA

SOA installed a booth that allowed visitors to virtually experience

also ran a three- month campaign from October to December

National Parks in the United States. Most of the display materials

2019 in cooperation with a partner outdoor equipment retailer,

were recycled, donated or saved for future reuse at other auto

seting up a total of 154 TerraCycle® Zero Waste™ Boxes in its

shows and events.

outlets and calling for shoppers to hand in used snack wrappers
and unwanted recreational equipment they wish to recycle. This
program collected 33,538 used items in total, including hiking
tents, yoga mats and other items from household that require
proessional services for recycling.

Subaru's booth recreates the National Parks

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

060

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Water Resources■ Gunma Plant and Subaru of Indiana Automotive, Inc.

Our Approach

Water Management

Water is an indispensable resource for the Subaru Group’s

Water consumption at the Subaru Group is maintained at a

Automotive, Inc., both of which are automobile manufacturingbusiness activities. The risk of droughts, floods, and othercertain level in terms of the total amount used and the amountbases, is moderate. It is expected that the current risk leveldisasters is increasing, however, due to climate change,used per unit of sales. Our aim is to “Manage [the] volume ofwill be maintained for the mid to long term, even when thewhile global population growth and economic development

water used at both domestic and overseas production facilities”

impact of climate change is taken into account. No biodiversity

are increasing demand for water and raising the risk of water

as stated in our 6th Voluntary Plan for the Environment. The

conservation areas are identified at the lower reaches of theshortages and pollution.

Production & Environment Subcommittee is in charge ofrivers. The vulnerability to water pollution is low.

To help alleviate these risks, the Subaru Group is committed tomonitoring the water consumption of each location.

the proper management of water consumption, as well as to

The share of each water source in the total freshwater■ Utsunomiya Plant

minimizing the environmental impact of its discharged water. We

consumption at major locations of the Subaru Group is as

According to an assessment in FYE2018, the water supply

are also actively engaging in activities to conserve forests that

follows: industrial water 60%, tap water 30%, and groundwaterand demand risk at the Utsunomiya Plant, which is our basehave a water storage function.

10%. As we are well aware of the risks involved in using thefor aerospace manufacturing, is moderate. This risk level isvaluable resource of fresh water, we carefully monitor water

expected to drop in the future as an increase in the river flow

consumption by conducting water risk assessments at major

rate and decrease in water demand are likely to take place. The

locations. Although the current assessment results show thatplant is not located in an area at high risk of flood inundation or

the water risk is not high, we will continue to regularly assess ourlandslides. No biodiversity conservation areas or habitats for rarewater risk levels and work to reduce water consumption in orderaquatic life are identified in the areas within 10 km downstream

to ensure a continuous water supply.

from the site. Going forward, we will continue to accurately

According to an assessment in FYE2017, the water supply
and demand risk at the Gunma Plant and Subaru of Indiana

monitor our water risk based on the assessments, ensure

Water Risk Assessment

optimum water consumption in relation to local water demand,

The Subaru Group uses a third-party expert to implement waterand help conserve the environment along the river.

risk assessments* to ensure the sustainable use of water. These
assessments estimate, among other things, the water supply
and demand risk in the river basins in which the production
bases are located, the probability of water-related disasters
occurring, and the impact on public health and ecosystems ona five-point scale. These assessments showed that water risk
at the Gunma Plant, Utsunomiya Plant, and Subaru of Indiana
Automotive, Inc. is generally evaluated as moderate or lower.

* Reference databases(1) WRI Aqueduct water risk atlas, WWF-DEG Water Risk Filter, PREVIEW Global Risk
Data Platform, Climate Change Knowledge Portal, Integrated Biodiversity Assessment
Tool, NCD-VfU-GIZ Water Scarcity Valuation Tool (Version 1.0), Costing Nature/Water
World, National Land Numerical Information: Possible Inundation Area Data and Sediment
Disaster Hazard Area Data (Only for Gunma Plant and Utsunomiya Plant)

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

RegionWater Consumption
The total amount used is monitored and compiled for eachJapan

location, and reported and verified at biannual meetings.

North
America

Necessary measures are then taken as appropriate.

Total

Scope:
Japan:

Water consumption (total amount used)

5,000

4,401

4,462

4,673

4,843

(1,000 m3/100 M yen)

4,803

0.20

3,000

0.14

0.13

0.14

0.15

0.14

2,000

0.15
0.10

1,000

0.05

0

0.00

2016

2017

2018

2019

Domestic group companies

Biodiversity

Prevention of Pollution

Industrial
water
2,967

Tap
water

Groundwater

FYE2020 Environmental Performance Data for Plants and Offices(Unit: 1,000 m3)

Source of water intake

Scope:
Subaru: Gunma Plant, Tokyo Office, Utsunomiya Plant, Handa Plant, Handa West Plant
Group companies in Japan: Yusoki Kogyo K.K., Fuji Machinery Co., Ltd., Ichitan Co., Ltd.,
Kiryu Industrial Co., Ltd., Subaru Logistics Co., Ltd.
Overseas group companies: Subaru of Indiana Automotive, Inc., Subaru of America, Inc.,
Subaru Canada, Inc., Subaru Research & Development, Inc.

SUBARU CORPORATION CSR Report 2020

Water Reuse■ Utsunomiya Plant
The Utsunomiya Plant has introduced a surface treatment facility
equipped with an ion-exchange water recycling system that

311

0

944

2,967

1,254

577 Tone River, Watarase River
Groundwater from the Teays Valley0
aquifer
577

Gunma Plant, Tokyo Office, Utsunomiya Plant, Yusoki Kogyo K.K.,
Fuji Machinery Co., Ltd., Ichitan Co., Ltd., Kiryu Industrial Co., Ltd.,
Subaru Logistics Co., Ltd.
North America: Subaru of Indiana Automotive, Inc.

converts wastewater into pure water. In FYE2020, 41,998 m3(33%) of the total of 126,669 m3 of water used in the surface
treatment facility was recycled and utilized at the plant as
washing water for the facility.

Processing and recycling of surface treatment wastewater (image)
Wastewater produced in the washing processof chromium-based surface treatment

Sand filtration tower(removal of solid substances)Ion-exchange water
recycling system installed aspart of the wastewater
treatment facility

Activated carbon tower(removal of organic matter)
Ion-exchange tower(strong acid anion exchange resin)
Ion-exchange tower(weak base anion exchange resin)
Ion-exchange tower(strong base anion exchange resin)

Recycled water (pure water)
Overseas group companies

061

GRI Content Index

2020 (FYE)

Amount per unit of sales
SubaruWater Resources

Appendix

0.30
0.25

4,000

Governance

Breakdown of water consumption by water source at major
production bases

Achievements and Initiatives(1,000 m3)

Social

33% of the total amount ofwastewater generated was recycled

Used as boiler water and surface
treatment washing water■ Subaru of Indiana Automotive, Inc.
Subaru of Indiana Automotive, Inc. (SIA) added filters to its watertanks equipped with electrodeposition apparatus that are used
to clean the car body prior to the painting process, and started
water reuse. As a result, SIA was able to reduce its water
consumption by approximately 1,300 m3 in FYE2020.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Water Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

062

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Biodiversity
Our ApproachWith the automotive and aerospace businesses as the pillars ofSubaru’s operations, our fields of business are the earth, the sky
and nature. We promote biodiversity preservation through ourbusiness activities, aiming to achieve coexistence with nature.
We support the Declaration of Biodiversity by Keidanren (Japan
Business Federation) and participate in the Japan Businessand Biodiversity Partnership as part of our active commitment
to biodiversity. We also ensure ongoing, biodiversity-friendly
business activities by establishing the Guidelines on Biodiversity,
while also committing ourselves to the Subaru Forest Projectfor biodiversity conservation and organizing various events inand outside our business locations aimed at raising people’s
awareness of biodiversity.

Guidelines on Biodiversity
The Subaru Group instituted the Subaru Guidelines on
Biodiversity in April 2019, which serve as the basis for its
approach to biodiversity. The guidelines were formulated withreference to the government’s Guidelines for Private Sector
Engagement in Biodiversity and the Declaration of Biodiversity
by Keidanren: Guide to Action Policy as well as by taking into
account international trends in biodiversity management. They
are consistent with the Six Priority Areas for CSR and theSubaru Environmental Policies and are designed to ensure that
their effectiveness and continuity can be guaranteed.

Management System

Subaru Guidelines on Biodiversity
Our society is supported by biodiversity, which is the source ofvarious blessings from nature.
On the other hand, “biodiversity” is rapidly being lost on a
global scale.
We promote biodiversity preservation through our businessactivities and contribute to the environmental protection of
our planet while aiming to coexist with “the earth, the sky
and nature.”
1. We grasp the impact of business activities on biodiversity andreduce their impact. We also promote initiatives leading tofurther recovery.
2. We strive to raise awareness of biodiversity.
3. We respect international rules concerning biodiversity.
4. We cooperate with stakeholders and strive for preservationof biodiversity.
5. We proactively disclose information on activities regarding
biodiversity.
Established in April 2019

Our cross-sectional working group covering all of our businesslocations, which was established in FYE2015, studies therelationship between our business activities and biodiversity,
identifies potential risks and priority issues, and formulates
roadmaps. With this arrangement, we have been addressing
and advancing biodiversity management in a steadfast manner.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Initiatives

Resource Recycling•

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

063

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Sponsorship of a tree-planting ceremony at Bifuka Town

A tree spirit ceremony and a tree-planting ceremony, which
had been organized by Bifuka Town annually, were held in May

Japan

2019. The ceremonies were attended by about 90 people.The■ Subaru Forest Project

participants planted 300 Todo fir trees, a variety chosen for its

Since FYE2018, Subaru has been working on the Subaru

suitability to the local climate, on the 0.7-hectare site in the hope

Forest Project, an initiative that is directly linked to biodiversityof passing on healthy and abundant forests to the next generation.

conservation and embodies the idea of “coexistence with

These Todo firs so planted will be ready for felling in 50 years’ time.

nature” included in the Subaru Environmental Policies.
•

A beautiful Matsuyama Marsh landscape

Subaru Forest Bifuka in Hokkaido

In a forest of 115 hectares located on the premises of Subaru Test
& Development Center Bifuka Proving Ground, Subaru started
forest management and conservation activities in FYE2018,
including tree-planting, thinning, and nature conservation.
We aim to carry out these activities in collaboration with local
communities such as Bifuka Town with a long-term plan to create
a forest through artificial afforestation in 50 years. Furthermore,as a measure against climate change, we have completed the

A renewed signpost
About 90 people participated in the tree-planting

certification and registration process required for the issuance ofDonations to fund environmental conservation activities at
Matsuyama Marsh

J-Credit (which we expect to purchase in or after FYE2022), while

Subaru, Bifuka Town, and the Hokkaido Government Kamikawa

In April 2018, Subaru obtained the naming rights to a prefectural

also utilizing wood from thinning as biomass fuel.

General Subprefectural Bureau signed an agreement to promoteforest park in Gunma Prefecture, where its automotive plants

conservation of the forest environment in Bifuka Town in 2017. Subaru

are located.

has been utilizing the corporate version of a hometown tax donation

The park is named “Subaru Friendship Forest Akagi,” and theprogram—the government’s tax incentive scheme to encourage

name will be used for five years through 2023. During thesecompanies to support regional revitalization—to donate three million

years, we will donate a total of 9.8 million yen to the prefectural

yen to the Hokkaido Government’s Matsuyama Marsh* Forest Project

government to support forest park conservation and management.

over three years starting from FYE2020. The donations are used,

In June 2019, a donation presentation ceremony was held at theamong others, for boardwalk improvements in Matsuyama Marsh.

prefectural government office.

Subaru Test & Development Center Bifuka
Proving Ground and its surrounding forests

Ezo red foxes are often spotted on thepremises•

The initial donation was made and used to replace the old signpost
and maintain trails so that the trekking route is properly demarcated topreserve valuable vegetation and ensure safety of visitors.
* Matsuyama Marsh (Bifuka Town): Japan’s northernmost high-altitude wetland situated
797 meters above sea level. As the marsh is home to around 200 distinctive plant
species, including ferns and mosses, the Ministry of the Environment has selected it as
one of Japan’s 500 most important wetlands.

•

Subaru Friendship Forest Akagi(Gunma Prefectural Forest Park)

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

064

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Subaru Forest Utsunomiya(Utsunomiya City Forest Park in Tochigi Prefecture)■ Greenery Conservation and Creation•

Utsunomiya City, Tochigi Prefecture, is where our Aerospace

Since the Subaru Group’s business locations are closely linked to the

At Utsunomiya Plant, based on our recognition that naturalneighboring natural environments and ecosystems, we make a variety

vegetation is an important habitat for various living creatures,of contributions to the conservation of biodiversity in each area.

we deliberately left an area in the site unmowed on a trial basis•

Business is located. We support the conservation andmanagement of a part of a forest owned by the city named “Subaru

Utsunomiya Plant

to monitor its biodiversity. As a result of the monitoring study

Saitama Logistics Center

Forest Utsunomiya” in collaboration with the city. In FYE2020, we•

helped perform thinning for forest maintenance and make new

The Saitama Logistics Center in Kitamoto City has been nurturing

benches and cycle stands, utilizing the thinned wood.

and taking care of cherry trees growing on the site since they
were received from the city in 2003. The trees are descendants of
the Ishito Kabazakura cherry tree, estimated to be 800 years old,at Tokoji Temple in the city. Ishito Kabazakura was designated asa natural monument of Japan in 1922 and is classified as one ofconducted in cooperation with experts, we found 20 species
of insects in the monitoring area, compared to only 11 species
found in a mowed area of lawn. Based on this study, we will
create an environment suitable for promoting biodiversity in themonitoring area.
Insects found in the monitoring area

Japan’s five great cherry trees.

A bike rack made of thinned wood

A bench made of thinned wood

→ Social Contribution: Subaru Forest Project

A cherry tree at Saitama Logistics Center (Right and left)•

Noshime-tombo dragonfly(Sympetrum infuscatum)

Migratory locust(Locusta migratoria)

Asian swallowtail(Papilio xuthus)

Asian lady beetle(Harmonia axyridis)

Tokyo Office

The Tokyo Office has been gradually increasing greenery at itssite in a manner that does not impede biodiversity by carefully
choosing native plants and trees. The plants and trees planted
include East Asian beautyberry and bamboo-leaf oak, both ofwhich grow wild around the Musashino area where the office islocated. With this initiative, we are contributing to recreating thelush Musashino landscape in consideration of the biodiversity.

Bamboo-leaf oak

East Asian beautyberry

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

065

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Gunma Plant

Participation in Ota City Environmental Creation Council

Overseas

Flower distribution
We distribute flower seedlings to member companies of the Subaru
Community Exchange Association on request basis three times ayear. We chose varieties that contribute to biodiversity in 2015. With
these seedlings, each company promotes greenery conservation.

Subaru is a sponsor of the Ota City Environmental Creation
Council and takes part in a wide range of environmental activities■ Forest Protection(Subaru of China Ltd.)through interaction with local communities.

Subaru of China Ltd. (SOC) established the SUBARU Forest•

Staff distributing flower seedlings
Subaru Community Exchange Association (Japanese version only)

Elementary school flowerbed contest
We have hosted a flowerbed contest for elementary schools in
Ota City and Oizumi Town since 2015.
The contest is intended to provide children in the communities
with an opportunity to understand the preciousness of life
through their experience of growing flower seedlings donated bySubaru for use in creating flowerbeds.
Fifteen schools participated in the seventh contest, held in
FYE2020. The winner was the Ota Municipal Ikushina Elementary
School for their flowerbed with flowers arranged in the shape of
hiragana letters that read “Ikushina.” The children said that it wasdifficult for them to keep the bed free of weeds and to make theflowers bloom in a beautiful way, but expressed their joy at seeing
how colorful the flowers made their school. The contest helped
the children to understand how valuable life is.

Winner: Ota Municipal Ikushina Elementary School (Right and left)

Ecology Conservation Project in 2012 in collaboration
Activity

TimingOutlineFirefly watching

June 2019(cancelled during
bad weather)

We planned an event that would allow
participants to observe fireflies and learn about
environmental conservation. The fireflies had
been raised at a firefly habitat in Ota City andreleased at a larval stage.

June 2019

We participated in an eco-event where participants
made a candle from discarded household cooking
oil and were encouraged to spend one houra day with the lights switched off, using only
candlelight for illumination. A contest for photosof the candles made was also organized, and oursponsorship fee was used to organize the contest
and purchase prizes for the winners.

Used oil candle
makingParticipation in Ota
City Environmental
Fair

Volunteer cleanup
event in the lower
Amanuma area toremove non-native
parrotfeather

November 2019

Environmental activities by businesses in the citywere presented at the two booths of the Ota City
Environmental Creation Council through panelsand other means at the Ota City Environmental
Fair. We introduced our recycling operations forautomotive production waste and explained how
wood from thinning in Bifuka is utilized as part ofour environmental efforts. We also handed out
50 of the candles made from used cooking oil
mentioned above to visitors.

February 2020

The environment of Ota City is increasingly
being destroyed by non-native plants. We areworking on the conservation of native biodiversity,
focusing particularly on areas hardest hit by the
non-native plant invasion, as well as drawing
attention to the need to address the problem.

Used oil candle making (Right and left)

with Wildlife Conservation Society China (WCS China), an
organization under the jurisdiction of the State Forestry
Administration of China. SOC established 31 Subaru Ecology
Conservation Forests in nature reserves in 31 provinces incollaboration with WCS China in 2013. Starting 2012, SOC
hosts “31 Forest Star Tours” for afforestation and rare species
protection, while running fund-rasing drives for wildlife protection
and commending staff who have participated in natural reserves’
activities to contribute to afforestation.
Going forward, SOC will continue to conduct activities inharmony with the local natural environment and promote
initiatives to conserve biodiversity.

Award ceremony

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

FYE2020 Environmental Performance Data for Plants and Offices■ Initiatives Aiming at Coexistence with Nature(Subaru of Indiana Automotive, Inc.)

one seedling in each of the areas affected by natural disasters

Subaru of Indiana Automotive, Inc. (SIA) worked on ecosystemand faced by the challenge of protecting local species. Throughprotection by improving the water retention area on and its

this activity, a total of 692,919 seedling were planted in 2019.

surrounding greenery on the plant’s premises to make themsuitable habitats for local wildlife. Thanks to these efforts, thearea was certified by the National Wildlife Foundation in 2003 asa wildlife habitat, making SIA the first U.S. automobile production
plant to receive the certificate. SIA maintains its surrounding
natural environment, where wild Canadian geese and herons feed
and rest, and many wild deer live in the native wildlife area behind
the recreation center.

Wild Canadian geese

SIA is surrounded by a wealth of nature■ Afforestation in Wildfire-burned Areas(Subaru of America, Inc.)
Subaru of America, Inc. (SOA) carried out afforestation activities
in areas severely damaged by a record-scale forest fire in
2019, in collaboration with the National Forest Foundation. The
company planted a total of 125 thousand trees in 2019, andplans to plant the same number of trees annually in the coming
three years.
■ Participating in Postal Service-run Nature Conservation
Programs(Subaru of America, Inc.)
Starting 2019, SOA, together with printing companies, isinvolved in a program to donate one cent per postal mail to plant

GRI Content Index

066
SUBARU CORPORATION CSR Report 2020

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Governance

Water Resources

Biodiversity

Appendix

067

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

Prevention of Pollution

SUBARU CORPORATION CSR Report 2020

Prevention of Pollution
Our Approach

Achievements and Initiatives

For the development of a sustainable society as well as its own

Chemical substances regulated by Pollutant Release and Transfer
Register (PRTR) law of Japanbusiness continuity, the Subaru Group considers it essential toprevent the pollution of public water resources, soil, and theatmosphere. The Group endeavors to accurately measure its
environmental impact and reduce it to a minimum by making thebest use of its environmental management system.

(t)

3,457

3,500

NOx,SOx
(t)

3,377
2,968

3,000

474

500

441

428

2,986
400

2,500
2,000

1,920

300

1,500
1,000

200

950

961

931

813

814
100

500
0

Subaru304

270

Amount Amounthandled released

Amount Amounthandled released

Amount Amounthandled released

Amount Amounthandled released

Amount Amounthandled released

2016

2017

2018

2019

2020 (FYE)

Domestic group companies

Scope: Subaru—Gunma Plant, Tokyo Office, Utsunomiya Plant, Handa Plant
Group companies in Japan: Yusoki Kogyo K.K., Fuji Machinery Co., Ltd., Ichitan Co., Ltd.,
Kiryu Industrial Co., Ltd., Subaru Logistics Co., Ltd.

0

Subaru

4

4

5

4

3

SOx NOxSOx NOxSOx NOxSOx NOxSOx NOx

2016

2017

2018

2019

Domestic group companies

2020 (FYE)

Overseas group companies

Scope: Subaru—Gunma Plant, Tokyo Office, Utsunomiya Plant
Group companies in Japan: Yusoki Kogyo K.K., Fuji Machinery Co., Ltd., Ichitan Co., Ltd.,
Kiryu Industrial Co., Ltd., Subaru Logistics Co., Ltd.
Overseas group company: Subaru of Indiana Automotive, Inc.

Contents

Message fromthe President

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Appendix

Prevention of Pollution

FYE2020 Environmental Performance Data for Plants and Offices

VOC

Hazardous Waste

The amount of volatile organic compounds (VOCs) emitted

Subaru has had no significant spillage, nor has it transported,from the automobile coating process at Subaru is figured out

waste deemed hazardous under the terms of Annex I, II, III, andby emissions per unit coating area, which in FYE2020 was

IV of the Basel Convention*.

44.0 g/m2, down 3.9% from the FYE2019 level. This reduction in
VOC emissions was mainly due to the decreased use of cleaning
thinners and the increased collection of used thinners.

Soil and Groundwater
We started our voluntary soil and groundwater tests at our
locations in 1998 and have since implemented purification
measures and groundwater monitoring as required. Since theSoil Contamination Countermeasures Act came into effectin 2003, we have also filed reports and conducted tests inaccordance with the law.

Sensory NuisanceAccording to empirical studies showing that there is a significant
difference between instrumental measurement results and thelevel of odor or noise perceived by people, the Gunma Plant
conducts patrols around the site every day. The plant also
makes available a contact point for consultation and organizes
dialogues and plant tours for residents in the neighborhood
to maintain close communication with them. The plant makes
improvements of its facilities as necessary based on the valuable
feedback received from residents.

PCB Waste
S u b a r u s t o re s p o l y c h l o r i n a t e d b i p h e n y l ( P C B ) w a s t eappropriately in accordance with the law and disposes of it
according to a plan set to ensure that the disposal will becompleted within the legally stipulated time frame.

GRI Content Index* International treaty on the control of movements of hazardous wastes between nations
and their disposal procedures.

068
SUBARU CORPORATION CSR Report 2020

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Climate Change

Environment

SocialResource Recycling

Governance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

069

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

FYE2020 Environmental Performance Data for Plants and Offices
In addition to complying with the laws and regulations, Subaru sets voluntary standards that are 20% stricter than the legal regulation
values to manage the controlled substances. The following shows the regulation values and measured performance data for our plants
and offices regarding the main substances.
■ Ota North Plant

Atmosphere(Air Pollution Control Act, Prefectural Regulations)No applicable equipment/facility

Tokyo Office

Automotive BusinessNo applicable equipment/facility

Gunma Plant■ Main Plant

Aerospace Company
Regulation

Voluntarystandard

Utsunomiya Plant

Substance

Equipment/facility

Unit

NOx

Paint drying oven

ppm

230

184

50

36

Particulate matter

Paint drying oven

g/m3N

0.2

0.16

0.003

0.002

VOC

Paint booth, etc.

ppm-C

700

—

687

211

Maximum

Average■ Main Plant
Substance■ Yajima Plant
Substance

Equipment/facility

Unit

Regulation

Voluntarystandard

Maximum

Average

NOx

Paint drying oven

ppm

230

184

68

38

Particulate matter

Paint drying oven

g/m3N

0.2

0.16

0.005

0.002

VOC

Paint booth, etc.

ppm-C

700

—

299

73

VOC

Paint booth, etc.

ppm-C

400

—

215

166

Equipment/facility

Regulation

Voluntarystandard

Equipment/facility

Unit

NOx

Aluminum melting furnace

ppm

180

144

46

39

Particulate matter

Aluminum melting furnace

g/m3N

0.3

0.24

0.033

0.009

Maximum

AverageVoluntarystandard

Maximum

Average

NOx

Cogeneration

ppm

600

480

180

Drying oven

g/m3N

180

144

47

45

NOx

Quenching furnace

g/m3N

170

136

<100

<100

Particulate matter

Drying oven

g/m3N

0.3

0.24

<0.001<0.001

Particulate matter

Quenching furnace

g/m3N

0.2

0.16

<0.010<0.010No applicable equipment/facility

Substance

Regulation

NOx■ South Plant and 2nd South Plant■ Oizumi Plant

Unit

180

Message fromthe President

Contents

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Climate Change

Environment

SocialResource Recycling

Governance

Water Resources

Biodiversity

Handa Plant
Regulation

Voluntarystandard

Equipment/facility

Unit

SOx

2-ton boiler

ppm

1.5

NOx

2-ton boiler

ppm

180

144

32

29

Particulate matter

2-ton boiler

g/m3N

0.1

0.08

<0.002<0.002

1.2

Average

<0.02

070

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Water Quality (Water Pollution Prevention Act,
Sewerage Act, Prefectural/Municipal Regulations)

Substance

Maximum

Prevention of Pollution

Appendix<0.02

Automotive Business

Gunma Plant■ Main Plant

Handa West Plant
Substance

Equipment/facility

Unit

RegulationSOx

2-ton boiler

ppm

1.5

Item

Voluntarystandard

Maximum
1.2

Unit

Average

0.03

0.023

NOx

2-ton boiler

ppm

180

144

32

28.3

Particulate matter

2-ton boiler

g/m3N

0.1

0.08

<0.002<0.002

Regulation(Prefectural
regulation)

Voluntarystandard

Maximum

Minimum

Average

Hydrogen ion concentration (pH)—

5.8–8.6

6.1–8.3

7.7

7.1

7.4

Biochemical oxygen demand (BOD)

mg/L

25

20

14.1

<1.0

5.1

Suspended solids (SS)

mg/L

50

40

8.8

<1.0

3.1

n-Hexane extract content(Mineral oil content)

mg/L

5

4

<1.0

<1.0

<1.0

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

30

24

<1.0

<1.0

<1.0

Zinc content

mg/L

2

1.6

0.300

0.021

0.153

Soluble iron content

mg/L

10

8

0.2

<0.1

0.1

Soluble manganese content

mg/L

10

8

0.3

<0.1

0.1

Nitrogen content

mg/L

60

48

21.8

2.4

10.2

Phosphorus content

mg/L

8

6.4

1.9

<0.1

1.2

Fluorine and its compounds

mg/L

8

6.4

1.8

<0.2

0.6

Effluent is discharged into public rivers. Measured at two drainage outlets (New No.2 and No.5 waterways). Values for total phosphorus content and total nitrogen content
are daily averages.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Climate Change

Environment

SocialResource Recycling

Governance

Water Resources

Biodiversity■ Yajima Plant
Item

Prevention of Pollution

Appendix

071

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

■ Ota North Plant
Unit

Regulation(Prefectural
regulation)

Voluntarystandard

Maximum

Minimum

Item

Average

Unit

Regulation(Prefectural
regulation)

Voluntarystandard

Maximum

Minimum

Average

Hydrogen ion concentration (pH)—

5.8–8.6

6.1–8.3

7.3

7.1

7.2

Hydrogen ion concentration (pH)—

5.8–8.6

6.1–8.3

7.8

7.7

7.8

Biochemical oxygen demand (BOD)

mg/L

25

20

77.7

1.3

19.7

Biochemical oxygen demand (BOD)

mg/L

25

20

2.7

1.3

2.0

Suspended solids (SS)

mg/L

50

40

5.6

2.0

3.5

Suspended solids (SS)

mg/L

50

40

2.4

<1.0

1.7

mg/L

5

4

<1.0

<1.0

<1.0

mg/L

30

24

<1.0

<1.0

<1.0
0.058

n-Hexane extract content(Mineral oil content)

mg/L

5

4

<1.0

<1.0

<1.0

n-Hexane extract content(Mineral oil content)

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

30

24

<1.0

<1.0

<1.0

n-Hexane extract content(Animal and plant oil and fat content)

Zinc content

mg/L

2

1.6

0.40

0.400

0.40

Zinc content

mg/L

2

1.6

0.07

0.046

Soluble iron content

mg/L

10

8

0.4

<0.1

0.2

Soluble iron content

mg/L

10

8

0.1

<0.1

0.1

Soluble manganese content

mg/L

10

8

0.2

<0.1

0.1

Soluble manganese content

mg/L

10

8

0.2

<0.1

0.2

Nitrogen content

mg/L

60

48

8.9

4.8

6.5

Nitrogen content

mg/L

60

48

1.2

1.1

1.2

Phosphorus content

mg/L

8

6.4

1.1

0.3

0.5

Phosphorus content

mg/L

8

6.4

<0.1

<0.1

<0.1

Fluorine and its compounds

mg/L

8

6.4

1.9

0.9

1.4

Fluorine and its compounds

mg/L

8

6.4

<0.2

<0.2

<0.2

Effluent is discharged into public rivers. Values for total phosphorus content and total nitrogen content are daily averages.

Effluent is discharged into public rivers. Values for total phosphorus content and total nitrogen content are daily averages.
* The BOD values exceeded the standard value since air conditioner drainage containing solvents leaked into the rainwater ditch. We reviewed and improved the drainage
paths and treatment processes so that the BOD values are now maintained within the standard value.

Tokyo Office■ Oizumi Plant
Item

Unit

Regulation(Prefectural
regulation)

Voluntarystandard

Maximum

Minimum

Average

Item

Unit

Voluntarystandard

Regulation*

Maximum

Minimum

Average

Hydrogen ion concentration (pH)—

5.8–8.6

6.1–8.3

7.7

7.1

7.4

Hydrogen ion concentration (pH)—

5–9

5.4–8.6

8.6

7.6

8.3

Biochemical oxygen demand (BOD)

mg/L

10

8

7.3

1.4

3.9

Biochemical oxygen demand (BOD)

mg/L

600

480

350

56

172

Suspended solids (SS)

mg/L

10

8

5.6

<1.0

2.5

Suspended solids (SS)

mg/L

600

480

410

82

194

mg/L

5

4

1.0

<0.5

<0.5

mg/L

30

24

24.0

2.6

12.0

n-Hexane extract content(Mineral oil content)

mg/L

3

2.4

1.0

<1.0

1.0

n-Hexane extract content(Mineral oil content)

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

30

24

<1.0

<1.0

<1.0

n-Hexane extract content(Animal and plant oil and fat content)

Zinc content

mg/L

2

1.6

0.234

0.083

0.166

Soluble iron content

mg/L

5

4

0.2

<0.1

0.1

Total phosphorus

mg/L

16

12.8

11

2.6

7.3

Total nitrogen

mg/L

120

96

96

25

63.0

Soluble manganese content

mg/L

5

4

0.1

<0.1

0.1

Soluble manganese

mg/L

10

8

0.03

0.02

0.03

Nitrogen content

mg/L

60

48

13.9

6.3

10.3

Cyanogen

mg/L

1

0.8

<0.01

<0.01

<0.01

Effluent is discharged into public sewer.

Phosphorus content

mg/L

8

6.4

<0.1

<0.1

<0.1

Fluorine and its compounds

mg/L

8

6.4

<0.2

<0.2

<0.2

Effluent is discharged into public rivers. Values for total phosphorus content and total nitrogen content are daily averages.

* Water Pollution Prevention Act, Mitaka City Sewer Regulation

Contents

Message fromthe President

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Climate Change

Environment

SocialResource Recycling

Governance

Water Resources

Biodiversity

Appendix

Prevention of Pollution

072

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Aerospace Company

Utsunomiya Plant■ Main Plant
Item■ South Plant
Unit

Regulation(Prefectural
regulation)

Voluntarystandard

Maximum

Minimum

Item

Average

Unit

Regulation(Prefectural
regulation)

Voluntarystandard

Maximum

Minimum

Average

Hydrogen ion concentration (pH)—

5–9

5.4–8.6

8.6

6.5

7.4

Hydrogen ion concentration (pH)—

5–9

5.4–8.6

8.4

6.9

Suspended solids (SS)

mg/L

600

480

357

1.0

65

Suspended solids (SS)

mg/L

600

480

134

1.2

52

Biochemical oxygen demand (BOD)

mg/L

600

480

476

0.7

81

Biochemical oxygen demand (BOD)

mg/L

600

480

312

2.6

111

n-Hexane extract content(Mineral oil content)

mg/L

5

4

1.0

1.0

1.0

n-Hexane extract content(Mineral oil content)

mg/L

5

4

1.0

1.0

1.0

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

30

24

20.8

1.0

7.8

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

30

24

17

1.0

3.9

Fluorine compounds

mg/L

8

6.4

0.7

0.2

0.3

Fluorine compounds

mg/L

8

6.4

0.2

0.2

0.2

Cyanogen

mg/L

1

0.8

0.1

0.1

0.1

Total chromium

mg/L

2

1.6

0.02

0.01

0.01

Cadmium

mg/L

0.03

0.024

0.01

0.003

0.004

Hexavalent chromium

mg/L

0.1

0.08

0.02

0.02

0.02

Discharged into public rivers

Total chromium

mg/L

2

1.6

0.18

0.01

0.03

Hexavalent chromium

mg/L

0.1

0.08

0.03

0.02

0.02

7.4

Discharged into public rivers

Item

Unit

Regulation(Prefectural
regulation)

Voluntarystandard

Maximum

Minimum

Item

Average

Unit

Regulation(Prefectural
regulation)

Voluntarystandard

Maximum

Minimum

Average

Hydrogen ion concentration (pH)—

5.8–8.6

6.0–8.3

8.0

7.0

7.5

Hydrogen ion concentration (pH)—

5.8–8.6

6.0–8.3

7.7

6.8

7.3

Suspended solids (SS)

mg/L

50

40

2.4

1.0

1.5

Suspended solids (SS)

mg/L

50

40

4.4

2.0

3.3

Biochemical oxygen demand (BOD)

mg/L

30

24

9.1

0.5

1.6

Biochemical oxygen demand (BOD)

mg/L

30

24

15

0.5

2.6

n-Hexane extract content(Mineral oil content)

mg/L

5

4

1.0

1.0

1.0

Cyanogen

mg/L

30

24

1.0

1.0

1.0

Cadmium

mg/L

8

6.4

0.2

0.2

0.2

n-Hexane extract content(Mineral oil content)

mg/L

5

4

1.0

1.0

1.0

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

30

24

1.0

1.0

1.0

Fluorine compounds

mg/L

8

6.4

0.2

0.2

0.2

Cyanogen

mg/L

1

0.8

0.1

0.1

0.1

Cadmium

mg/L

0.03

0.024

0.013

0.003

0.006

Total chromium

mg/L

2

1.6

0.01

0.01

0.01

Hexavalent chromium

mg/L

0.5

0.4

0.02

0.02

0.02

Effluent is discharged into public rivers.

Total chromium

mg/L

2

1.6

0.01

0.01

0.01

Hexavalent chromium

mg/L

0.5

0.4

0.02

0.02

0.02

Effluent is discharged into public rivers.

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Climate Change

Environment

SocialResource Recycling

Water Resources

Governance

Biodiversity

073

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Handa Plant■ 2nd South Plant
Item

Prevention of Pollution

Appendix

Unit

Voluntarystandard

Regulation

Maximum

Minimum

Item

Average

Unit

Voluntarystandard

Regulation

Maximum

Minimum

Average

Hydrogen ion concentration (pH)—

5–9

5.4–8.6

8.6

6.9

7.6

Hydrogen ion concentration (pH)

—

6–8

6–8

7.8

6.3

6.9

Suspended solids (SS)

mg/L

600

480

197

1.0

42

Suspended solids (SS)

mg/L

25

20

12

1.0

1.8

Biochemical oxygen demand (BOD)

mg/L

600

480

416

1.0

54

Biochemical oxygen demand (BOD)

mg/L

25

20

11

0.6

3.2

Chemical oxygen demand (COD)

mg/L

25

20

15

1.7

6.6

n-Hexane extract content(Mineral oil content)

mg/L

2

1.6

0.5

0.5

0.5

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

10

8

0.5

0.5

0.5

Cadmium

mg/L

0.03

0.024

0.005

0.005

0.005

Total chromium

mg/L

2

1.6

0.04

0.04

0.04

mg/L

0.5

0.4

0.04

0.04

0.04

n-Hexane extract content(Mineral oil content)

mg/L

5

4

1.0

1.0

1.0

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

30

24

14

1.0

2.8

Fluorine compounds

mg/L

8

6.4

1.2

0.2

0.3

Total chromium

mg/L

2

1.6

0.56

0.01

0.2

Hexavalent chromium

mg/L

0.1

0.08

0.02

0.02

0.02

Total nitrogen

mg/L

240

192

56

2.8

45

Hexavalent chromium

Total phosphorus

mg/L

32

26

2.9

0.05

1.3

Effluent is discharged into public rivers.

Discharged into public rivers

Item

Unit

Voluntarystandard

Regulation

Maximum

Minimum

Average

Hydrogen ion concentration (pH)—

5.8–8.6

6.0–8.3

7.6

6.7

7.0

Suspended solids (SS)

mg/L

50

40

2.0

1.0

1.5

Biochemical oxygen demand (BOD)

mg/L

30

24

6.0

0.5

1.8

n-Hexane extract content(Mineral oil content)

mg/L

5

4

1.0

1.0

1.0

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

30

24

1.0

1.0

1.0

Fluorine compounds

mg/L

8

6.4

0.2

0.2

0.2

Total chromium

mg/L

2

1.6

0.02

0.01

0.02

Hexavalent chromium

mg/L

0.5

0.4

0.02

0.02

0.02

Effluent is discharged into public rivers.

Contents

Message fromthe President

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Climate Change

Environment

SocialResource Recycling

Water Resources

Governance

Biodiversity

Handa West Plant
Item

Unit

Voluntarystandard

Regulation

Maximum

Minimum

Appendix

Prevention of Pollution

074

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

SUBARU CORPORATION CSR Report 2020

Noise (Noise Regulation Act, Prefectural Regulations,
Agreements)

Average

Hydrogen ion concentration (pH)

—

6–8

6–8

7.6

6.9

7.3

Suspended solids (SS)

mg/L

15

12

7.0

1.0

2.9

Biochemical oxygen demand (BOD)

mg/L

15

12

17

2.2

6.5

Chemical oxygen demand (COD)

mg/L

15

12

10

2.7

5.9

n-Hexane extract content(Mineral oil content)

mg/L

2

1.6

0.5

0.5

0.5

n-Hexane extract content(Animal and plant oil and fat content)

mg/L

2

1.6

0.5

0.5

0.5

Soluble manganese

mg/L

0.5

0.4

0.1

0.1

0.1

Total chromium

mg/L

0.2

0.16

0.04

0.04

0.04

Hexavalent chromium

mg/L

0.3

0.3

0.04

0.04

0.04

Automotive Business

Gunma Plant
Regulation*(Night)Number of
Measuredmeasurement
value
sites

Voluntarystandard

Measurement location

Unit

Main Plant

dB(A)

55

54

8

53

Yajima Plant

dB(A)

55

54

10

55

Oizumi Plant

dB(A)

55 (50)49

854* The night value for Oizumi Plant is specified by the Pollution Prevention Agreement with Ota–Oizumi.
* Since the measured values exceeded the agreement value, we are providing a new noise barrier to avoid recurrence.

Effluent is discharged into public rivers.
* The BOD values exceeded the standard value due to the temporarily elevated values in washing water. We reviewed and improved the drainage process so that the BOD
values are now maintained within the standard value.

Aerospace Company

Utsunomiya Plant
Regulation*(Night)Number of
Measuredmeasurement
value
sites

Voluntarystandard

Measurement location

Unit

Main Plant

dB(A)

60

58

8

56

South Plant

dB(A)

50

48

3

42

2nd South Plant

dB(A)

50

48

3

47

Handa Plant
Measurement location

Unit

Handa Plant

dB(A)Regulation*(Night)Number of
Measuredmeasurement
value
sites

Voluntarystandard
65

63

3

52

Handa West Plant
Measurement location

Unit

Handa West Plant

dB(A)Regulation*(Night)Number of
Measuredmeasurement
value
sites

Voluntarystandard
65

63

6

59

Kisarazu OfficeMeasurement location

Unit

Kisarazu OfficedB(A)Regulation*(Night)Number of
Measuredmeasurement
value
sites

Voluntarystandard
50

48

2

30

Contents

Message fromthe President

Environmental Management

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Climate Change

Environment

Resource Recycling

SocialWater Resources

Governance

Biodiversity

Prevention of Pollution

Appendix

075

GRI Content Index

FYE2020 Environmental Performance Data for Plants and Offices

Vibration (Vibration Regulation Act, Prefectural
Regulations, Agreements)

Odor (Offensive Odor Control Act)

Automotive Business

Automotive Business

Gunma Plant

Gunma Plant
Measurement location

Unit

Main Plant

dB(A)Regulation*(Night)Number of
Measuredmeasurement
value
sites

Voluntarystandard
65

64

8

Measurement location

21

20

6

<10

21

20

8

<10

21

20

6

15

dB(A)

65

64

10

42

Oizumi Plant

dB(A)

60

59

8

40

Oizumi Plant

Aerospace Company

Utsunomiya Plant
Number of
Measuredmeasurement
value
sites

Measurement location

Unit

Main Plant

dB(Z)

65

63

8

38

South Plant

dB(Z)

60

58

2

<30

2nd South Plant

dB(Z)

60

58

3

<30

Handa Plant and Handa West Plant
Measurement location

Unit

Regulation*(Night)Number of
Measuredmeasurement
value
sites

Voluntarystandard

Handa Plant

dB(Z)

70

68

3

<30

Handa West Plant

dB(Z)

70

68

5

<30

Kisarazu OfficeMeasurement location

Unit

Kisarazu OfficedB(Z)Regulation*(Night)Number of
Measuredmeasurement
value
sites

Voluntarystandard
55

53

2

Voluntarystandard

Regulation

Main Plant

Yajima Plant

Voluntarystandard[Odor index]

Number of
Measuredmeasurement
value
sites

46

Yajima Plant

Regulation*(Night)SUBARU CORPORATION CSR Report 2020<30

Contents

Environmental Management

Message fromthe President

The Subaru Group’s CSR

Environmentally Friendly Automobiles

Environment

Climate Change

SocialResource Recycling

Governance

Water Resources

Biodiversity

Chemical substance

Automotive Business

Gunma Plant (Main Plant, Yajima Plant, Oizumi Plant, Subaru Test & Development Center at Sano)[Unit: kg/year, excluding dioxins (mg-TEQ/year)]

Chemical substance

Water
AmountAtmospheric emissions
Amounttransferred
emissionstransferred(Public(Sewer)waters)AmountAmountAmountremovedconsumed throughrecycled
processing

Water-soluble zinccompounds

61,935

0

848

0

0

61,08600Ethylbenzene

460,654

246,32800045,921

48,723

119,682

Xylene636,938

261,630000192,167

106,454

76,687

1,2,4-Trimethylbenzene

238,135

1,174

0

0

0

236,9610

0

1,3,5-Trimethylbenzene

36,28923,342

0

0

0

2,034

4,554

6,359

Toluene759,519

234,628000389,381

66,452

69,059Naphthalene

11,267

7,381

0

0

0

0

2,048

1,837

Nickel compounds

3,797

0

103

0

1,796

1,898

0

0

Bis(2-ethylhexyl) phthalate

7,610

0

0

0

152

7,457

0

0

Hydrogen fluoride and its
water-soluble salts

4,180

0

3,804

0

0

376

0

0

n-Hexane

135,138

442

0

0

0

134,69600

Benzene23,968

78

0

0

0

23,88900Formaldehyde

14,494

6,907

0

0

1,689

0

4,208

1,689

Manganese and its
compounds

5,671

0

148

0

2,613

2,909

0

0

—

0.00011——0.00339———

Unit: mg-TEQ/year

11,491

6,773

0

0

0

0

2,851

1,866

Cumene14,390

72

0

0

0

14,31800788,756

4,903
0

6,251

1,113,094

235,291

277,180

Dioxins

Methylnaphthalene

2,425,474
Total

076

GRI Content Index

SUBARU CORPORATION CSR Report 2020

FYE2020 Environmental Performance Data for Plants and Offices

Tokyo OfficeChemical Substances Subject to Japan’s Pollutant
Release and Transfer Register (PRTR) System:
Handling Amount and Emissions

AmounthandledPrevention of Pollution

Appendix[Unit: kg/year]

Amounthandled

Water
AmountAtmospheric emissions
Amounttransferred
emissionstransferred(Public(Sewer)waters)AmountAmountAmountremovedconsumed throughrecycled
processing

Ethylbenzene

12,707

0.13

0

0

0

12,70700Ethylene glycol

2,366

0.00

0

0

0

2,366

0

0

Xylene56,094

0.53

0

0

0

56,0940

0

1,3,5-Trimethylbenzene

11,911

0.02

0

0

0

11,91100

Toluene220,022

6.83

0

0

0

220,0220

0

1,2,4-Trimethylbenzene

42,943

0.15

0

0

0

42,94300

Benzene

7,009

0.82

0

0

0

7,009

0

0

n-Hexane

21,444

5.67

0

0

0

21,444

0

0

Total

374,496

14.15

0

0

0

374,49600

Aerospace Company
Chemical substance[Unit: kg/year]

Amounthandled

Water
AmountAtmospheric emissions
Amounttransferred
emissionstransferred(Public(Sewer)waters)AmountAmountAmountremovedconsumed throughrecycled
processing

Bisphenol A

31,51812,741

0

0

3,584

15,193

1,024

0Xylene

2,336

1,226

0

0

411

699

0

0

Hexavalent chromium

1,216

0

0

0

547

372

297

0

Total

35,07013,967

0

0

4,542

16,264

1,321

0SUBARU CORPORATION CSR Report 2020

Social078

Respect for Human Rights

081

Quality: Automotive Business084

Quality: Aerospace Business

086

Making Safe Vehicles

093

Human Resources

104

Customers

108

CSR Procurement

111

Social Contribution

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

078

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Respect for Human Rights
Our Approach

Human Rights Policy

The Subaru Group puts people first and engages in people-

Principle of Respect for Human Rights:

oriented manufacturing. Based on the belief that respect for

The Subaru Group, through its automotive and aerospace businesses,
puts people first and engages in people-oriented manufacturing.
Respect for the rights and characteristics of individuals is an importantmanagement issue for realizing Subaru’s corporate philosophy ofpromoting harmony between people, society, and the environment
while contributing to the prosperity of society. Based on this policy,
the Subaru Group clarifies its responsibilities to respect human rights
based on the United Nations Guiding Principles on Business andHuman Rights.

the rights and characteristics of individuals is an importantmanagement issue for realizing Subaru’s corporate philosophyof promoting harmony between people, society, and theenvironment while contributing to the prosperity of society, theSubaru Group clarified its responsibilities to respect humanrights by establishing its “Human Rights Policy” in April 2020.
Human Rights Policy was formulated in full considerations ofstakeholders’ views and expectations, incorporating outside
experts’ insights and discussion contents with overseas
business sites. This policy is run globally and appropriately,
being ready to address future environmental changes.

1. Compliance with Laws and Regulations to Respect for
Human Rights(Scope and Management Structure)• This policy applies to the Subaru Group worldwide–Subaru
Corporation and its all subsidiaries, expects and encourages ourbusiness partners and other stakeholders associated with ouroperations, including those in the supply chain, to respect humanrights in accordance with this policy. To realize these goals, we haveappointed Representative Director, President and CEO as a director
who is responsible for leading the process of developing this Policy
and assigning resources as needed for its implementation andcontinued improvement.
(Related Laws and International Norms)
We will comply with the relevant laws and regulations of each country,
and respect the human rights stipulated in international norms suchas The Universal Declaration of Human Rights (UDHR), International
Covenants on Human Rights (International Covenant on Economic,
Social and Cultural Rights, and International Covenant on Civil andPolitical Rights), and The ILO Declaration on Fundamental Principles•

and Rights at Work. If the standards set forth in the international
norms exceed those set forth in applicable law, we will aim to adhere
to the international norms.

2. Implementation of Human Rights Due Diligence(Response to Human Rights Risks)• We will identify potential or actual human rights risks linked to ourbusiness and establish and continuously operate mechanisms toprevent or mitigate such risks.
(Corrective Actions)
We will strive to remedy any adverse human rights impact that wehave caused or are involved in. We will also establish and maintainour grievance mechanism to do so.

•(Training)
To ensure that this policy is understood and practiced by all themembers of the Subaru Group, we conduct regular training andawareness-raising programs for executives, employees, and otherstakeholders to respect for human rights.

•(Dialogue and Consultation)
We engage in dialogue and consultation with relevant stakeholders inorder to improve our commitment to respect for human rights.

•(Information Disclosure)We will annually report on our commitments and the actions we havetaken to respect and promote human rights pursuant to this Policy.

•

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Human Resources

Environment

SocialCustomers

CSR Procurement

GovernanceAppendix

079

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Human Rights Policy Appendix
Priority Human Rights Issues in Subaru Group’s Businesses
The Subaru Group’s manufacturing is supported not only by our own
factories, but also by an extremely large number of people working in
the multilayered supply chains. We also have contact with a variety ofpeople in areas such as marketing, sales, and after-sales service throughdistributors and dealers all over the world.
In order to respect human rights, and the numerous irreplaceable livesof all those involved in the Subaru Group, we will actively address thefollowing as priority issues identified so far.
We will regularly review the priority issues in this Appendix based onchanges in social demands, including laws and regulations, technicalprogress, and the business operations of the Subaru Group.
(Respect for Rights to Human Life and Property)• In order to protect the basic rights of people and their families whointeract with Subaru Group’s products and services, such as drivers,
passengers, and pedestrians, we aim to eliminate all traffic accident
deaths that involve Subaru vehicles.
• We will promote the humanitarian use of the Subaru Group’s various
products and services, including disaster relief, and strive to avoid nonhumane use.

SUBARU Supplier CSR Guidelines(Respect for Individuals, Diversity and Inclusion)• We value the unique characteristics of our employees, our business
partners, and the members of the communities in which we operateand strive to create an environment of diversity and inclusion.
• We will conduct our business activities with full respect for privacy,
including protecting the personal information of not only our customers
and employees, but also those involved with the Subaru Group.
(Zero Tolerance for Discrimination and Harassment)
We do not tolerate any discrimination based on race, age, sex, gender
identification or expression, sexual orientation, national origin, ethnicity,religion, creed, profession, disability, family relations, or any otherstatus protected by applicable law among all persons involved in the
Subaru Group. Moreover, we do not tolerate any harassment thatharms human dignity.
• We will carefully consider potential human rights risks in our marketingand other communication activities, and do not tolerate expressions
that are discriminatory or may adversely affect children.
•(Respect for the Workers’ Rights in Subaru Group and Encouraging
Our Supply Chains)• We do not tolerate child labor, forced labor, slave labor, and humantrafficking.
• We do not expose young workers to hazardous work.

We will give due consideration to the human rights of foreign workers
and migrant workers.
• We respect freedom of association and the right to collective
bargaining, which are fundamental workers’ rights. We are committed
to engagement with employees to ensure a positive working
environment.
• We will maintain a worthwhile, safe, and hygienic working environment.
• In order to promote the well-being of workers, we will pay appropriate
wages more than the minimum and living wages, and manage working
hours appropriately.
• We expect and encourage our supply chains to respect the rights ofworkers.
•(Respect for the Rights of Vulnerable People in Local Communities)
We engage in responsible procurement practices including thoserelated to conflict minerals.
• We will give special consideration to respect for the human rights
of women, children, disability, social minorities, ethnic minorities,
indigenous peoples, and other vulnerable groups.
•(Contributions to Respect for Human Rights)
We will actively contribute to human rights protection worldwide
through the Subaru Group’s corporate citizenship activities.

•

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

080

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

prepared the Power Harassment Explanatory Booklet, andManagement System

Initiatives

We have appointed Representative Director, President andBased on the belief that respect for the rights and characteristics

to all managers and supervisors, and make efforts to prevent

CEO as a director who is responsible for leading the process ofof individuals is an important management issue for realizing

harassment.

developing the Policy and assigning resources as needed for its

Subaru’s corporate philosophy, the CSR Committee decided

We have set up a Compliance Hotline and a Harassment Advice

implementation and continued improvement. The Representative

to form the Human Rights Task Team in March 2019, whichLine internally and externally to accept requests for consultations

Director, President and CEO also serves as head of the CSR

was materialized in April 2019 and is comprised of the Human

regarding harassment, creating an environment in which all

Committee, where we hold discussions on human rights issues

Resources Department, IR Department, Sustainability Promotion

employees, including those at group companies, can receive

and initiatives.

Department, and Procurement Planning Department. As a result

advice. By creating a management system in which it is easy toof multiple discussions with outside experts and specialists, theseek advice, we encourage carefree consultations, and attempt

Task Team formulated the Human Rights Policy in April 2020. It

to detect and resolve problems at an early stage.

ensure that all Subaru employees are aware of its contents.
Also, we distribute the Power Harassment Prevention Handbook

sets forth that the Subaru Group’s universal sense of purpose inacting for the good of people not only applies to our customers
and employees, but also extends across the entire value chain.
Going forward, the Subaru Group will continue managing its
operations in line with respect for human rights.

Activities to Raise Awareness of Human Rights
The Subaru Group’s Human Rights Policy states that it “expects
and encourages our business partners and other stakeholders
associated with our operations, including those in the supply
chain, to respect human rights in accordance with this policy.”
We have been conducting Subaru’s new employee training andmanager training on the theme of diversity, and going forward,
we will analyze and conduct awareness raising activities in orderto further increase employees’ respect for human rights.

Preventing Harassment
The Subaru Group regards the prevention of discriminationand harassment as important issues, and this is expressedin the Human Rights Policy. Seeking to prevent all forms ofharassment, we prohibit such behavior in our work regulations,and it is also mentioned in the Conduct Guidelines. We have

→ Compliance Hotline

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

081

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Quality: Automotive Business
Our Approachas they work hard to provide high-quality products and services

Quality Management Systemthat will impress customers. Subaru has also established

1. Establish Quality Management System (QMS) based on

quality policies at affiliated companies in Japan and overseas

the Quality Policy and ISO9001 Standard and put it into
practice for orderly and effective operations.

Quality is the foundation of “Enjoyment and Peace of Mind,”in accordance with the business content of each company and

SUBARU’s core value, and delivering quality is one of our mostregional characteristics, and affiliated companies practice quality

fundamental responsibilities to our customers. Quality reforms

control based on these policies.

are a top priority in STEP, SUBARU’s mid-term management

In FYE2021, we established the Quality Assurance Management

vision, and we are reviewing all business processes, from product

Office to supervise quality assurance across the entire Subaru

planning and parts procurement by suppliers to production andGroup, including the Aerospace Company. The roles of thisshipping at our plants, and implementing reforms.

office will include developing and managing the Subaru Group’s

To ensure that we become a company that resonates with andorganizational structure and systems required to assure quality,

With Quality Management System, Subaru works to assure

inspires trust in our customers, under the banner of our new

maintaining their effectiveness, and continually improving them.

quality in each process from design and development to sales,

2. Aim to improve customer satisfaction by assuring that
products will comply with both customer requirements andapplicable statutory and regulatory requirements.
3. Strive to continually improve the QMS through operational
improvements.

thereby creating a cycle to create even higher quality products.

quality policy, all employees are making “quality first” their slogan

In addition, Subaru strives to work through this cycle swiftly inorder to meet customer needs without any delay.
Quality Management Cycle

Quality Policy

At Subaru, quality is our highest priority as we earn the trust of our customers.
1. We will deliver long lasting products that our customers can use with peace of mind.
2. We will continually improve our products and services by always listening closely to our

Design and development

Production(mass production)

Distribution and sales

Consideration given to preventing
variability and standardization oftasks from the blueprint creation
stage through to production
processes

Establishment of process
management aimed at preventing
quality defects and variability as
well as implementation of strict
quality inspections and testing

Establishment of quality
management system after
shipment from production plant
as well as system for dealerships,
and inspections of dealerships

customer's voice.
3. We will be a good corporate citizen in all markets where we do business by ensuring
compliance with all internal rules, local laws, regulations and social norms.
Collection and analysis of after-sales information and quality improvements
Revised in April 2019

Collection and analysis of information on quality defects and requests received by dealerships andSubaru Customer Center and prompt implementation of quality improvements

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

Management System

GovernanceAppendix

082

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Quality Improvement System

Outside Japan

Subaru has established a quality improvement system with
Quality Assurance Division at the heart of efforts in order toFeedback

Request forassistanceanalyze after-sales quality defects and customer requests toSales
outsideJapan

Customerrealize higher-quality development and production. Based on

Response

Reportcustomers’ opinions collected from around the world, Subaru
Feedback

works with the relevant in-house departments and suppliers in
identifying quality issues, investigating their cause, and planning

SubaruReportInside Japan

Servicefunction

Quality Assurance Divisioncountermeasures.
We are promoting measures to prevent recurrence of the Final

Feedback
Request forassistance

Vehicle Inspection Issue, with the COP* Supervision Section
taking the lead.

Sales
insideJapan

Response

In FYE2019, we transferred responsibility for final vehicle
Assurance Division. This ensures the independence of final

ReportFeedback

Customer

inspections from the Manufacturing Division to the Quality

SubaruCustomerCenterRequest forassistancevehicle inspections from manufacturing departments. As wellSuppliers

Investigation into cause of quality
issues/Analysis/Framing anddeployment of countermeasures

Reportas placing quality first on a solid footing by raising awarenessResponse

Productionunits

Development
units

among final vehicle inspectors and improving the workplaceenvironment, we have been conducting radical revisions of the
final vehicle inspection system with an eye to the future.
Furthermore, we will ensure that all external stakeholders
understand Subaru’s initiatives, by such means as holding tours

Revision of the Final Vehicle Inspection Systemof our car manufacturing plants for shareholders and investors.

•* Conformity of Production

System before FYE2018
Manufacturing Division•

Manufacturing Quality
Control Department

System since FYE2019
Manufacturing Division

Quality control
functions
Quality Assurance Division

Final vehicle
inspections
functions

Manufacturing Quality
Control Department
Quality control functions<Keeps in check><Guarantees independence>

Quality Assurance Division

Final Vehicle
Inspection Department
Final vehicle
inspections functions

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

Initiatives

GovernanceAppendix

083

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

an accurate understanding of the current state of Subaru andIn the event of product defects that can infringe safety and thecreate an environment in which they are conscious of putting

laws and regulations, Subaru promptly establishes a committee

quality first at all times and approach their work in that mindset.

structure of staff from departments involved in quality to

Quality Control Training

In addition to employees, we also receive a large number ofinvestigate, and determines the specific details of our response

We provide quality training as part of our employee training

participants from suppliers.

based on the laws and regulations of each country. Moreover,program to enable employees to learn basic QC* and problem-

In FYE2021, Subaru of Indiana Automotive, Inc., Subaru’s

Subaru sends direct mails from our dealerships to affected

solving techniques tailored to their year of entry into the

production base in the United States, is organizing the event tocustomers to inform them that they can have their cars repaired

company and their qualification requirements.

raise global awareness of quality.

free of charge.

Going forward, we will continue to engage in awareness activities,

As of April 2020, Subaru had no cases of violating laws and in-while enhancing the program and extending the duration, amonghouse regulations in regard to information provision on quality

other improvements.

and safety.

Main curriculum for quality•

Quality control training (Introduction/Intermediate/Advanced)•

Lectures to foster quality awarenessRecalls of Subaru Cars (Japanese version only)* QC: Quality control

Global Quality Meeting

Number of Recalls and Improvements (Japan)

Aiming to ensure that the customer-first mindset runs throughNumber of Cases inJapan

our quality, Subaru attaches great importance to dialogue withdealers, as they are responsible for dealing with customers
held twice a year for the Japanese market, while in overseas
markets, we take part in twice-yearly main dealerships (G8)
service meetings and block conferences held in six regions*.
We take in the views of dealers expressed at these meetings to
make decisions on the optimum means of addressing productissues that inconvenience our customers.
* Block conferences are held in a country in each of the six regions—the CIS, Central Europe,
Northern Europe, Southern Europe, Oceania, and Central and South America. Their
participants include representatives from dealerships and expatriates working in the region.

Quality Caravan

At the Quality Caravan

Since FYE2019 we have been holding an event called the
Quality Caravan at all our business sites to inform participants of

Response to Recalls

customer feedback and the quality status of Subaru products.

Subaru is taking measures to cope with recalls in order to

Our aim in doing so is to provide each and every employee withprevent accidents and to protect customers.

FYE2019

FYE2020

9*4

11

13*4

Corrective Action

2

1

1

1

Service Campaigns*3

3

3

6

3

Total

15

13

18

17

*2

At the Global Quality Meeting

FYE2018

10*4

Recalls*1

across the globe. We participate in technical liaison meetings

FYE2017*1 Corrective action implemented by automobile manufacturers, etc. for a specific range of
automobiles, or tires or child car seats, of a similar type to bring the product in question
into compliance with the Safety Regulations for Road Vehicles when vehicles, etc. are in
a condition that suggests that they may cease to conform or do not conform to thosesafety regulations, and when the cause for such non-conformity lies in the design of thevehicles, etc. or their manufacturing process.
*2 Corrective action implemented by automobile manufacturers, etc. in respect of matterswhich, although not specified in the Safety Regulations for Road Vehicles, cannot be
overlooked from a safety or environmental conservation perspective in the event that adefect should arise, where the cause lies in the design or manufacturing process.
*3 Corrective action relating to merchantability/quality in respect of a defect that is not
subject to a notification of recall or corrective action.
*4 The figure includes one recall relating to Takata airbags, in which a recall notification was
submitted on the basis of individual model.

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

084

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Quality: Aerospace Business
Our Approach■ Quality Management Cycle
Subaru’s Aerospace Company strives for quality assurance inManagement Systemevery process from the clarification of requirements through to
The Aerospace Company conducts Subaru’s aerospace

manufacturing in order to create safe, reliable products. In addition,

At Subaru’s Aerospace Company, the QMS Promotion Officebusiness and its production activities are based on its policy ofit has established and operates a quality management cycle tomaintains and promotes the quality management system (QMS),“Giving Safety and Quality Top Priority.”enhance customer satisfaction.

and also works on improving the system to enhance quality.

■ Quality Management System

Quality Management Cycle

The Quality Assurance Department promotes the following
Based on its policy of “Giving Safety and Quality Top Priority,”
the Aerospace Company has built and acts under the quality

Customer feedback

quality assurance activities covering product manufacture, repair,Contribution to
the customer

Compliance

Safety and peaceof mindsales, and service, and rolls them out to relevant company
departments and suppliers.

management system that conforms to the latest JISQ9100:2016•

Gather customer feedback

quality management system requirements for Aviation, Space and•

Identify quality-related issues•

Investigate the root causes•

Formulate measures to deal with them

Quality Planning

Defense Organizations. In addition, it incorporated the Supplements

I d e n t i fi c a t i o n o f s p e c i a lrequirements through close
communication with thecustomer. Planning, including
consideration of risks.

to JISQ9100 (SJAC9068) that are independently and jointly
established by the Japanese aerospace and defense industries inorder to prevent improper occurrences related to quality.
Improvement

Improvement cycle based on
the perspective of self-criticism
is operated at every stage,
incorporating feedback fromfront-line sites, in order toimprove customer satisfaction.

Design and Development

Management

Monitoring, Analysis,
and Evaluation
Implementation status andeffectiveness checked via
project meetings, internal
audits, etc.

Review by a representative ateach stage of design anddevelopment. Considerationof statutory and regulatory
requirements, availability ofparts and materials, etc.

Manufacturing,
Inspection, and Testing
Execution of work according to
the plan. Specialist inspectors
carry out inspections inpredetermined processes.
Recording of all manufacturing
and inspection work.

Personal GrowthMessage fromthe President

Contents

Respect for Human Rights

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

■ Four Rules Activity

Initiatives

To bring happiness to our customers, to carry out our social
responsibilities, and to achieve growth, each member of the■ Quality Assurance Training

Aerospace Company remains aware of our work rules (procedures,

We provide quality assurance training in each department asbasics). When we find that the rules are difficult to follow, unclear,part of our employee training program. We also hold trainingor out of step with the times, we all work together to improve

programs aimed at cultivating experts in quality assurance.

them, rather than leaving the burden to one person. Through thisactivity, we strive to increase the quality of our work.
Quality Month Lecture

The four rules

Major Education Training Programs
Course Topic

Quality Education

Basic Training for
Inspectors

Skills Training for
Inspectors

TargetFrequency

Basic manners training for
inspectors

Inspectors

Once a year

Quality refresher training

Mainly manufacturing
employees

Twice a year

Human factor training

Mainly employees in Civil
Aeronautics Act certified
workplaces

Once a year

Aeronautical safety
training

Mainly employees in Civil
Aeronautics Act certified
workplaces

Once a year

Education for employees
in certified workplaces

Mainly employees in Civil
Aeronautics Act certified
workplaces

Once a year

QMS consolidation
training

All employees

Twice a year

New accreditation/
periodic renewal training

Inspectors

Uponaccreditation/
every 3 years

Skills enhancement
training for inspectors

Inspectors

Once amonth

Techno-school

Inspectors

Ten times ayear

In the work you are doing today,
1. Are there any rules (procedures, basics)?
2. Are you following the rules?
3. Is there any room for improvement?
4. Are you discussing with someone about workplace
improvements?

■ Quality Month Lecture
The Aerospace Company holds periodic quality meetings. They
hold discussions regarding customer satisfaction and productquality from various aspects. Also, every November is designatedas Quality Month. There are lectures, awards for employees who
have contributed to improving quality, and the distribution ofpamphlets to educate all employees on quality.
At the FYE2020 lecture, President Kazuhiko Yamazaki of Fuji
Bottling Co., Ltd., and Environmental/Quality Management Office
Manager Hidemi Tomono provided a talk on the theme of leadershipthat encourages lively engagement and related communication
techniques. There were over 500 participants, with the company
president, employees and business partners in attendance.
Also, we have established many kinds of systems such as the
Improvement Proposal System, which aims to allow employees
to display their creative abilities and build a culture of making
improvements.

085

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Environment

SocialHuman Resources

Customers

CSR Procurement

Making Safe Vehicles

GovernanceAppendix

086

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Making Safe Vehicles
Our Approach

Aiming for Zero Fatal Traffic
Accidents by 2030

Achieving a Low Rate of Fatal Traffic Accidents in
the United States and Japan
From FYE 2009 to FYE 2019, we carried out an investigationon the number of fatal traffic accidents involving Subaru cars

Subaru Group believes that a car is more than just a means oftransport, but rather a partner that enriches people’s lives by

Subaru has four safety areas. Primary Safety involves design thatsold in the United States and domestically in Japan. In theunderstanding and meeting their expectations.

allows for a good field of vision and does not make the driver orUnited States, Subaru cars have maintained a rate of fatal traffic

Subaru’s DNA comes from our origin as an aircraft maker, andpassengers feel tired. Active Safety is controllability that allows a

accidents that is lower than the average for major selling brands

has a focus on people. We think about what is important todriver to avoid an obstacle that is in front of them, and to continue

in the United States for 10 consecutive years.* Domestically inpeople who use cars, and develop products with the necessary

driving after avoiding it. Preventive Safety refers to pre-crash

Japan, Subaru cars also show a rate of fatal traffic accidents

functions and performance.

breaking, as represented by EyeSight. And Passive Safety involves

that is lower than the average for domestic auto manufacturers“Focus on people. Think about what is important to people whodamage mitigation to protect the driver and passengers in thefor 10 consecutive years.

use cars. And create new value with cars.” We believe that thisevent that an accident does occur. By polishing these four safety

is the SUBARU-ness.

areas, we intend to achieve a low rate of fatal traffic accidents in* These calculations were made independently based on data from the Fatality Analysis
Reporting System (FARS) of the United States and the Institute for Traffic Accident
Research and Data Analysis (ITARDA) of Japan.

Having roots in the aircraft industry, we have, for more than half a

the real world.

century, consistently engaged in automotive manufacturing with

Subaru’s intention does not lie in changing everything automatic,

maximum emphasis on safety performance, attaching particular

but in “Respect what humans are good at and leave what

importance to protecting lives in order to ensure that each andhumans are not good at to automobiles for safe transportation.”every one of our customers experiences enjoyment and peaceWith this idea, Subaru has polished our driver assist technology.

of mind. In our pursuit of vehicle safety performance from all

Going forward, the evolution of advanced driver assistanceperspectives, we are honing our unique safety technologies insystems (ADAS) will make it possible to slow down and avoid

the four areas of Primary Safety, Active Safety, Preventive Safety,

collisions in high-speed zones and on large bends, which isand Passive Safety, plus Connected Safety, based on Subaru’s

expected to be of further assistance in preventing and mitigating

overall safety philosophy, which focuses on delivering the world’s

accidents. At the same time, we still face an issue that aroundhighest standard of safety and peace of mind for all passengers.

30% of fatal accidents primarily caused by the no-fault accidents

Our mid-term management vision STEP describes our efforts

are expected to remain under the current situation.

to enhance safety and peace of mind by setting a target ofFacing these problems, Subaru is aiming to achieve zeroachieving zero fatal traffic accidents by 2030*. As such, we arefatal traffic accidents by 2030 by applying our intelligenceengaged in the development of vehicles that will enable us totechnologies in the fields of Primary Safety, Active Safety,

eliminate traffic accident deaths.

Preventive Safety, and Passive Safety, plus Connected Safety.

* Reducing to zero the number of fatal accidents occurring while a driver or passenger ina Subaru vehicle and the number of fatalities among pedestrians, cyclists, and the likearising from collisions with a Subaru vehicle

EyeSight for 2030 (Japanese version only)

Facts about fatal traffic accidents in the United States(Number of accidents)(Number of

250

SUBARU
Average of major brands
sold in USA

200

150

100

250

23
200

139

122

113

150

101

98

94

93

52

53

2013

2014

104

108

100

110
75

50

72

65

58

2011

2012

69

58

59

2016

2017

0
2008

2009

2010

16

108

2015

Calculated by SUBARU based on FARS data
Fatal accident numbers per one million vehicles in last five years.
Average of 13 major brands sold in USA, including SUBARU (excluding trucks and large SUVs)

50

0

20

Respect for Human Rights

Quality

The Subaru Group’s CSR

Environment

SocialHuman Resources

Customers

CSR Procurement

Making Safe Vehicles

Facts about fatal traffic accidents in Japan

GovernanceAppendix(Number of accidents)

SUBARU
Average of Japanese
car manufacturers

236
200

150

108

231

161 154

221

200

100

121
128

101

116

84
96

8

59

16

2017

85

50

62
75

61

50

0
2008

2009

2010

2011

2012

SUBARU CORPORATION CSR Report 2020

drivers do not have to take their eyes off the road.
Technology: Primary Safety (Japanese version only)

Primary Safety
Subaru’s predecessor was an aircraft manufacturer. With aircraft,

175
145

141

087

GRI Content Index

Social Contribution

Initiatives

250

jor brands

08

Message fromthe President

Contents

2013

2014

2015

2016

2017

Calculated by SUBARU based on ITARDA data (including severe injuries)
Fatal accident numbers per one million vehicles in last five years.
Average of 8 Japanese car manufacturers, including SUBARU (including light vehicles but
not trucks)

it is necessary to pursue “accident-free vehicle” design, as even

Active Safety

a slight error in operation or judgement can cause a severe

For Subaru, “driving” means more than simply delivering

accident. Inheriting the philosophy of safety, Subaru focuses on

enjoyment. It is an important factor in increasing safety.

the primary design such as surface and operation, thereby we

To make it possible to avoid the situation safely if an accident

pursue clear, useful and comfortable space where the driver canoccurs. To be able to drive safely in various weather conditions

concentrate on driving easily.

and road services, the same way as during normal conditions.
Subaru has fine-tuned all the basic functions of a vehicle—driving,■ Visibility Optimized for Every Condition

turning and stopping—to develop vehicles that offer exceptional

Early detection of danger can help avoid accidents. Subaru has

stability and predictable control in the most challenging conditions,concentrated efforts on minimizing blind spots and improving

which makes cars safer and more trustworthy.

visibility even under difficult conditions such as driving in rain orat night.

■ Driving Stability
On the foundation of the outstanding basic performance of■ Optimal Driving Position

the Symmetrical All-Wheel Drive paired with the horizontally-

Optimal driving position allows drivers to move naturally,

opposed engine, Subaru tempers the body and suspension of

reducing fatigue and helping to improve safety and comfort

its vehicles along with employing vehicle control devices thatwhile driving. It also helps the driver to steer the car precisely

increase drivability, creating stable driving that provides peace offor taking evasive action when the risk of an accident occurs.

mind to drivers and passengers.

Subaru’s cockpit is designed to be adjusted so that every driver
can find their optimal driving position.

■ Traceability
Imagine being able to drive into a slippery corner on a snowy■ Intuitive Interface

or rainy day without unpredictable car movement, turn exactly

Drivers can sometimes have a lapse in concentration when

as intended through the corner, and head out of the cornerchecking the navigation screen or adjusting the air conditioning.

smoothly. Subaru includes a number of functions that makeTo prevent this from happening, Subaru has designed ansmooth cornering a reality.

interface layout that is easy to use. For example, the navigation
screen is placed so that the driver does not need to shift theirline of vision too far, while the air conditioning system and audio
controls use switches that allow for intuitive operation so that

Message fromthe President

Contents

Respect for Human Rights

Quality

The Subaru Group’s CSR

Environment

SocialHuman Resources

Customers

CSR Procurement

Making Safe Vehicles

GovernanceAppendix

088

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

■ Braking Performance■ Collision Avoidance Support■ Improving Visibility

Braking performance is directly related to a car’s safety, particularly

Pre-crash brakes are aimed at collision avoidance by using

Smart Rear-View Mirror supports safely checking behind the car,its risk aversion capabilities. Subaru goes beyond polishing suchautomatic (damage reduction) braking. Reverse brake assist isand Front and Side-View Monitor reduces blind spots. These

performance, also placing great focus on peace of mind. Brakes

designed to avoid collisions when driving in reverse. AT Forward

reduce the diver’s blind spots, and assist with safe driving.

that provide peace of mind work as predicted every time. Subaru

Throttle Error Control and AT Reverse Throttle Error Control

repeatedly tests in all environments and on all road surfaces instop sudden jumps caused by operating the shift lever and theour quest to deliver brakes that are easy to operate regardless ofpedals. Through these and other technologies, Subaru supports

weather and that react quickly at the critical moment.

the avoidance of collisions and protects the safety of drivers.

Technology: Preventive Safety (Japanese version only)

Passive Safety
Since the time of “Subaru 360” when we launched mass

■ Reducing Operating Burden

production, Subaru has positioned safety as one basic function

Subaru reduces the burden of operation, supporting a safe,that cars should have. Also, we have been performing our

comfortable driving experience.

own original damage mitigation tests that include protecting

Preventive Safety

An example is EyeSight, which recognizes cars, pedestrians andpedestrians since the 1960s—a time before thinking regarding

Eliminating accidents is the ultimate goal of any car manufacturer.

road lines, and automatically assists with the operation of thedamage mitigation had yet to be fully instilled. Subaru’s damage

Therefore, Subaru has developed the driving support system

accelerator, brake, and steering.

mitigation functions take into consideration not only the driverusing stereo cameras and radar for more than 20 years. We

We ease the burden on drivers with a variety of features. Touring

and passengers, but also pedestrians. They have received highhave created advanced safety technologies, including EyeSight.

Assist greatly reduces operation burden in situations ranging

evaluations both in Japan and around the world.

Subaru continues to evolve to enhance the peace of mind andfrom the stress of traffic congestion to fatigue from high-speed

enjoyment of all people whose lives involve cars.

cruising, and Advanced Adaptative Cruise Control maintains■ New Ring-Shaped Reinforcement Framea safe preset distance from other vehicles. Active Lane Keep

Subaru has a uniquely safe body design. In the cabin, the pillar■ EyeSight Core Technology

maintains vehicle position in the center area of the traffic lane

and frame combine to form a “cage.” The purpose of this is to

EyeSight’s main feature is that it allows for extra awareness andand controls deviations from the traffic lane, while the Alarm andprotect from deformation regardless of the angle from which

control through “stereo cameras.” The cameras always monitor

Warning Feature detects vehicle wobbling or deviation from thethe vehicle is struck. A relatively crushable zone is provided to

the forward direction. They can not only measure the same

traffic lane and alerts the driver.

disperse and absorb the shock of a powerful impact. This gives

Technology: Active Safety (Japanese version only)

distance as a person’s eyes, but can also distinguish between

Subaru vehicles high collision absorption performance againstcars, pedestrians, and road lines. It boasts high cognition■ Support for Safe Driving

performance with its wide viewing angle and vision range as well

“Subaru Rear Vehicle Detection” uses sensors placed on the rearas color recognition that perceives brake lights. Based on thatof the car frame to alert the driver to vehicles approaching frominformation and the state of the vehicle’s operation, the software

behind. Adaptative Driving Beam controls the range illuminatedwhich functions as the “brain” determines the necessary controls,

by high beam headlights, and High Beam Assist increases

and executes controls in a manner that fits the situation as thevisibility and safety when driving at night by toggling high beams“hands and feet” in each vehicle unit. Leveraging the potential

on and off automatically, depending on driving conditions.

of the stereo cameras with help of various types of sensors,

Through these features, Subaru supports safe driving.

EyeSight achieves advanced driving support in every situation.

impacts from any direction.

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Environment

SocialHuman Resources

Customers

CSR Procurement

Making Safe Vehicles

GovernanceAppendix

089

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

■ Front-end/Rear-end Collisions■ Protecting Pedestrians

Connected Safety

Even small components can become as deadly as weapons

Subaru strives to protect not only our drivers and passengers,

We use connection technology and data based on Subaru’s fourwhen receiving the powerful force of a collision. Based on that

but also pedestrians. For example, our horizontally-opposed

safety areas of Primary Safety, Active Safety, Preventive Safety,

fact, Subaru equips its vehicles with a horizontally-opposedengines have a wide energy absorption space between the front

and Passive Safety, and develop new technologies and services

engine, which has the advantage of being able to effectively

hood and engine unit. This reduces damage from being struck

to further pursue safety. Subaru’s mass market car models areabsorb the energy from a collision. During a front-end collision,by the top of the hood, which is a highly probable head injury

equipped with the Driver Monitoring System, which attentively

not only can it easily slip under the floor, but the frame thatfor pedestrians. Furthermore, our cars are designed to absorb

watches over the state of the driver. It detects when the driverabsorbs the shock can extend symmetrically as well as straight.

the shock from components such as the hinge and hood stay.

looks away or shows signs of sleepiness, and sends an alert.

Each component of the cabin is made of shock absorbing

Subaru’s four safety areas, which take into consideration all

Going forward, we will couple it with various controls.

materials in order to protect lives.

forms of safety, can be found in all of our designs and initiatives,
such as becoming the first Japanese automobile manufacturer
to install Pedestrian Protection Airbags.

■ Front-end/Offset Collision/Rollover
To protect the driver and passengers during a side collision, an
extremely rigid side door beam is installed in the door. In addition■ Safety Recognized around the Worldto that, the new high-rigidity Ring-Shaped Reinforcement Frame

Subaru’s damage mitigation features have received high evaluations

protects the cabin space during a collision or rollover. Further,in safety assessments from countries all around the world.

several kinds of airbags and energy absorption materials line theentire car, protecting every person inside the cabin.

Technology: Passive safety (Japanese version only)

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Environment

SocialHuman Resources

Customers

CSR Procurement

Making Safe Vehicles

Car Assessments

GovernanceAppendixSocial Contribution

Assessment
organization

Assessment

Subaru undergoes safety performance testing and assessmentof public organizations in and out of Japan including JNCAP in
Japan, IIHS*1 in the U.S., EuroNCAP*2 in Europe, and ANCAP*3

Preventive Safety Performance
Assessment: ASV+++

Foresterin Australia, and has gained the highest rank of assessment in
JNCAP, Japan

most of them.
In FYE 2020, the Forester received a performance test (nostreet light) for the collision damage reducing braking control
device (pedestrian, nighttime) in the JNCAP preventive safety
performance assessment, and again won the highest rating
Advanced Safety Vehicle Triple Plus (ASV+++) rating.
*1. Insurance Institute for Highway Safety*2. European New Car Assessment Programme: a program for publishing vehicle safety
information conducted in Europe.
*3. The Australasian New Car Assessment Program: a safety assessment program that has
been provided by an independent organization composed mainly of the transportation
authorities of Australia and New Zealand since 1993.

2020 models of the Outback(built after October 2019),
Legacy, Forester and Crosstrek
Hybrid.*1

2020 TSP+ award*2
IIHS, U.S.

2020 models of the Ascent (withspecific headlights), Crosstrek,
Impreza (sedan and 5-door) andWRX (all with optional EyeSight
and specific headlights).*1

2020 TSP+ award*2
IIHS, U.S.

Five-star Evaluation in 2019

Forester

090
SUBARU CORPORATION CSR Report 2020

FYE2020 Commendations
Assessed automobiles

GRI Content Index

Euro NCAP, Europe
Best in Class Award, Small OffRoad/MPV classEuro NCAP, Europe*1 U.S. models only.
*2 In the IIHS’s publication of vehicle safety information, TOP SAFETY PICK (TSP) award
is given to vehicles that earned the rating of “Good” in all test results including theOffset Frontal Test, the Driver-side Small Overlap Front Test, the Passenger-side Small
Overlap Front Test, the Side Crash Test, the Rear Impact Test and the Rollover Test the
rating of “Acceptable” or higher in and the Headlight Evaluation, as well as the rating of“Advanced” or higher in the Front Crash Prevention Test. In addition to these ratings,
vehicles which have been installed the headlights which earned the rating of “Acceptable”
or higher in the Headlight Evaluation as a standard equipment are awarded the TOP
SAFETY PICK+ (TSP+).

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Environment

SocialHuman Resources

Customers

CSR Procurement

Making Safe Vehicles

GovernanceAppendix

091

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

IN THE 1980s & 1990s

Safety Is Our DNA

Ensuring Safety for Drivers and Passengers■ Legacy Launched. Development of Driving
Support Systems

Having roots in the aircraft industry, the Subaru Groupconsiders safety to be the most important feature underpinning
automobiles. Since the launch of Subaru 360 more than halfa century ago to this day, Subaru has engaged in automotive
manufacturing with a philosophy of “All-Around Safety” andmaximum emphasis on safety performance.
Subaru 360

Our flagship Legacy model set a world speed record in January
1989 for 100,000 km of continuous driving, demonstrating
both reliable driving performance and mechanical endurance.
Furthermore, Subaru commercialized Active Driving Assist (ADA),a driving support system using stereo cameras which was thepredecessor of our current EyeSight technology.

SINCE 1917

SINCE 1970

Ensuring Safety for Pilots

Ensuring Safe Driving, Turning, and Braking

IN THE 2000s & 2010s■ Our DNA of Safety is Inherited from Aircraft Development■ Developing Proprietary Technologies for Enhanced
Driving Safety

Ensuring Safety for Everyone

At the core of Subaru’s safety development expertise lie
traits acquired from developing aircrafts. With aircraft, theimplementation of ideas and countermeasures within thevehicle’s basic structure prevents the onset of danger. One
indispensable safety feature of smaller aircrafts is the ability forthe pilot to be able to secure an all-around unobstructed lineof sight. This approach to safety has not diminished even after
Subaru moved into automobile manufacturing.
SINCE 1960

Fundamental automobile performance in terms of driving,turning, and braking differs significantly depending on thelocation of the center of gravity and the type of drive train. A
low center of gravity and a drive train that delivers power to allof the wheels give constant stability when driving. In 1966, welaunched the Subaru 1000–a FWD vehicle with a horizontallyopposed engine–and, in 1972, the 4WD Subaru Leone. Since
that time, Subaru has continued to pursue safe and stable
driving performance with our proprietary technologies.

Ensuring Safety for Drivers■ Going ahead of the Times: Developing a Vehicle Body for
Collision Safety Based on All-Around Safety
Subaru 360 had played an important role in expanding the
popularization of automobiles during the period of high economic
development. Subaru has dedicated itself to developing vehicle
bodies for collision safety following the principle of All-Around Safety–
effectively absorbing shock from collisions in all directions andprotecting the driver and passengers with a cabin structure of robust
strength–since that period. Subaru pushed forward independent
research on car body structure and how it affects human body, andpursued superior collision safety technologies ahead of the times.

Horizontally-opposed engine(Boxer engine)

AWD

4WD Subaru Leone

Subaru 1000

■ Commercialized EyeSight
Made the Latest Advanced Safety Features Standard
Equipment on All Vehicles
Subaru commercialized our EyeSight technology, featuring
stereo cameras constantly surveying the area forward of thevehicle and warnings and pre-crash braking functions for
mitigating damage from accidents. In 2017, we began fitting
vehicles with the new Touring Assist function, extending theminimum speed at which Lane Keep Assist can operate from60 km/h to 0 km/h. Moving forward, Subaru is engaging indevelopment for even more leading-edge technologies.

Message fromthe President

Contents

Respect for Human Rights

Quality

The Subaru Group’s CSR

Environment

SocialHuman Resources

Customers

CSR Procurement

Making Safe Vehicles

GovernanceAppendix092

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Initiatives in the Aerospace BusinessIn recent years, reduction of CO2 emissions has becomea major environmental issue on a global basis, and thisalso encompasses aircraft. At the same time, electrification
has garnered attention as a way to reduce environmental
burdens. The Aerospace Company is active as a Steering
Committee member of the Electrification ChaLlenge
for AIRcraft (ECLAIR) Consortium, spearheaded by theJapan Aerospace Exploration Agency (JAXA), a national
research and development agency. The Company has
also formulated a future vision for the electrification of
aircraft and created a technology roadmap with the goalof developing electrification technology that will drasticallyreduce environmental burdens, such as CO2 emissions.
Also, with the “Roadmap towards Air Transportation
Revolution” announced by the Ministry of Economy, Tradeand Industry in December of 2018, Japan is increasing its
momentum for a major advancement toward the developmentof flying cars. However, it is necessary to generate rules,

including a great deal of legislation, to ensure traffic safety
in the sky. Subaru is proposing a public and private sector
conference to consider the creations of these rules.
Also, drones are seeing a remarkable rise in use recently. To
improve safety, we are working on joint drone developmentwith the New Energy and Industrial Technology Development
Organization (NEDO), a national research and development
agency, and four other organizations. Also, we succeeded●

Cooperation
Bringing together
other fields
Aviation industry● Planning and development ofaircraft

JAXA
Electric propulsion system
Aerodynamics, structure,controls● Surface and flight
experiments●●

Flight demonstration for unmanned aircraft

in a flight demonstration for our technology that allows
unmanned aircraft to automatically avoid danger, even intimes of emergency. The test was conducted off the coast of
Mikawawan from December 16 to 24, 2019, with cooperationfrom Aichi Prefecture, Toyokawa City, and Tahara City.
Going forward, Subaru will continue working on initiatives toensure the safety of airspaces.

Electric aircraft industry, material andcomponents industry, others● PElectrification components(Batteries, power electronics, motors)● Peripheral technologyT est of technology that allows unmanned aircraft to automatically avoid danger (Japanese version only)© 2020 JAXA,All Rights Reserved

Electrification ChaLlenge
for AIRcraft (ECLAIR)
Consortium

Electrification of passenger planes
Ultra-low fuel consumption,
Reduction of CO2 emissions
Achievement of emission-free aircraft

Steering Committee Members
IHI Corporation
Japan Aerospace Exploration Agency
Kawasaki Heavy Industries, Ltd.
Ministry of Economy, Trade and Industry
SUBARU CORPORATION
Japan Aircraft Development Corporation
Hitachi, Ltd.
MITSUBISHI HEAVY INDUSTRIES AERO ENGINES, LTD.
Mitsubishi Electric Corporation

Electrification ofsmall aircraft● Electrification ofequipment●

Observers
ALL JAPAN AIR TRANSPORT AND SERVICE ASSOSIATION CO., LTD.; The Society of Japanese
Aerospace Companies; Civil Aviation Bureau of the Ministry of Land, Infrastructure, Transport andTourism; New Energy and Industrial Technology Development Organization; The University ofTokyo; Air Systems Research Center of the Acquisition, Technology & Logistics Agency; Ministryof Education, Culture, Sports, Science and Technology

Industry + Academia + Governmentx
Next Generation AeronauticalInnovation Hub Center(JAXA Aeronautical
Technology Directorate)

Practical applications
outside the aviation fieldContents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

093

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Human Resources
Regular Reviews and Career Development

Human Resource Development

Training and Education

Our Approach to Human Resource Development

Our Approachevaluated. In addition, under the goal management system,

The Subaru Group aspires to grow “from a company making

Subaru has positioned human resource development as an

all Subaru employees have an interview four times a year (forthings, to a company making people smile,” as upheld as theextremely important element of our efforts to achieve STEP.

goal setting, interim confirmation, outcome confirmation, andgoal of the STEP mid-term management vision, and to become

To help employees remain motivated to achieve their own

evaluation sharing) and the supervisors and subordinates agree

a company that is trusted by customers and other stakeholders.

professional development, Subaru utilizes the personnel system,on the challenges necessary for growth.

We believe that the key to realizing this is the entire workforce of

which consists of occupational skill certification programs, aBoth men and women are treated appropriately and there is no

the Subaru Group.

performance appraisal system, a goal management system,

gender gap in the basic salary.

To achieve STEP, the Subaru Group will work to provide an

and personnel rotations, as well as the education and training

environment that enables all employees to both grow and feelsystems, as a tool for the development of human resources.

Programs for Upgrading Skills

pride in their work, and will reform the corporate culture to create

In addition, Subaru’s affiliated companies in Japan and overseas

Subaru has put in place a wide-ranging training system to

a company that is open to new ideas so that each and every

promote initiatives in accordance with the business domain of

enable all employees to fulfill the roles required of them at each

employee can readily contribute their thoughts and opinions.

each company and regional characteristics.

qualification level.

Through the operation of the personnel system, each employee’s
job outcomes and performance levels for skills are objectively

By empowering employees to exert their full potential towardenhancing the appeal of the Subaru brand, we will continue to

Education and Training System Chart

boost the Group’s corporate value.

Rank-specific Education

Career plan
training

Manager Class

Mid-level/
Regular
Employee

Newly
appointed
personnel
training

Managerial
TalentDevelopment

Education by Job Skill

Globally
Focused Talent
Development

Training for
selected staff

Professional
programs

Support for
attendingbusiness school

New employee training (after starting official employment)
New hires
New employee training (before starting official employment)

TOEIC/mindset

Self-development
SupportTraining at eachbusinesssite/official
certification
supportContents

Respect for Human Rights

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Human Resources■ Rank-specific Education
Rank-specific education takes the form of newly appointed
personnel training, which is provided to all employees at thetime of promotion and tailored to their qualifications. Subaru has
established programs that facilitate growth through practice andreflection to enable employees to assuredly demonstrate theabilities required for each qualification. For regular employees,these mainly focus on problem-solving, while for mid-leveland manager class employees, they include human resource
development and leadership. In FYE2020, about 2,000
employees took and completed these programs.

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based on a program of skills education. A leading example ofthis is the Subaru Technical School (STS), which opened in 2006
with the goal of training young technicians to become future
leaders. At the STS, trainees learn technical expertise and skills
according to their rank.
In FYE2020, 655 employees took and completed the courses,
bringing the cumulative total of successful trainees to 5,511.

Voice

Comment from a Trainee at STS
The instructors were patient and enthusiastic in teaching us
inexperienced people, and I was able to acquire knowledge andskills that we could apply immediately in the workplace. I will
not waste the knowledge and skills I learned at the STS but will
work more diligently as an employee of a traditional company tomake vehicles that our customers can drive with peace of mind.

■ Managerial Talent Development
Subaru offers training for selected mid-level and manager
class employees with the aim of continually fostering the next
generation of managerial talent.
■ Education by Job Skill
Subaru has established an in-house training program called
the “professional program,” which employees are encouraged
to apply to in order to improve their business skills and acquire
new ones. Subaru also offers support, mainly for mid-level
employees, to attend business school.

Seita Matsui
Fifth Painting Section,
Second Production Department,
Manufacturing Division

Basic skills training at STS

Overview of Skills Training Programs

Subaru Skills Improvement Programs■ Globally Focused Talent Development

Improving skill levels

Subaru has developed programs focused primarily on improving
foreign language skills and encourages wide-ranging skills
development tailored to the challenges and operational needs ofindividual employees.

Clarifying skill
levels requiredStandards for skills
qualifications

Initiatives to Transfer Skills
The transfer of skills at Subaru involves cultivating talented
individuals capable of safely and efficiently making high-quality
products by improving their ability to adapt to change, their ability
to standardize and sustain that standardization, and their ability toachieve further enhancements through continuous improvement.
At the Gunma Plant, we are systematically cultivating technicians

Transmitting skills

Acquiring basic skills
Skillcertification

Vocational
training
schoolSTS
education

Enhancing OJT

In-house heat
for theNational Skills
Competition

Face to Face sheet
goal management system

Skillsassessment

Passing on the
know-how of highly
proficient technicians

Intensive skills
training requiring
intuition and skills

Passing on criticalskills for
manufacturing

Know-how transmission course

Special skills transmission course

Cultivating competitors in the
National Skills Competition for
Young PeopleContents

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Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

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Human Resources

Diversity
Our Approach
For the Subaru Group to continue offering customers the uniquevalue of the Subaru brand, Subaru employees need to be able toexert their unique talents informed by their own personal values
and characteristics. This is why Subaru values the differencesin gender, nationality, culture, and lifestyle among its employees
and strives to create workplace environments where everyone
can make a meaningful contribution.
In addition, Subaru’s affiliated companies in Japan and overseas
promote initiatives in accordance with the business domain ofeach company and regional characteristics.

Management System
The Diversity Promotion Office leads the efforts of the Subaru
Group in relation to diversity. The Office has designated“supporting female employees to take on more active roles,”“promoting the employment of people with disabilities,”“promoting the reemployment of post-retirement age workers,”and “promoting the recruitment of non-Japanese workers” aspriority themes. Among them, Subaru has placed particularemphasis on efforts to support and empower female employees.

Initiatives■ Empowerment of Female Employees
Subaru is promoting initiatives for the empowerment of female
employees, mainly by supporting employees in their efforts to balance
work and childcare and in their pursuit of career development.
Subaru set itself the target of increasing the number of female
managers by five times the 2014 level in 2020, and achieved
this goal in 2019, a year ahead of schedule. Subaru is further
strengthening its efforts aimed at developing female managers
by setting a new target to increase the number of female
managers to 12 times or more the 2014 level by 2025.
To support career development, Subaru has conducted a wide
range of initiatives, including the mentor system and the careerdevelopment training for female team leaders. We believe

GovernanceAppendix

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that sharing development plans with supervisors of female
employees is indispensable for the career development of female
employees, and each year we provide opportunities for thesupervisors to discuss such plans with the Human Resources
Department. In FYE2020, sessions to share development
plans were held for general managers in all developmentrelated departments, where the participants confirmed thepromotion of a training-based development policy. In FYE2021,
we will introduce a new career vision training program forfemale employees in their 20s with the aim of fostering careerawareness among women at an early stage of their careers.
We will further strengthen our efforts to create a workplaceenvironment in which they can plan their own career paths andmake a meaningful contribution on a level playing field.
In addition, we conduct interviews with employees returning towork after childcare leave to support the early resumption of
their full roster of duties. Our aim is to ease their anxiety aboutbuilding a career while balancing work and family responsibilities
and to foster their career awareness.
In the future, Subaru will further strengthen job rotation, whichhelps female employees to expand their work horizon anddevelop themselves to a greater degree.

as the relocation of their spouse. From the introduction of thesystem in 2009 to March 2020, 11 employees have returned towork at Subaru using this system.

Employment of People with Disabilities
Subaru strives to create workplace environments in whichpeople with disabilities can truly shine. To achieve this goal,
Subaru leverages the ideas and opinions of our employees withdisabilities and their family members.
As of April 2020, Subaru has 291 employees with disabilities,
mainly engaged in manufacturing work, and the percentage of
employees with disabilities is 2.3%*1.
In FYE2020, Subaru held study group sessions for personnel incharge of hiring people with disabilities at our affiliates in Japanto share awareness toward achieving the legally prescribed rateof employment of people with disabilities on a groupwide basis.

Number of Female Managers (Subaru non-consolidated)
2014: 4 managers
2020: 22 managers (as of April)
The height of automatic door switches
and work stations is set at a level that isconvenient for those using wheelchairs

Status of Female Employees (Subaru non-consolidated)
FYE2020
Proportion of female employees

7.1%

Proportion of female managers

1.9%(Breakdown) General managers
and equivalent
positions

1.3%

Managers andequivalent positions

2.0%→ Supporting Balance between Work and Childcare

Supporting Reemployment
Subaru has also established a reemployment support system for
employees who resigned for reasons beyond their control, such

Employment of People with Disabilities
April
2016

April
2017

April
2018

April
2019

April
2020

Number of employees withdisabilities (person)*2

247

261

269

280

291

Employment rate of people
with disabilities (%)

2.13

2.17

2.28

2.30

2.30

*1 Including the number of employees with disabilities at Subaru’s specified subsidiarycompany.
*2 According to the method of calculation specified in Act on Employment Promotion
etc. of Persons with Disabilities, one person with severe disabilities is counted as two
persons with disabilities.

Contents

Respect for Human Rights

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Quality

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Environment

SocialCustomers

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Human Resources■ Universal Design Initiatives
In order to ensure compliance with the Guidelines for theCreation of Comfortable Working Environment*, Subaru makes
improvements to the working environment, work methods,
environmental facilities and others in an organized and planned
manner. We also proactively adopt universal design for ourfacilities, aiming to make the breakrooms, restrooms, smoking
areas and cafeterias barrier-free, thereby providing all employeeswith comfortable workplaces.
Subaru has adopted universal design for the entry/exit gates,
restrooms and other facilities of the West Main Building of the
Gunma Plant, as was done at the head office.

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quality. As a company that helps individual employees to “bloom
like flowers,” SBC will strive for the stability of management, foster
employment, and make local contributions.

Certificate of Supporter Company for Employment of People with
Disabilities issued by Gunma Prefecture* “Guidelines for the Creation of Comfortable Working Environment” as stated in the
Industrial Safety and Health Act of Japan

Reemployment Rate (for Subaru on a non-consolidated basis)
FYE

Applicants for
Reemployed
Retirees
reemployment(Persons)(Persons)(Persons)

Reemployment
rate

2017

114

98 (of whom 29 were
98 reemployed by Group
companies)

100

2018

108

83 (of whom 21 were
83 employed by Group
companies)

100

2019

107

86 (of whom 27 were
86 employed by Group
companies)

100

2020

164

130 (of whom 40 were
130 employed by Group
companies)

100

Reemployment of Retirees

Entry/exit gates through which people inwheelchairs can also pass(West Main Building, Gunma Plant)

Parking for wheelchair users(West Main Building, Gunma Plant)

Subaru introduced the Senior Partner Program and the Senior
Staff Program with an eye to helping solve employment problems
faced by employees after retiring at the age of 60 and to makemore effective use of human resources. We have reviewed
the programs to proactively utilize the experience and abilities
of retired employees for the education of younger employees
and to pass down the skills possessed by the retirees to future
generations. As a result, all those who want to be reemployed
can now work for Subaru and other Group companies.
In FYE2020, the number of employees aged 60 and older
totaled 461.

■ Specified Subsidiary Company SUBARU Bloom Co., Ltd.
SUBARU Bloom Co., Ltd. (SBC) proactively employs people withdisabilities. As of April 2020, 69 employees and 18 instructors
engage in the cleaning service provided by SBC to Subaru’s
dormitories and plants. As a company proactively employing
people with disabilities, SBC has registered with the “Supporter
Company for Employment of People with Disabilities” program
implemented by Gunma Prefecture’s Department of Employment
Support for People with Disabilities.
In FYE2020, SBC widely accepted study visits by local people andalso introduced its initiatives to those in charge of the employmentof students by companies at two neighboring special education
schools. SBC will continue to expand its network for theemployment of people with disabilities while working to stabilize
the management of the company and improve its operational

Number of Employees Aged 60 and Older(Persons)

500
400

461
379

415

376

377

2018

2019

300
200
100
0

2016

2017

2020 (FYE)

Employment of Non-Japanese Employees
Subaru employs non-Japanese new graduates and mid-career
workers as regular and temporary employees regardless of theirnationality.
In order to help non-Japanese employees to deepen theirunderstanding of their work, we prepare our safety and quality
policy-related documents, work manuals, and other documents
in multiple languages. At the Gunma Plant with lots of nonJapanese employees, we have stationed interpreters in English,
Portuguese, Tagalog, Spanish, Chinese and other languages at
each of the facilities to foster communication between Japaneseand non-Japanese employees.
Moreover, we provide Japanese employees with opportunities
to receive language training and engage in overseas training,
thereby helping them to enhance their ability to communicate
with people from other countries and understand culturaldifferences. These initiatives contribute to revitalizing thecompany and securing human resources in a stable manner.
As for foreign trainee workers, we basically provide them witheducation on safety and quality under the Technical Intern
Training Program and also implement other measures to develop
them into human resources who can utilize their abilities for theirown countries after returning home.
Our overseas sites and affiliated companies independently
employ human resources and work to secure human resourcesin line with their own policies and business details.

Message fromthe President

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Quality

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Regular Employment System for Temporary Workers
Subaru has a regular employment system for temporary

GovernanceAppendixSocial Contribution

Occupational Health and Safety

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SUBARU CORPORATION CSR Report 2020

Basic Health and Safety Policy

regular employment to temporary workers who want to become

Our Approach

regular employees and whom we have comprehensively

Subaru regards occupational health and safety as a criticaljudged to be qualified to take the examination based on the

management issue, and our Health and Safety Philosophy isrecommendations from their workplaces and other information.

“Subaru makes health and safety the first priority in all our work.”

With the aim of reducing industrial accidents, traffic accidents,
diseases, and fires and other disasters to zero, every individual
will strive to create a safe, comfortable workplace through efforts
to improve facilities, environments, and work methods, andto enhance management and awareness, based on a sharedrecognition of the importance of health and safety.

This system contributes to increasing the motivation and vigor of

Further, in addition to our Basic Health and Safety Policy, each of

Established April 2002 Central Health and Safety Committee

temporary workers. For nine years from FYE2012 to FYE2020,

the Subaru Group companies in Japan and overseas establishes

a total of 1,334 temporary workers became regular employees

their own occupational health and safety policies in line with theirunder the system.

business details, regional characteristics, and local laws andManagement Systemregulations, and implements initiatives based on the policies.

Subaru established the Central Health and Safety Committee,
which is composed of members from management (the director
in charge of health and safety and the manager in charge of onsite health and safety) and from the labor union, with a view toprotecting employees from industrial accidents and illness andimproving the working environment. The committee is chaired by
the director, and its vice-chairperson is elected from labor union
members. It holds a meeting three times a year.
The Central Health and Safety Committee engages in discussions
on themes such as the following: the Basic Health and Safety
Policy; identification and elimination of the risks that may cause
industrial accidents; assessment and minimization of risks;
investigation into industrial accidents and the causes of industrial
diseases, and countermeasures against them; improvement of theworking environment; health and safety education; road safety;
and fire prevention. Moreover, based on the Basic Health and
Safety Policy, the Site Health and Safety Committee discusses the
specific initiatives to be implemented at their own sites, and raises
awareness about the Policy among all on-site employees, including
non-regular employees and also employees of affiliated companies.
In addition, we have stationed industrial physicians, registerednurses and public health nurses across the company to promote
occupational health and safety for employees.
As for affiliated companies under the control of the Site
Health and Safety Committee, we provide them with related
information, as necessary for the promotion of their occupational
health and safety activities.

workers. We offer an opportunity to sit for an examination for

Number of temporary workers who
became regular employees
FYE

Number of those
who became regular
employees (persons)

2012

81

2013

164

2014

118

2015

137

2016

181

2017

112

2018

113

2019

205

2020

223

Yajima Plant, Gunma Plant

Health and Safety
Philosophy
Subaru makes health andsafety the first priority in all of our work.
In line with the Corporate Philosophy, we consider occupational
health and safety to be a critical management issue. Our Healthand Safety Philosophy is “Subaru makes health and safety the firstpriority in all of our work.”
Based on this philosophy, all managers and employees work toensure health and safety in their workplaces while continuously
striving to make working environments more pleasant andcomfortable for all.

Health and Safety Philosophy

Message fromthe President

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Human Resources

Health and Safety Organization Chart•

Representative Director
and President
Executive Management
Board Meeting
Central Health and
Safety Committee

Tokyo Office
Health and Safety
Committee

Gunma Plant
Health and Safety
Committee

Aerospace
Company Healthand Safety
Committee

At the start of every fiscal year, each of our sites holds the
Health and Safety Kickoff Meeting, where the head of the site
communicates the health and safety policies for the fiscal year
to workplace leaders so that all employees can share the healthand safety activity targets and plans as a unified team and raise
their awareness about the prevention of industrial accidents,
road safety and health management.
■ Prevention of Industrial Accidents
Wearing of the safety declaration badge

In order to raise their safety awareness, all Subaru employees
wear the safety declaration badge, on which it is clearly stated,“I always check for safety before performing any action.”

Safety declaration badge

Social Contribution

Promoting the practice of pointing and calling

For the prevention of mistakes and human error, we urge
employees at all our sites to practice pointing and calling at thecrosswalks and other places on the premises as the basis foroccupational health and safety, thereby raising their awarenessabout the importance of safe behaviors and increasing theaccuracy of their safety checks.

In order to prevent employees from getting involved in any traffic
accidents while working, commuting or spending their privatetime, we are implementing a range of measures as follows:• Conduct awareness-raising activity, including introducing thecases of past accidents and showing a video on road safety,
before the start of a long vacation, targeting all employeesof the Automotive Business and the Aerospace Company,
many of whom commute by car.
• Organize a lecture by the chief of the local police station to
improve employees’ driving manners.
• Provide new employees with hands-on education using
training institutions.
• Conduct psychological driving aptitude tests and use a driving
recorder to help employees recognize their driving habits.
■ Health Promotion
Subaru is fostering employees’ health promotion measures
along with occupational health and safety activities so that all
employees can work healthily, soundly and vigorously, takeon challenges and achieve growth, believing that the healthof employees and their families is essential for all its business
operations. In 2020, we established a department dedicatedto health promotion, and stationed public health nurses andclinical psychologists at all our sites for employees to easily gethealth-related advice at their sites. We inform employees of theavailability of the consulting service via the intranet. Also, in theactivities conducted by the Health Promotion Subcommittee
since 2018 under the control of the Central Health and Safety
Committee, staff in charge of industrial health and those in chargeof personnel affairs work together to visualize issues related tohealth, while implementing measures against smoking as well asa lifestyle improvement program in consideration of employees’
work styles, receiving advice from industrial physicians.
Subaru will continue to conduct health promotion activities for its

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employees and their families.
In order to support the physical and mental health of employees,
Subaru is taking two-pronged approach. Specifically, we work toprevent the onset of lifestyle-related diseases among employees
to support their physical health and also strive to prevent theonset of mental illness to support their mental health.
•

Initiatives•

Appendix■ Road Safety

Cross-Company Healthand Safety Committee

Head Office
Health and Safety
Committee

GovernancePrevention of lifestyle-related diseases

By encouraging employees to undergo regular health checkups, weare striving to promote early detection of lifestyle-related diseases
among employees and help those suffering from the diseases torecover. We also collect data about employees with some signsof these diseases, including numerical data, to help them improvetheir lifestyles and prevent the outset of the diseases.
(1) Measures to increase the rate of employees who undergo
regular health checkups and encourage them to takereexaminations as necessary
We work to have all employees undergo regular healthcheckups by flexibly providing them with options in
consideration of their workplaces and work situations. For
those who need to take reexaminations, we share part ofthe cost. We also provide those diagnosed to have a highhealth risk with advice from public health nurses and givethem necessary instructions to raise their health awareness.
(2) Activities to encourage employees to do physical exercise
and improve their dietary habits
We are implementing a total health promotion plan
(THP) and various other physical exercise programs for
employees, while also holding seminars to help them
improve their dietary habits.
(3) Measures against smoking
We are implementing measures to completely separatesmoking areas from non-smoking areas on our premises
and to reduce the rate of smokers among employees.
In order to prevent passive smoking, we are relocating
the indoor smoking areas to outside the buildings andconducting awareness raising activities for the complete
separation of smoking and non-smoking areas at all
our sites. Also, we are working to reduce the rate ofsmoking employees to 25% by 2025. To this end, we
have designated two or more “non-smoking days” permonth and have been conducting an event in which
employees’ “lung age” is measured as well as an eventin which employees can enjoy collecting stamps by

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

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Human Resources

walking without smoking during the lunch break. We alsoestablished internal clinics to help smokers stop smoking
and are cooperating with the health insurance association
to encourage smoking employees to meet the challengeof quitting smoking. Moreover, we give financial support toemployees who visit external clinics to stop smoking. We
are thus conducting a range of activities against smoking.
(4) Increasing employees’ health awareness at the canteens
At all our canteens, we provide healthy dishes prepared under
the supervision of registered dietitians so that employees canenjoy meals rich in vegetables. We also provide law-salt, lawfat, high-protein and low-sugar dishes alternatively from day
to day, with a view to helping employees raise their healthawareness by eating at the canteens.

Healthy dishes prepared under thesupervision of registered dietitians•

Prevention of mental illness

We are implementing “selfcare” and “line care” measures for theprevention and early detection of mental illness among employees.
Specifically, we help employees detect their own mental stressand deal with it through “selfcare,” and request their managers
to give them instructions and advice individually and improve theworkplace environment as “line care.”We also proactively support employees who took leave due tomental illness when they return to their workplaces.
(1) Selfcare
We include selfcare training and a stress check in the levelspecific collective training provided to employees, so thatparticipants can learn how to self-manage their mental
health. We also provide new employees with internet-based
cognitive behavioral therapy (iCBT) training and make acounseling service by industrial physicians and clinicalpsychologists available to employees.

GovernanceAppendix099

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Social Contribution(2) Line care
We published the mental health manual for managers andhave included line care training in the collective training for
managers, give feedback about the results of collective
analysis of employees’ stress checks, and dispatch
public health nurses to our workplaces with high healthrisks to make improvements through the exchange of
opinions between the nurses and the managers. For the
departments engaging in technological development, wefoster workplace improvement activities in which employees
themselves voluntarily work to revitalize their workplaces,
promote management systems that attribute importance toindividual employees’ engagement and to increasing theirwork motivation, and enhance bidirectional communications
between managers and their subordinates. These measures
are contributing to preventing the onset of mental illness andthe prolongation of such illness period among employees.
(3) Return to work program (for return to work on a trial basis
and gradual return to full-time work)
We are implementing this program for employees who havebeen taking leave to return to their workplaces smoothly,
under which our industrial health staff and the personnel
department collaborate to support such employees in
returning to work on a trial basis or gradually returning tofull-time work.
In addition, we hold health seminars for female employees todeal with the health concerns that they may have when facing
their life events. According to the results of the post-seminarquestionnaire surveys, 95% or more of participants are satisfied/nearly satisfied with the seminars. We are thus dealing with theconcerns of female employees and supporting them in working
with smiles on their faces.

“Ii-neko (good cat),” which won the grandprize in the employees’ competition for ahealth promotion mascot character held aspart of the workplace improvement activity

Health seminar

SUBARU CORPORATION CSR Report 2020

■ Industrial Accidents
As for industrial accidents and close calls that happened at oursites and affiliated companies, we comply with the following rule
for the prevention of similar incidents at the sites: the departmentthat has faced the incident shall disclose related information
to other departments on the premises and affiliated (partner)companies via the department in charge of health and safety at
the site.
For FYE2020, we had 24 industrial accidents, of which threewere lost time accidents and none were fatal accidents. The
accident frequency rate was 0.60.

Reporting line for industrial accidents
Occurrence ofan accident
First report of the accident(to be made by the department
suffering it)

Department in charge ofhealth and safety at the site

Departments on
the premises

Affiliated (partner)companies(according to the internalreporting criteria)

Site/Central Healthand Safety Committee
members

Departments on
the premises

Affiliated(partner)companies(according to the internalreporting criteria)

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Quality

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Human Resources

Occurrence of Work Related Accidents and Accident Frequency Rate
(non-consolidated)
Lost time

Not lost time I

Not lost time II(Numbers)

30

0.65

20
15

0.37
14

21

5
0

19

6

10

2016

2

4

4

4
2017

2018

1

2019

Social Contribution232020 (FYE)

SUBARU CORPORATION CSR Report 2020

■ Appropriate Management of Working Hours
When introducing a new attendance management system in
FYE2019 to manage employees’ working hours in the unit of
one minute, we recalculated employees’ past working hours inreference to electromagnetic records such as computer logs. As

Group believes it is vital to provide employees with workplacesa result, it was revealed that not all employees’ working hours

0.6

where they can work with vigor and peace of mind andhad been appropriately managed. We therefore conducted a

0.5

demonstrate their abilities to the fullest. In order to help diverse

survey targeting all employees and made appropriate payments

0.4

employees to maintain their work-life balance, we are diversifying

in a retrospective manner to employees who were confirmed towork style options and expanding the relevant systems.

have been unpaid for part of their working hours.

0.2

2
2

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GRI Content Index

As a precondition to increase customer satisfaction, the Subaru

0.3

7

CSR Procurement

Appendix

Our Approach

0.7

0.60

0.58

20

Customers

Governance

Rate of lost-worktime injuries

0.8

25

SocialWork-Life Balance(Rate of lost-worktime injuries)

0.71

Environment

0.1

Moreover, our affiliated companies in Japan and abroad are
fostering initiatives suitable for local business conditions and■ Reduction of Long Working Hours

regional characteristics.

In addition to “no-overtime days,” Subaru also established in
FYE2016 “ultra no-overtime day,” on which all managers and

0.0

Initiatives

general employees leave work on time across its sites. Moreover,■ Work Style Reforms

mainly targeting the staff of the development and administrative
departments of the Gunma Plant and the development

MessageAiming to provide
employees with safe andcomfortable workplaces
Takayuki Hino
Safety Planning Coordinator
Human Resources Department
Secretariat of the Central Health and Safety Committee

Employees are the company’s most important resource and area driving force for the company to enhance its competitiveness,on the precondition that they are healthy and can work safely
with peace of mind.
As a member of the secretariat of the Central Health and
Safety Committee, I work in partnership with on-site safety
coordinators, industrial physicians, public health nurses, andregistered nurses to propose and implement health and safety
initiatives on a daily basis in a manner suitable for the situationof each site. We aim to provide employees with safe andcomfortable workplaces so that they can cheerfully leave home
for work and also cheerfully return home after work.

department of the Tokyo Office, we make it a rule to lock the
Subaru’s response to the Act on the Arrangement of Related Acts toPromote Work Style Reform*

doors on the office floor at 10:00 p.m., thereby making all those

Item

Details

imposing limits on overtime work, we are helping employees to

Accurate calculation of
employees’ working hours

In July 2018, introduced a company-wide attendance
management system for the central management of
all electromagnetic records (computer logs and clockin and clock-out records) for the accurate calculation of
employees’ working hours.

be more conscious about their working hours.

Encouraging employees totake at least five paid days off
per year

In FYE2020, began implementing measures for all
employees, including an initiative to encourage employees
who are newly entitled to take 10 or more paid days off
to take at least five days off within seven months after theentitlement. Also established operational rules to ensure that
all employees can take at least five paid days off per year.

Subaru introduced the flex-time system in FYE1999. Subsequently

Imposing an upper limit on
overtime working hours

Has been limiting the number of overtime work hours to
590 hours and below annually and to 79 hours and below
monthly, setting the criteria stricter than those stipulated
by law.

Raising the premium pay rate
for overtime work exceeding
60 hours per monthHas been implementing necessary measures since
FYE2011.

Equal pay for equal work

Began reviewing the amount of allowances granted to
non-regular employees in FYE2021.

* This law was enacted in June 2018 to revise the labor-related laws to foster work style reforms.

working on the floor leave before the doors are locked. By clearly■ Flex-time system
in FYE2017, we reduced the number of the core working hours forthe system from four to two hours, thereby enabling employees towork in styles more suitable for their job details and job schedules.
They can now control their working hours more flexibly. For
example, they can leave work earlier during the low-peak period
for their work. The flex-time system thus contributes to reducing
employees’ working hours and improving their private life.

Message fromthe President

Contents

Respect for Human Rights

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources■ Paid Leave
Subaru grants employees annual paid leave in the numberof days commensurate with their length of service. At eachof our sites, labor and management cooperate to encourage
employees to take the leave.

FYE2016
Proportionof paid days
off taken by
employees (%)

Appendix

84.2

FYE2017

FYE2018

84.4

86.2

FYE201985.7

FYE2020■ Support for the Maintenance of Balance between Workand Childcare
It is also important to provide employees with an environmentthat allows them to continue developing their careers whileraising their children. Accordingly, we formulated a voluntary“Kurumin” markis important to help mitigate the concerns and burdens of* This law was enacted for the provision of an environment where people can have andraise children, who are the next generation of leaders, in a sound manner.

copies of the Elderly Care Support Handbook to all employeesof Subaru and other Group companies to inform them of therelated systems available internally and externally and of thecontacts through which they can ask for advice. We have alsoestablished a specific long-term care support system to help
reduce the burdens imposed on employees.
Number of employees who took long-term care leave(for Subaru on a non-consolidated basis)

Number of
employees
who took
this leave(persons)

9

FYE20174FYE2018

5FYE20199the end of the first April after the child becomes two years old.
Number of employees who took childcare leave(for Subaru on a non-consolidated basis)

FYE202030

FYE2016

FYE2017

FYE2018

FYE2019

FYE2020

6

8

10

21

42

101

88

88

80

80

107

96

98

101

122

Male

100

100

100

100

100

Female

98

100

100

97.5

95

Male

100

87.5

83.3

100

85

Female

95

100

97.2

90

95

Male

Those who
took the leave Female(persons)
Total

Japanese Minister of Health, Labour and Welfare.

For employees to continue working with peace of mind, it

family members. Based on this belief, Subaru has distributed theChildcare leave system

Subaru’s employees can extend the period of childcare leave toof achieving the plan, received “Kurumin” certification from the■ Support for the Maintenance of Balance between Work andElderly CareFYE2016•

to Support Raising Next-Generation Children* and as a result* Percentage of the number of days off taken by employees of the total number of annual
paid days off granted to them. For members of the labor union, it was 90.7% in FYE2020

System for
employees totake leave to takecare of the family
member in needof long-term care

SUBARU CORPORATION CSR Report 2020

86.4

employees and their families concerning the care of the elderly

101

GRI Content Index

Social Contribution

action plan in line with the Act on Advancement of Measures

Annual paid leave utilization rate* (for Subaru on a non-consolidated basis)

Encourage
employees totake the leave ateach site every
month

Governance

As a result of establishing a support system based on criteriathat are stricter than the legal obligations, the number of
employees who quit their jobs for childcare has reduced toalmost zero at our administrative departments. We are now
stepping up the measures to support employees in achieving
career advancement while raising their children.
For the production departments of the Gunma Plant, we havebeen fostering measures to help employees to return to theirshift work smoothly. Specifically, in FYE2019, we began making
the conference rooms available for the children of employees,
where they can wait until their nursery schools are opened.
We also started to provide employees with an early-morning
childcare service by qualified nursery teachers on a trial basis.
Then in FYE2020 we introduced these measures on a full scale.
Moreover, we detailed the support systems in the level-specifictraining for employees and made the Maternity Leave andChildcare Support Handbook available on the intranet. We arethus raising employees’ awareness and their use of the systems.

Rate of
System for
employees
employees
who returned
to take leave to work (%)
for childcare
Rate of
Employees
who belong to
the company
one year after
returning towork (%)•

Childcare leave taken by male employees

In FYE2020, 42 male employees took childcare leave, with 30
taking it for a month or longer and half of them taking it for threemonths or longer. Also, under the Special Childcare Leave system,
which allows employees to take up to five days off at the birth oftheir children, 80.4% of male employees entitled to take the leaveactually took it. We will continue to provide workplaces where
employees can take this leave in addition to childcare leave.
Average number of days off taken by male employees under thechildcare leave system: 95 days
Largest number of days off taken by a male employee: 349 days
Special Childcare Leave taken by employees(for Subaru on a non-consolidated basis)

Number of employees who took the leave (up to five days): 459
persons
Average number of days off taken under the system: 2.4 days
Rate of employees who took the Special Childcare Leave orChildcare Leave (excluding annual paid days off): 80.7%

Contents

Respect for Human Rights•

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

Short working hours system for childcare

Employees can use this system until their children become
fourth graders at elementary school and can also concurrently

GovernanceAppendixSocial Contribution

Labor-Management
Communication

use the flex-time system (with two-hour core working hours).

Our Approach■ Employee Attitudes Survey

Subaru and its labor union have been on good terms with each

Subaru conducts the Employee Attitudes Survey with another based on mutual understanding and trust. The company

eye to increasing employees’ motivation and revitalizing theacknowledges that the union has the right to unite and engage

organization. The survey results are reported to the management

in collective bargaining and other collective actions, while theteam and are also utilized to identify problems and formulate theunion recognizes that the company has the right to manage thecountermeasures at each of our workplaces.

business, and the two parties respect the legitimate use of their

In the FYE2020 survey, 14,429 employees or about 90% of themutual rights.

total number of regular employees replied to the questionnaire,

The Labor and Management Council regularly holds meetingsand 63% of the respondents answered, “Feeling proud of being

for smooth corporate management and mutual communication.

a Subaru employee.”

Specifically, participants exchange opinions regarding themanagement policies, outline of the business results, andproduction and sales, and also discuss issues such as labor

Results of the Employee Attitudes Survey
Rate of respondents who gave positive answers (%) to the questions
Question

FYE2019

conditions, challenges concerning work styles, and theFYE2020

occupational health and safety policies. In the labor-management
negotiations on the revision of wages (salaries and bonuses) andCommunication and openness

53

56

Work-life balance

57

59

Sympathy with the corporate philosophy

64

70

have a significant impact on employees, the parties discuss themWork satisfaction

51

56

fully before informing employees of the results.

Pride in the company

62

63

other labor conditions, the two parties work to reach an agreement
for revision or the establishment of new rules. For issues that might

Number of Employees Belonging to the Labor Union(as of October 1, 2019)
The following shows the data for FYE2020.
•

Members of the Subaru Labor Union: 14,997 persons(Total number of employees: 16,280 persons, excluding
managers)•

Confederation of Subaru Affiliated Labor Unions		
Number of members: 27,524 persons

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SUBARU CORPORATION CSR Report 2020

Message fromthe President

Contents

Respect for Human Rights

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

Age
Number of employees

Number of employees(Non-consolidated)(Persons)
Excluding directors andadvisors but including
those seconded to othercompanies

Appendix

FYE2016

FYE2017

FYE2018

FYE2019

FYE2020

Total

31,151

32,59933,54434,20035,034

Total

14,787

15,217

15,53015,885

16,318

Male*1

13,85814,22914,477

14,774

14,823

Female*1

929

988

1,053

1,111

1,139

Parttime*2

—

—

—

—

356

—

—

—

—

6,328

Number of temporary
employees(Non-consolidated)*2(Persons)*1 Regular employees*2 Has been disclosed since FYE2020

Social Contribution

FYE2016

FYE2017

Male

FemaleTotal

Younger than 30

4,381

437

4,818

30 to 39

3,915

249

4,164

40 to 49

3,893

347

4,240

50 to 59

2,634

106

2,740

Breakdown of new graduate hires by job category(for FYE2020 on a non-consolidated basis)
Category

Male

FemaleTotal

Career-track employee(in technological fields)

154

23

177

Career-track employee(in other fields)

28

10

38

Clerk

78

14

92

Skilled worker

238

21

259

Age

FYE2018

FYE2019

FYE2020

Male

FemaleTotal

Younger than 30

66

10

76

30 to 39

75

9

84

40 to 49

17

3

20

50 and older

3

2

5

Male

94

94

93

93

93

Female

6

6

7

7

7

Average age

38.5

38.5

38.6

38.5

37.4

Average length of service (Years)

16.0

15.8

15.9

15.8

15.8

1,032

1,028

1,020

1,030

1,051

Female

7

11

13

14

20

Comparison of fixed wages between male and female employees(for FYE2020 on a non-consolidated basis)

Number of new
graduate hires(Persons)

Male

483

479

494

473

498

Fixed wages Male: Female

Female

36

69

80

74

68

Managers: 1:0.88

Number of mid-career
hires(Persons)

Male

267

397

221

317

161

General employees: 1:0.93

Female

23

23

15

15

24

Number of employees who quit
the company (Persons)

189

258

249

339

329

Number of managers(Persons)

Male

103
SUBARU CORPORATION CSR Report 2020

Composition of mid-career hires by age(for FYE2020 on a non-consolidated basis)

Composition of employees (Non-consolidated)

Male to female ratio(%)

GRI Content Index

Composition of employees by age(for FYE2020 on a non-consolidated basis)

Employee Data

Number of employees(Consolidated) (Persons)

Governance* The same salary system is adopted for both male and female employees. Differences in
fixed wages are due to age- and job grade-related differences.

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

104

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Customers
Our Approach

Initiatives

Annual number of customer consultations(Calls)The Subaru Group strives to put Customers First in all businessSubaru Customer Center: Subaru Call

activities. Subaru is promoting customer satisfaction activities

Subaru seeks to deliver enjoyment and peace of mind by adopting

across the Group, particularly at dealerships, so that customers

precision, speed, relevance, fairness, impartiality, and kindness as

continue to choose our brand for “Enjoyment and Peace ofour basic principles of conduct in dealing with customers. We also

Mind,” with the aim of achieving our Mid-term Management

feed our customers’ valuable opinions, requests, and comments

Vision “STEP.”

back to relevant departments, which reflect them in quality andproduct improvements, as well as making good use of them to50,00040,00035,94137,502 38,857

40,222
32,99230,00020,00010,000enhance solutions and after-sales service.
0

2016

2017

2018

2019

2020 (FYE))

Subaru Customer Center: Subaru Call
Subaru Call

0120-052215
Your call is recorded for the purpose of confirming its content. Thank you foryour understanding.

The Subaru Customer Center will ask you for the following
information:
1. Your opinions/impressions
2. Details (catalog, dealership, change of address, others)
3. Inquiries/consultations
Hours of operation: 9:00 a.m. to 5:00 p.m. (Weekdays)
9:00 a.m. to noon, 1:00 p.m. to 5:00 p.m.
(Saturdays, Sundays and holidays)* On Saturdays, Sundays and holidays and from noon to 1 p.m. on weekdays,
only the information service for 1 and 2 is available.

Breakdown by type of consultation
Other
6,780 (20.5%)

Questions or inquiries
19,668 (59.6%)

Proposal
594 (1.8%)
Change of address
61 (0.2%)
Catalog request
875 (2.7%)

Opinion5,014 (15.2%)

FYE2020
32,992

Message fromthe President

Contents

Respect for Human Rights

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

105

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

SUBARU Recall Inquiry Line■ Evaluation of Achievements in FYE2020

Human Resource Training at Dealerships

Starting with the airbag issue, we established the SUBARU

We took a survey of new and used car owners one month after

Subaru’s vision is to “Have Customers Say ‘Let’s Choose

Recall Inquiry Line as a dedicated contact point for each recall

delivery of the vehicle. We received high evaluations, with close

SUBARU Again’ through Our Customer Service.” We arecase. The line is open every day of the year.

to 90% responding “Good” or “I would like to continue driving aworking to develop human resources that can deliver “Enjoyment

Subaru.” We also took a survey of new car owners three and fiveand Peace of Mind” to customers.

years after delivery of the vehicle. While we generally received

We have established the SUBARU Academy, which is dedicatedpositive feedback, the results fell below those of the first month

to training human resources at our domestic and overseas

survey. Subaru and Subaru dealerships take the views of ourdealerships. For dealerships in Japan, it provides training thatYour call is recorded for the purpose of confirming its content. Thank you foryour understanding.

customers seriously and will work together on activities aimed atmeets the fast environmental changes in sales and services. For

The SUBARU Recall Inquiry Line will ask you for thefollowing information:• Inquiries/consultations regarding recalls
Hours of operation: 9:00 a.m. to 5:00 p.m.
(Weekdays, Saturdays, Sundays and holidays)

achieving further improvements.

overseas service staff, it provides curriculums that meet specific■ Improvements in FYE2021

Tokyo, with training rooms, a test drive course, maintenance drill

Subaru strives for the continued trustworthy operation ofequipment, and accommodations for up to 135 people.

SUBARU Recall Inquiry Line

0120-412215•

regional needs. Also, we have a Subaru Training Center in Hachioji,

dealerships. To that end, we revised the content of thequestionnaire to better understand our customers’ expectations,

Annual number of customer inquiries

Organizational Structure of SUBARU Academy

and changed the survey scheme to cover a wider range

23,038 (April 2019 to March 2020)

Planning Sectionof customers.

✓ Planning and operation of trainings✓ Operation of qualification system✓ Planning of sales contest and technology competition

Customer Satisfaction Survey
Seeking to offer ever better service at our sales outlets, Subaru
conducts the Subaru Customer Questionnaire directed atcustomers who bought a Subaru vehicle at our dealerships. In

Principal

Customer Satisfaction Survey
Customers

order to take the customers’ comments and requests learned from

Sharing system for dealerships
and manufacturer

Dealership

Dealership

Service Technology(support/domestic/overseas) Groupthe survey results seriously, we have established a system in which
our dealerships share those comments and requests so that they
can respond to customer expectations, leading to improvements.

✓ Online education operation management and creationof techniques acquisition form
✓ Planning, development, operation and implementationof trainings✓ Development of overseas trainers and domestic leaders

Manufacturer■ Number of Valid Responses
In FYE2020, we once again received many opinions.

(1) Customer completes
the questionnaire

Number of valid responses
FYE2017
No. of responses

98,127Overall Sales/Management Group✓ Education of managers/salespersons of sales
departments in domestic dealerships✓ Education of managers/front counter service
advisors/mechanics of service departments indomestic dealerships(2) Dealership andmanufacturer promptly
review the customer’sviews/requests(3) Used to drive
improvements at
dealerships* We started use of the sharing system in FYE2018

FYE2018
107,350

FYE2019
102,571

FYE2020
74,148The Subaru Training CenterContents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

106

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Social Contribution

SUBARU CORPORATION CSR Report 2020

International CS Initiatives

Number of trainees (including training trips)

At Subaru, the Customer Service Division cooperates with

FYE2020
Managers, sales staff, service staff

3,774

overseas distributors on “service staff training” and “distributor
support,” enabling distributors around the world to provide
uniformly high-level after-sales service that meets customers’■ STARS Sales Professional Certification Program
To demonstrate that staff have the ability to propose Enjoyment
and Peace of Mind to customers and support them, Subaru has
established the STARS,* a sales professional certification program.

needs through dealers.
ATT■ Service Staff Training■ Supporting Dealerships

To improve the technical skills of our service staff, Subaru

Implementation of recalls, which is increasing in number in recent* Subaru Staff’s Training and Rating System, which helps salespersons develop themselves
through repeated Off-JT (study), OJT (practice) and qualification tests (challenge).

develops trainers who provide training to our service staff

years, is a serious issue. The Customer Service Division identifies

worldwide and trains service staff to be able to handle

the laws and regulations and the status of recall operations ofSales STARS (as of March 2020)

increasingly sophisticated automobile technology. We offer theeach market and expedites our response, including for overseas

To determine salespersons’ certification levels, Subaru runs tests
covering areas such as knowledge, techniques, and customer
service skills based on their performance on sales.
Level 1 – 51 salespeople, Level 2 – 718 salespeople, Level 3 –1,164 salespeople

Advanced Technical Training (ATT)*1 and STEP Trainer Training

and domestic recalls.

(STT)*2 as technical training curriculums, using skill certification

Subaru also supports overseas distributors readily to establish

testing to provide motivation for learning.

necessary facilities and systems to introduce vehicles equipped

Subaru is increasing the technical training that our employees attend

with new technologies. To carry out these activities, closeat overseas distributors in addition to utilizing affiliated colleges incommunication is necessary. Subaru holds conferences infive countries around the world. Moreover, Subaru assigns external

Japan (most recently in June and November in 2019) that bringtrainers certified by us to countries with annual sales of at least 1,000

together overseas distributors from eight leading countries (thecars with the aim of further enhancing service.

United States, Canada, Germany, Switzerland, Russia, Chile,

Service STARS (as of April 2020)
For the service staff, the certification levels are determined basedon the tests on service operation knowledge, customer service
skills, and technical capabilities.
Mechanical levels: Level S – 23 mechanics, Level 1 – 1,011
mechanics, Level 2 – 1,224 mechanics, Level 3 – 1,079
mechanics, Level 4 – 469 mechanics
Front counter service levels: Level S – 19 persons, Level A – 415
persons, Level B – 423 persons, Level C – 155 persons

Australia, China). In addition, we hold regional meetings in each
*1 A periodic training program held for the purpose of increasing the skills of certification
trainers overseas. It provides education on topics such as Subaru’s new technology andhigh-level control technology.
*2 A training program for certification trainers who teach the STEP (SUBARU Technician
Education Program) Program. The STEP Program is a system that establishes threelevels of engineering / technical skill as a mechanic (technician) and provides certification
based on these levels. The three levels, from the beginner qualification, are Subaru
Technician, Subaru Senior Technician, and Subaru Master Technician.

region (North America, Europe, Central and South America,
Oceania, China, Southeast Asia, etc.) with the aim of speedingup the resolution of any issues. Subaru also continuously holds
trainings for high-level technical skills necessary for repairs inmarkets in North America, Australia, Europe, Chile, etc.

Conference for overseas distributors fromeight leading countries
STARS training textbooks

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendixSocial Contribution

Responding to Emerging Market Needs
At Subaru, we seek to offer cars that deliver “Enjoyment andPeace of Mind” in regions called emerging markets, such as
China, Asia, and South America. In the world’s largest market
of China, we have organized our distributors into a group, andcreated a system which allows for management of the entire
operation, from products to service. In Southeast Asia, we

Chiffon Wing Seat

Chiffon Slope Typeare responding to customer needs in ways such as launchingcomplete knock down (CKD) manufacturing in Thailand, in
addition to Malaysia.

Initiatives for Customers in the Aerospace BusinessIn the aerospace business, we continue to solve issues withcustomers after product delivery in order to maintain theDeveloping/Popularizing Welfare Vehicles

continued operating condition of the aircraft we supply to

Subaru aspires toward sharing the happiness and freedom ofJapan’s Self-Defense Force and others. We periodically visit

living through cars for everybody. Subaru is working to develop

customers and take questionnaires in order to confirm theand increase the popularity of welfare vehicles so that people

effectiveness of this initiative. The questionnaire covers itemswith physical handicaps and the elderly can travel by car insuch as product quality, service, emergency response, andcomfort and with peace of mind.

visitor response, evaluated on a five-step scale. We received

Subaru started producing and selling welfare vehicles in 1980

4.0 in FYE2018, 3.8 in FYE2019, and 3.9 in FYE2020. We are

and now they are well known as the “TRANSCARE series.” It

continuing with our aim of increasing customer satisfaction.

offers a wide range of options, from standard-sized cars to miniAlso, Subaru’s maintenance staff involved in manufacturingcars. Subaru aims to develop vehicles that provide comfortablevisit the land, sea, and air units of the Self-Defense Force thatdriving for both people who are in care and for care providers.

use our products. They exchange information on use andIn FYE2020, we gave the Chiffon a full design change, in which

maintenance, develop a better understanding of the operations,

we launched the two model TRANSCARE series. The Wing Seatand communicate extensively, leading to the improvement of

is a passenger seat that swings out and moves up and down,

their work.

while the Slope Type allows passengers to board the vehicle

Going forward, we will move ahead with initiatives to understandwhile on a wheelchair. Going forward, Subaru will promote all

customer’s requests in detail and to earn customer satisfaction

kinds of initiatives.

with Subaru’s products and services through maintenanceand operations.

See videos for the TRANSCARE series here. (Japanese version only)

GRI Content Index

107
SUBARU CORPORATION CSR Report 2020

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

108

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

CSR Procurement
Our Approach

Management System

Initiatives

In keeping with our Corporate Philosophy and to contribute

At Subaru, the Procurement Departments of Automotive Business

Promoting Fair Tradeto building a sustainable society, the Subaru Group strives toand Aerospace Company participate in the Purchasing Committee,

Subaru has observed the laws and regulations, including the

procure high quality, environmentally friendly parts, materials,

which promotes Subaru’s CSR procurement initiatives.

Antimonopoly Act and the Act against Delay in Payment ofand equipment that offer excellent cost performance. To realize

The action policy of the Purchasing Committee is to facilitate fair

Subcontract Proceeds, Etc., to Subcontractors. Subaru also

this goal, it is necessary for us to establish relationships with our

procurement practices and encourage CSR at suppliers, thereby

carries out fair trade promotion initiatives based on Automobile

business partners based on equality, trust, mutual benefit, andhelping to ensure fair trade between Subaru and its businessIndustry Fair Trade Guidelines. As part of our efforts, Subaru has

dedication to continuous improvement.

partners and cooperative CSR-based procurement throughout

set up a consultation service targeting at suppliers in Subaru’s

the supply chain.

supply chain. In 2020, we took the Partnership Formation Oath

Fundamental Procurement Policy

for the purpose of coexistence and prosperity of both large

Subaru group has been promoting activities for sustainableprocurement under the following basic policy.

companies and small to medium-sized enterprises.
For employees, we provide legal and regulatory training for thosein charge of procurement and transmit alerts on our intranet toensure that business is conducted properly.

1. CSR Procurement
We engage in procurement activities in a way to harmonize
people, society and the environment, and carry out our
corporate social responsibility in such ways as conducting
transactions paying due care to observe legal and societal rules
and to protect human rights and the environment.

2. Establish Best Partnership
We establish “WIN-WIN” relationships with suppliers throughtransactions based on mutual trust under the doctrine of good faith.

3. Fair and Open Way of Selecting Suppliers
In selecting suppliers, the door is wide-open to all firms,
domestic and overseas, for fair and equitable business to
procure goods and services most excellent from sevenperspectives: quality, cost, delivery, technical development,
management, environment and society (QCDDMES).
Revised in April 2020

■ Employee Training on Fair Trade in FYE2020
Automotive Business•Training for new recruits (7 employees)•

Training for transferees (24 employees)•

Comprehension tests for compliance (152 employees)

Aerospace Company•

Training for new recruits (6 employees)•

Consumption Tax Act: Tax system revision course(62 employees)•

CSR information session (98 employees)

 onsultation service for promoting fair-trade (Japanese version only)CPartnership Formation Oath (Japanese version only)

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resources

GovernanceAppendix

109

GRI Content Index

Social Contribution

SUBARU CORPORATION CSR Report 2020

Supplier CSR Guidelines■ Five Topics in the SUBARU Supplier CSR Guidelines

Business Partner CSR Briefing and CSR Survey

To promote Subaru CSR procurement and help our suppliers

Subaru promotes our procurement activities based on the

conduct CSR activities, we created, and in FYE2012 beganfollowing basic approach.

In FYE2020, we conducted the following initiatives for about 360
business partners involved in the automotive business for the
purpose of promoting CSR in our supply chain.
• We held the Business Partner CSR Briefing, in which we
explained the importance of promoting CSR, the details of
the Subaru Group’s CSR, and made specific requests tobusiness partners (such as compliance with the SUBARU
Supplier CSR Guidelines).
• We investigated business partners’ CSR systems, CSR
initiatives for their suppliers, and compliance with the
SUBARU Supplier CSR Guidelines, and used the results as
reference in selecting suppliers.
• We took a questionnaire on overseas employees at ourbusiness partners, and checked that there were no humanright violations regarding overseas employees and technicaltraining interns.
We plan to continue conducting these initiatives in FYE2021
and onward.

application of, the SUBARU Supplier CSR Guidelines. They
are based on the CSR Guidelines for Suppliers of the Japan
Automobile Manufacturers Association, Inc. (JAMA), andincorporate our CSR policy.

(1) Safety and Quality

In FYE2014, these guidelines were made company-wide, including•

all suppliers of the Aerospace Company, and in FYE2016, Subaru
revised the content to incorporate the non-use of raw materials
that engender social problems, such as conflict minerals.* In theProviding products and services that meet consumer andcustomer needs• Providing appropriate information concerning products andservices• Ensuring safety of products and services• Ensuring quality of products and services

same year in FYE2016, Subaru revised the guidelines in the formof a joint edition with Subaru of Indiana Automotive, Inc. (SIA), ourlocal production plant in the U.S., confirming the integration of the
procurement policy. We incorporated the Subaru Global Sustainability
Policy (a reformed version of the former CSR Policy) that wasenacted in April of FYE2021 as well as our Human Rights Policy.
At Subaru, compliance to these Guidelines is one of the criteriaof our supplier selection. Subaru asks not only our suppliers but(2) Human Rights and Labor Issues
Striving to avoid discrimination
Respecting human rights• Prohibiting child labor• Prohibiting forced labor• Non-use of raw materials thatengender social problems• Compliance with the law on
remuneration••

Compliance with the law on
working hours
Practicing dialogue andconsultation with employees• Ensuring a safe and healthy
working environment• Providing human resource
training••

Conflict Minerals

also their suppliers as well to develop and promote CSR.
* Minerals for which there is concern regarding participation in unjust acts, such as support
for non-governmental armed groups, human rights violations, or illegal acts. In DoddFrank Act of the United States, tin, tantalum, tungsten, and gold are specified as minerals
for which there is concern that they may be a source of funding for armed groups in the
Democratic Republic of the Congo and surrounding countries.
SUBARU Supplier CSR Guidelines(3) Environment
Implementing environmental
management• Reducing greenhouse gas
emissions• Preventing air, water,and soil pollution•

Conservation of the eco system
Saving resources andreducing waste• Managing chemical substances••(4) Compliance
Compliance with laws
Compliance with competition
laws• Preventing corruption••

Managing and protecting
confidential information• Managing export trading• Protecting intellectual property•(5) Information Disclosure•

SUBARU Supplier CSR Guidelines

Disclosing information to stakeholders

The Subaru Group has no intention of colluding in theinfringement of human rights and environmental destruction byprocuring and using conflict minerals. In FYE2020, upon requestfrom our customers, Subaru continued to conduct a conflictmineral survey targeting at about 210 suppliers of parts andmaterials.
Going forward, Subaru will make efforts for “No use of materials
engendering social problems” including conflict minerals in
partnership with our customers and suppliers as our social
responsibility in procurement activities.

Green Procurement Guidelines
The Subaru environmental policies state that “Our purchasing
activities reflect consideration for biodiversity and other aspectsof environmental protection.” We promote the procurement

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

SocialCustomers

CSR Procurement

Human Resourcesof parts, materials, and services from business partners who
implement business activities that consider the environment.
In addition, Subaru has expressed in the “Subaru Green
Procurement Guidelines” its expectations for business partners
regarding environmental initiatives. The guidelines primarily
request cooperation in the following six areas:
Requirements for Suppliers
Requirements concerning Suppliers’ Environmental
Management
1. Compliance with Environmental Laws and Regulations
2. Establishment of Environmental Management System (EMS)
3. Submission of Environment Manager Registration Forms
4. Improved Environmental Performance

Requirements for Parts, Materials, and Services
supplied to SUBARU
5. Management of Substances of Concern
6. Reduction of CO2 Emissions and Packaging and Wrapping
Materials in Logistics

GovernanceAppendixSocial Contribution*1 International standard for environmental management systems (EMS) established by theInternational Organization for Standardization (ISO). It is a management system standard
to certify that an organization considers the environment and has built a system forcontinuously reducing environmental impact.
*2 Companies that directly supply parts to car manufacturers. They are primary business
partners. Tier2 business partners are companies that supply Tier1 with those parts thatmake up the Tier1 company parts.
*3 Environmental conservation activity promotion program for small- and medium-size
enterprises formulated by the Ministry of the Environment, Japan. It is an environmental
management system that addresses three areas: environmental management systems,
environmental efforts, and environmental reporting, based on the guidelines.
 ubaru Green Procurement Guidelines*4
S
Green Procurement Guidelines Aerospace Company Edition*4*4 The Subaru Green Procurement Guidelines and the Green Procurement Guidelines
Aerospace Company Edition are concrete forms of the item “(3) Environment” in the
SUBARU Supplier CSR Guidelines.

Management and Reduction of Environmentally
Hazardous Substances Contained in Parts
Subaru complies with laws and regulations concerning

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SUBARU CORPORATION CSR Report 2020

regenerated copy paper with 100% recycled paper pulp that
does not use any new plant resources, and we completed rollingout this initiative to all domestic Subaru offices in April 2020.

Communication with Suppliers
In an effort to share with suppliers our mid- to long-term
management strategies and our quality, procurement,
production and sales policies, Subaru has been hosting “Policy
Briefings” every spring, and in FYE2020 had 700 people fromabout 400 companies participating in the Briefings. Subaru
also periodically exchanges information by participating in“Cooperation Meetings” comprised of our suppliers. Once a
year, Subaru awards those that have particularly contributed to
R&D, production, and quality improvement.

substances of concern in each country, including the REACH
regulation *1 and ELV Directive *2. We perform usage surveys
regarding chemical substances contained in parts to ourbusiness partners as necessary and continue to perform
management of those substances. In addition, we areCompliance to these guidelines is considered a necessary

sequentially switching from materials that are prohibited by

criterion for selecting business partners, and we recommend

laws, regulations, or self-regulations such as industrial norms to

new business partners to formulate an environmental

alternative materials, and are working to reduce environmentally

management system with the acquisition of ISO14001*1 third-

hazardous substances.

party certification at its base. Currently, all of our Tier1*2 business
partners have already acquired ISO14001 certification. In caseour new business partners have difficulty acquiring ISO14001,
we review their compliance status by having them submit
reports on their voluntary assessment based on environmental*1 European regulation on chemical substances, requiring all chemical substances to be
subject to management or restriction measures commensurate to the risk that they poseto humans and the environment.
*2 The End-of-Life Vehicles Directive: European Union (EU) directive brought into force in2000 to reduce the environmental impact from the scrapping of used vehicles in the EU.
It aims to prohibit the use of hazardous substances and promote a reduction in waste
products by encouraging the reuse or recycling of used vehicles and their parts.

“General Cooperation Meeting” for the Automotive Businesssuppliers

guidelines, while supporting them with the acquisition of Eco
Action 21*3.

Procurement with Consideration for Biodiversity

To those business partners who have passed our voluntary

Subaru surveys the usages of the biological resources of

examination, Subaru make inquiries or perform audits as necessary

leather and plant-derived materials to make sure that there isand request them to continue efforts toward early acquisition ofno negative impact on the ecosystem during the procurement

third-party certification for environmental management.

of raw materials. In addition, our main office has switched to“General Cooperation Meeting” for the Aerospace Company
suppliers

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

Human Resources

Customers

SocialGovernance

CSR Procurement

Appendix

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Social Contribution

Social Contribution
Our Approach
The Subaru Group has developed its social contribution policyin the hope of ingraining the practice of social contribution into
corporate culture and to foster sincere commitment to suchpractice. In accordance with the policy, we promote social
contribution activities in the four fields—activity in the community,
environment, road traffic safety, and sports and culture—
which we have selected as befitting a socially responsible
transportation equipment manufacturer.
In FYE2020, we established a social contribution vision for2025, in addition to a set of 2025 visions for the Group’s Six
Priority Areas for CSR. Aiming at this vision, we will pursue social
contribution initiatives based on the decision to shift “From being
a company making things, to a company making people smile,”as described in STEP, our mid-term management vision.

Social Contribution Policy
1. We contribute to the development of science and technology
and automobile culture and to the promotion of road safety.
2. We contribute to the fostering of human resources who
understand the pleasure, importance and preciousness ofcreative manufacturing.
3. We contribute to the development of the communities inwhich we operate.
4. We support each other in contributing to society as
good citizens.

The Four Fields of Social Contribution initiatives
SportsandcultureFields with close
connections to the Subaru
Group’s business activities

Activity in thecommunityRoad
traffic
safetyEnvironment

Fields where we engage inactivities that only the
Subaru Group can undertake

Vision for 2025
1. The background and reasons that the four fields wereselected for social contribution initiatives are fully understoodand ingrained across the Subaru Group.
2. The Subaru Group is developing activities in consideration of
the four fields.
3. The Subaru Group’s entire workforce is fully aware of theimportance of social contribution.

Management System
Subaru has established the Social Contribution Committee toactively promote and continue social contribution activities thatmake use of our technology and expertise. The Committee
was reorganized in April 2019 during corporate restructuring.
The newly appointed chair is also the director in charge of the
Sustainability Promotion Department, which was assigned to serve
as secretariat. Under the Committee, the cross-organizational
Planning Subcommittee has been created to discuss issues related
to companywide activities, ranging from planning and preparation
to implementation, evaluation and review. The Committee meets
every six months to compile reported activity results and issues,and discuss improvement plans to invigorate efforts.
Social Contribution Committee: organization chart
CSR Committee
Chair: Representative Director and President
ReportReview

Social Contribution Committee
Chair: Director in charge of Sustainability Promotion Department
Secretariat: Sustainability Promotion
Departmennt
Head OfficememberTokyo
memberGunma
memberUtsunomiya
memberPlanning
Subcommittee

Social Contribution Committee meeting

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

Human Resources

Initiatives

SocialCustomers

CSR Procurement

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Social Contribution

Since FYE2018, the Utsunomiya Plant has been accepting 50■ Community Cleanup Activities(Gunma Plant, Tokyo Office, Utsunomiya Plant, Head Office)•Utsunomiya Plant

school children each year to go on Environmentally Friendly

As part of its social contribution initiatives, Subaru carries out

Activity in the Community: in Japan

Factory Tours, an environmental education program sponsored bycleanup activities on a regular basis in districts where its offices■ Communication with Local Residents(Gunma Plant, Utsunomiya Plant)

the Utsunomiya City government. The tour introduces a number

and plants are located.

of the plant’s environmental initiatives, such as the promotion of

In the Ebisu district where the Head Office is based, employees

Subaru strives to communicate with people living in districts whererecycling, the use of solar power and technologies for fuel efficientat Subaru and its group companies engage in company-run

its offices, plants and company housing facilities are located,

vehicle manufacturing. Through this activity, Subaru hopes to help

periodical street cleanups around Ebisu Station while participating

aiming to become a corporate citizen open to the community.

children become more aware of environmental issues.

in cleaning campaigns organized by Shibuya Ward. In recognitionof these continued efforts, Subaru was certified as a Clean Town

At the Gunma Plant, we send representatives to town council
member homes every month to exchange information, while
hosting meetings to explain to local residents about thecompany’s current situation and environmental activities. We

所工

製作

群馬

Partner* by the ward and presented with a certificate of gratitude.

ック

ドブ

ガイ

学
場見

場へ

の工
バル

The Utsunomiya Plant carries out cleanup activities around its siteス

in the Kisarazu district.

also provide an annual factory tour for local residents to give

As a responsible community member, we will continue with thesethem an opportunity to witness the car manufacturing processes

beautification activities to help conserve local environments.

firsthand and talk with company representatives in person.
Through such efforts, we look to increase their understanding ofour production activities and to serve as a community member.
The Utsunomiya Plant organizes community events in a bid
to increase communication with local residents. In addition,* Shibuya Ward’s award program to commend individuals and organizations for theircontributions to the district’s beautification efforts
学校名

年

組

氏名

Factory tour leaflet

when conducting construction work that may generate noiseand vibration, we visit the relevant community associationsin advance to explain and ask for understanding from local
residents. We also distribute related information directly, as
appropriate, to the individual households concerned.

Certificate of gratitude offered by
Shibuya Ward

■ Factory Tours (Gunma Plant, Utsunomiya Plant))•

Gunma Plant

The Gunma Plant welcomes general visitors to factory tours, andalso hosts elementary school field trip programs. In FYE2020,
we welcomed a total of 86,560 such visitors. The Subaru Visitor
Center is located on the premises. It exhibits various Subaru
cars from the past as well as our proprietary technologies, andintroduces vehicle recycling systems.

Subaru Visitor Center (exterior)

Subaru Visitor Center (interior)

Employees engaged in cleanup activities(Kisarazu)

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

Human Resources

Customers

SocialCSR Procurement

GovernanceAppendix

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Social Contribution

Utsunomiya Plant

Activity in the Community: Overseas

In an effort to increase engagement with local communities,

Subaru Bon Dance Festival (August)■ Factory Tours (Subaru of Indiana Automotive, Inc.)

we took part in the Ebisu Cultural Festival* by running two

Subaru Friendship Festival (October)

Subaru of Indiana Automotive, Inc. hosts factory tours that offer

programs: a workshop to craft musical instruments using

Subaru Handa Friendship Festival (October)an opportunity to see the car manufacturing processes firsthand■ Participating in Ebisu Cultural Festival (Head Office)•and increase public understanding of Subaru’s products. SIA

thinned wood sourced from the Subaru Forest Project, anda stargazing session with the theme of global environment■ Monozukuri Classes (Tokyo Office)runs several tour courses, including hands-on programs forpreservation and based on Subaru’s star-motif brand logo. We

In July 2019, Subaru held Subaru Kids’ Monozukuri Classes, instudents using state-of-the-art robotics, 3-D printing, VR andwelcomed a combined total of 800 visitors. As a member of thecollaboration with Subaru Techno Corporation.

other technologies.

Ebisu district community, we will continue with these activities to

A total of 33 participating children made model cars, put them

help revitalize the local society.

on a model test track, and had fun competing with each other.

* Held in Ebisu, the main venue is the Yebisu Garden Place, and groups and organizations
related to or based in the district are invited

Voice

Comments from Parents
The class was about more than making model cars. It
gave a simple but solid lecture on automobiles, including
historical background. The children showed serious interest intechnology presentations on vehicle driving mechanisms andother functions.
• I appreciated the easy-to-understand instructions andpresentations. My child had a lot of fun racing the self-mademodel car and performing experiments with it.
•

Woodwork workshop

Stargazing session■ Hosting Local Community Events(Gunma Plant, Tokyo Office, Utsunomiya Plant)Children participating in a factory tour

■ Employee Volunteer Activities(Subaru of Indiana Automotive, Inc.)
Subaru of Indiana Automotive, Inc. provides employee
volunteer programs in collaboration with local non-profit groups.
Employees can choose from among various projects, including
for food banks, environmental protection, science museums forchildren, and support for the homeless.

In order to build good relationships with the communities inwhich Subaru’s offices and plants are located, we host eventson our premises. We invite local residents, as listed below, while
participating in various regional community events.
•

Gunma Plant
Oizumi Plant Friendship Festival (May)Ota Summer Festival (participation, July)
Yajima Plant Subaru Festival (November)•Tokyo Office
Summer Festival (July)

Learning about the difference between twoand four-wheel drive vehicles

Supporting the homeless

Tree planting

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

Human Resources

Customers

SocialCSR Procurement

GovernanceAppendix

SUBARU CORPORATION CSR Report 2020

Social Contribution■ Participating in Local Government Trash Pickup Activity(Subaru Canada, Inc.)and Utsunomiya City in Tochigi Prefecture, where Subaru has close

Subaru Canada, Inc. contributes to local environmental

ties with local communities. We promote forest protection activities,

beautification through government projects. Since 2005, SCI

such as for supporting forest management, tree planting and use ofhas participated in a trash pickup campaign run by the City ofthinned wood obtained from forest management work.

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Mississauga on Earth Day every year, together with other local
companies. SCI also takes part in the city’s road beautification
initiatives, working on the assigned areas three times a year.

■ Making Candles with Waste Oil: Workshop and Photo Contest(Gunma Plant)
As a member of the Ota City Environmental Creation Council,*Presentation of the list of donations during
the departure ceremony

Cleanup activity around Mr. Fuji’s fifth station

Subaru cooperated in organizing an event held by the Council

Earth Day cleanup event

SCI employees participating in cleanup
activities■ Contributions to Local Community(Subaru Research & Development, Inc.)
Subaru Research & Development, Inc. runs a number of social

in which local residents were invited to make candles from the■ Teaching a School Class (Utsunomioya Plan)

used cooking oil collected in their households. The environmental

Starting from FYE2007, Utsunomiya Plant sends employees toworkshop included a session in which participants spend one hour

local elementary and junior high schools to teach classes designedin spaces lit only by candles made from recycled materials. It was

to increase children’s interest in the field of aerospace and thefollowed by a photo contest featuring recycled candles. Participants

environment, seeking to raise their environmental awareness andwere offered gifts of Subaru’s original water bottles and rulers madepresent a future career option. Our programs contain lectures andof thinned wood sourced from Subaru Forest Bifuka.

experiments planned to learn about global warming, primarily major
causes and the significance of stopping the phenomenon, as well

* Launched in 2018, the Council invites citizens’ groups, NPOs, business operators, andother organizations running environmental preservation projects in Ota City, Gunma
Prefecture, to work together to revitalize local environmental activities across the city.

action projects for water resource protection, animal welfare,friendly designs. Having taught 20,078 students in total at 296
schools in Utsunomiya and Handa Districts over years, this projectand education at Japanese schools in the company’s base of■ Cooperating in Environmental Beautification around Mt. Fuji

Orange County, California. Specifically, the project for JapaneseSince 2014, Subaru has been a regular participant in the Mt.

schools focuses on teaching curriculum enhancement andFuji Cleanup Campaign organized by the Mt. Fuji Beautification

course development, and there are plans to launch work

Foundation, which cleans up the mountain trails around Mt. Fuji’s

experience programs as part of school activities in the future.

fifth station. A total of about 300 people from local governments,

Environment: in Japanas the principles of aircraft flight and the structure’s environment-

has become an essential local community activity.

companies, and groups took part in a cleanup in September
2019, collecting about 60 kg of trash.

■ Subaru Forest ProjectAt the departure ceremony held at the beginning of the event,Launched in 2017, Subaru Forest Project symbolizes an

Subaru presented the Mt. Fuji Beautification Foundation with a list

essential mission of Subaru as an automotive and aerospaceof donations to the foundation. The money donated will be used

Environment X Sports

company: protecting its fields of business­— the global

to maintain the environment on Mt. Fuji and in the Fuji Hokuroku■ Sponsoring Clean Trai Run

environment comprising earth, sky and nature—to ensure thearea, as well as for activities to raise awareness of beautification.

Subaru understands the importance of passing on “the earth,

Teaching a school classsustainability of both Subaru and society as a whole.

the sky and nature” to future generations, a core concept

Subaru is working with Bifuka-cho in Hokkaido, Gunma Prefecture,of its sustainability principles, and looking to promote thisMessage fromthe President

Contents

Respect for Human Rights

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

Human Resources

Customers

SocialCSR Procurement

GovernanceAppendix

Environment: Overseas

events held in 2019.
Clean Trail Runners picked up trash off the course road while running■ Zero Landfill Partnership with US National Parks(Subaru of America, Inc.)the race, and their supporting families participated in environment/

Subaru of America, Inc. has partnered with three US national

nature-themed programs, such as woodwork workshops usingparks to reduce landfill waste generated from the parks. SOA

thinned wood sourced from the Subaru Forest and guided nature

has placed 512 trash bins and held 59 awareness-raising events

exploration tours, which were planned as part of the event.

attended by 33,765 people in total.

On the days of the event, current and former members ofSubaru’s track-and-field team helped facilitate individual

Road Traffic Safety

activities, specifically by running the race and serving as running■ Traffic Safety Guidance (Utsunomiya Plant)

clinic coaches, and shared the enjoyment of running in nature

As part of our efforts to prevent traffic accidents, Subaru

with many participants and their families.

employees at the Utsunomiya Plant provide traffic safety
guidance on roads around the plant. The activities are2019 Clean Trail Run (results)
Event

conducted at the beginning of the school year in April and after
No. ofparticipants

MonthSubaru Ome Citizen Trail Run

June

128

Subaru Akagi Forest Trail Run

August970

Subaru Tamagawa Genryu Trail Run

September

931

Subaru Mt. Mitake Trail Run

December

1,046

SUBARU CORPORATION CSR Report 2020

Social Contribution

understanding broadly, the company sponsored Clean Trail Run

the summer vacation in September, and at times of the day
when children are commuting to and from school.

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Certificates of gratitude offered by the Headof the Utsunomiya Minami Police Department

Association of Driving Safety Supervisors insession■ Track and Field Team Member Serving as “One-day Police
Chief” in the Autumn Traffic Safety Campaign
In September 2019, Subaru track and field team member
Ryosuke Maki was appointed as a “one-day police chief” for an
autumn traffic safety campaign. The event aimed to achieve zero
traffic accidents through raising driving safety awareness.
Mr. Maki has a strong passion for the project, because heonce witnessed a pedestrian nearly get struck by a car during
a routine training run. On the day of the event, Maki spoke toindividual drivers in their parked cars to encourage safe driving
while distributing flyers and small gifts. He worked in earnest to
perform his mission in the hope of helping decrease the numberof accidents, even if by only one, which he believes is possible
when drivers and pedestrians are considerate to each other.

Traffic safety guidance■ Activities of the Association of Driving Safety Supervisors(Utsunomiya Plant)
At the Utsunomiya Plant, Subaru serves as the president of the
Subaru Ome Citizen Trail Run

Subaru Akagi Forest Trail Run

southern Utsunomiya branch of the Tochigi Prefecture Associationof Driving Safety Supervisors. We work with community
associations located around the plant and the Utsunomiya Minami
Police Department to promote local road traffic safety activities

Workshop held in conjunction with
Subaru Tamagawa Genryu Trail Run

Safe driving campaign

in order to raise awareness in the southern Utsunomiya district.

■ Driving Lessons

Appreciation for our many years of conducting these activities has•

been shown through certificates of gratitude from the Head of the

Subaru hopes that many senior drivers will be able to enjoy

Utsunomiya Minami Police Department.

driving as long as possible as a way to lead an active life. We

Slow Aging* driving lessons

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

Human Resources

Customers

SocialCSR Procurement

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Social Contribution

organized a safe driving lesson program targeted at seniorchildren in total, respectively. Members from Subaru’s baseballwell as monetary donations from the audience. The contributed

customers and their family members, inviting racecar driver

team coached each baseball clinic, teaching children the joy ofmoney and items are donated to various welfare facilities in

Hideshi Matsuda as an instructor. The program was attended

sports and helping them to improve their skills.

the region through a local social welfare council to assist withby 37 groups. Mr. Matsuda introduced his original Slow Aging

In September 2019, the “How to Run Faster” Class was

regional development.

method through a lecture, exercises and skill practice sessions.

held in Oizumi Town, coached by Subaru’s track and fieldteam members. Around 70 local elementary school children* Easy-to-do routine physical care and exercise methods developed by Hideshi Matsuda.

participated in the event, learning basic movements in runningand training methods to increase their running abilities ahead ofPractical driving lessons at Subaru Research andExperiment Center
Recognizing that increasing drivers’ knowledge, awareness and•* Subaru Community Exchange Association: Organized by Subaru and its business
partners, the association promotes interactions among residents as well as community
development in Ota City and its surrounding districts, thereby contributing to creating an
attractive place to live.

the coming autumn’s long-distance race.

skills can help prevent road accidents, Subaru offered driving
lessons at the Subaru Research and Experiment Center jointlywith Sports Driving Japan, Inc. Major programs included lecturesby former race driver Tetsuya Ota, practical training on danger
avoidance and other skills provided by Subaru Driving Academy*

Friendship Concert

instructors, and an opportunity to drive on high-speed oval tracks.

Sports and Culture: Overseas* Formed to prepare vehicle development engineers to be able to perform vehicle
assessments on their own rather than employing vehicle test drivers, according to
Subaru’s policy.

Baseball clinic■ Support for Disadvantaged Children(Subaru of Indiana Automotive, Inc.)
Each year, Subaru of Indiana Automotive, Inc. (SIA) hosts a
charity 24-hour cycling challenge on its test track. Entries areregistered from many cyclists, including SIA employees. Overnine years since its launch, the charity drive has collected a
total of 127,000 dollars, which has been donated primarily to
disadvantaged children, including survivors of abuse.

Slow Aging driving lesson

Driving lessons at Subaru Research andExperiment Center

Running clinic

Sports and Culture: in Japan■ Friendship Concert (Gunma Plant)■ Subaru’s Baseball Team and Track and Field Team
Coach Children

Subaru Community Exchange Association* held a Friendship
Concert in Ota City Nitta Culture Hall in August 2019 andIn January 2020, Subaru held the 18th Utsunomiya JuniorJanuary 2020, attracting a combined total of 750 people of all

Baseball Class and the 13th Musashino Junior Baseball Class.

age groups. At the event, the Association runs a donation drive

The events attracted 139 and 152 local elementary school

to collect unused household items, like towels and soap, as

SIA cyclist teamCyclists on the track

Contents

Respect for Human Rights

Message fromthe President

Quality

The Subaru Group’s CSR

Making Safe Vehicles

Environment

Human Resources

Customers

SocialCSR Procurement

GovernanceAppendixSocial Contribution

Donation, Volunteer Activities, etc.: in Japan■ Awarded the Golden Order of Merit by the Japanese Red
Cross Society
At Subaru, a total of 291 employees donated around one million
yen in total in FYE2018 and FYE2019 to the Japanese Red
Cross Society through the company welfare program. For thiscontribution, the employees were awarded the Golden Order ofMerit* by the charity organization, and the award ceremony took
place at Subaru’s Head Office in Ebisu in November 2019.
* The Golden Order of Merit is awarded by the Japanese Red Cross Society to individuals
and organizations for donating operating funds that exceed a determined amount.

Award ceremony

Donation, Volunteer Activities, etc.: Overseas■ Blood Donation (Subaru of America, Inc.)
Subaru of America, Inc. has been running a blood drive twicea year since 1991. In 2019, around 900 employees in total
donated blood at sessions taking place in the company in Julyand December.

Award ceremony■ Utsunomiya City Sound Development of the Juvenile
Promotion Award for Business Operators
In January 2020, the Aerospace Company was honored with
an award from Utsunomiya City as a company that organizes
original activities to promote the sound development of the
youth, chiefly in collaboration with local communities andorganizations. The commendation was awarded for various
programs provided by the division over the years to help thesound, healthy growth of children, including: the summer bondance event (since 1984); the Friendship Festival (since 1988);
and a local baseball clinic held in cooperation with Subaru’s
baseball team (since 2002) which gives young people an
opportunity to learn the importance of teamwork.

Employees making a blood donation

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Governance119

Corporate Governance

133

Compliance

137

Risk Management

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Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

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Risk Management

SUBARU CORPORATION CSR Report 2020

Corporate Governance
Our Approach

Management System

Subaru aims to realize its vision of shifting “From a company
making things, to a company making people smile,” while being
guided by its corporate philosophy and management philosophy,
in order to achieve sustainable growth, improve its corporate
value over the medium to long term, and gain the satisfaction
and trust of all its stakeholders. As part of efforts toward thisend, we are committed to enhancing corporate governance as
one of the top priorities of corporate management.
At Subaru, functions for making management decisions andoverseeing the management are clearly separated from thosefor executing business operations, with a view to facilitating
faster decision making and more efficient management
processes. To ensure proper decision making and oversightof the management as well as effective execution of business
operations while enhancing compliance and risk management
systems, outside officers are employed to serve as monitors
and to provide necessary advice. We also implement properand timely information disclosure in order to improve thetransparency of management processes.

As its corporate governance system, Subaru has chosen theform of company with board of company auditors, in which
the Board of Directors and Board of Corporate Auditors
perform decision making, oversight and audit of the execution
Corporate Governance Structure

General Meeting of Shareholders
Election/
dismissal

Election/
dismissal

Election/
dismissal

ReportingCorporate auditor (2)Proposal/reporting

Executive Nomination Meeting*Board of Directors (9)Auditing

Director (6)Executive Compensation Meeting*Outside director (3)* Executive Nomination Meeting and Executive
Compensation Meeting consist of two representative
directors and three outside directors.

ReportingDecision making/oversight functions

Collaboration

Board ofCorporate Auditors (4)Outside corporate
auditor (2)ReportingAppointment/dismissal/oversight

Accounting auditors

Submission/reporting

Auditing

Executive Management Board Meeting
Reporting

Collaboration

Chair: President and CEO

ReportingTransfer of authority/oversightCorporate Governance Guidelines/Corporate Governance Reports

Auditing

Collaboration

ReportingInternal
Audit Department

Internal audit

Executive officers

Accounting audit

Submission/reporting ofimportant matters

Corporate operations
departments at HQ
Automotive Business Unit

Executive
Meeting

Aerospace Company

Executive
Meeting

Group Companies

Submission/
reporting ofimportantmatters

Policy instruction/
approval ofplan, etc.

Corporate
Governance Meeting

CSR Committee
Social Contribution
Committee
Environment
Committee

Plan proposal/
reporting, etc.

Risk Management/
Compliance Committee

Business operations execution functions

Subaru has created the Corporate Governance Guidelines withthe objective of clarifying the basic concept, framework, andoperating policy of its corporate governance.

of important business operations. This structure enables
us to achieve sounder, more efficient business operations
through increased effectiveness of management monitoringby involving highly independent outside directors and outside
corporate auditors. In addition, in order to enhance the practical
governance structure based on the ongoing system design,
we have established two voluntary meetings: the Executive
Nomination Meeting and Executive Compensation Meeting.

Message fromthe President

Contents

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The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

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Risk Management■ Board of Directors
The Board of Directors is committed to bringing to fruition
Subaru’s corporate philosophy, achieving effective corporate
governance and sustainable growth, and enhancing its corporate
value over the medium to long term. For this purpose, the bodyseeks to select individuals with a wealth of experience, highlevels of skill and insight, and advanced expertise appropriate
for Subaru’s directors and auditors. The Board of Directors
consist of a maximum of 15 members, from within and outsideof the company, in accordance with the Articles of Incorporation.
It is now composed of nine directors, including three outside
directors, which was approved at the 89th Ordinary General
Meeting of Shareholders held in June 2020.
■ Board of Corporate Auditors
Subaru’s corporate auditors attend Board of Directors meetingsand other important meetings, inspect business sites andsubsidiaries, interview members of the audit department, andaudit the execution of duties by the directors and others, basedon the audit policy and audit plan established by the Board of
Corporate Auditors. The body consists of a maximum of fivemembers in accordance with the Articles of Incorporation. It is
now composed of four corporate auditors, including two outside
corporate auditors, which was approved at the 89th Ordinary
General Meeting of Shareholders held in June 2020.
■ Executive Nomination Meeting
In order to ensure fairness and transparency in the process
for selecting directors and corporate auditors, the Executive
Nomination Meeting, whose members include independent
outside directors, engages in due deliberation on candidates
proposed by the Board of Directors. The Meeting then submits
the approved nomination proposals for directors and corporate
auditors, as well as approved proposals for appointment andremoval of executive officers, including the chief executive officer(CEO), to the Board of Directors, which then discusses the
proposals and decides on them by resolution. For nominating
candidates for corporate auditors, the Meeting seeks to obtainapproval from the Board of Corporate Auditors. It was resolved
at the Board of Directors meeting held on March 3, 2020 that the

SUBARU CORPORATION CSR Report 2020

Executive Nomination Meeting would consist of two representative
directors and three outside directors and be chaired by the
President and Representative Director from April 1, 2020.
The Executive Nomination Meeting was convened four times
in FYE2020, and submitted reports mainly on the executive
structure and appointments, the division of duties of executives,
and the appointment of representatives of major subsidiaries, inaddition to discussing CEO succession plans.

The following is the membership list of the Board of Directors,
Board of Corporate Auditors, Executive Nomination Meeting andExecutive Compensation Meeting.
Board/Meeting Membership
Title

Name

Director

Yasuyuki Yoshinaga■ Executive Compensation Meeting

Representative
Director

Tomomi Nakamura

In order to ensure objectivity and transparency in the process fordetermining executive compensation, the Executive Compensation
Meeting, whose members include independent outside directors,
decides on the compensation system and specific sums paidin compensation to executives after due deliberation, based on
the authority delegated to the Meeting by the Board of Directors.
Where matters concern the executive compensation system ingeneral, such as its revision, the Board of Directors deliberates
on proposals approved by the Executive Compensation Meetingand decides on them by resolution. It was resolved at the Boardof Directors meeting held on March 3, 2020 that the Executive
Nomination Meeting would consist of two representative directors
and three outside directors and be chaired by the President andRepresentative Director from April 1, 2020.
The Executive Compensation Meeting was convened four times in
FYE2020, and deliberated on compensation systems, while deciding
on performance-based compensation for directors (excluding
outside directors) and executive officers based on evaluations andthe amount of monetary compensation claims in respect of restricted
stock compensation for each individual recipient.

Representative
Director

Kazuo Hosoya

Director

Toshiaki Okada

Director

Yoichi Kato

Director

Tetsuo Onuki

OutsideDirector

Yasuyuki Abe

OutsideDirector

Natsunosuke Yago

OutsideDirector

Miwako Doi

Standing
Corporate
AuditorAkira Mabuchi

Standing
Corporate
Auditor

Hiromi Tsutsumi

OutsideCorporate
Auditor

Shigeru Nosaka

OutsideCorporate
AuditorKyoko Okada

Participation of Directors

Number of meetings
Attendance rate

FYE2016

FYE2017

FYE2018

FYE2019

15

15

17

16

FYE2020
13

96.3%

96.3%

99.0%

98.4%

100%

* In addition to the above-indicated number of meetings, there were three cases (one in
FYE2019 and two in FYE2020) in which a resolution was deemed to have been passed ata Board of Directors meeting, as stipulated in Article 370 of the Companies Act and the
Articles of Incorporation.
* Attendance rates for newly appointed directors are calculated for Board of Directors
meetings held after their appointment.

: Chair;: Member

Board ofDirectors(As of June 24, 2020)
Board ofCorporate
Auditors

Executive
Nomination
Meeting

Executive
Compensation
MeetingMessage fromthe President

Contents

Corporate GovernanceCompliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

Risk Management

Business Operation System■ Executive Management Board Meeting

SUBARU CORPORATION CSR Report 2020

CEO through discussions at the Executive Nomination Meeting.

The Executive Management Board Meeting is a preliminary
consultation body tasked with deliberating on companywide
management strategies and the execution of important
operations to provide bases for discussion at Board of Directors
meetings. The body is composed of the representative directors,
directors who execute business, and executive vice presidents,
and is chaired by the President and Representative Director, whois the CEO. Standing corporate auditors also attend the Meeting.

To be able to implement succession plans appropriately, the CEO
begins to prepare for selection and development of his/her successor
candidates independently, upon assuming office. Key processes forthis purpose include providing information on candidates to outside
directors on an ongoing basis, particularly by enabling the directors
to monitor the candidates in person continuously in day-to-day
business settings, as a measure to ensure appropriate and timely
evaluation and selection down the road.

■ Executive Meeting

The Board of Directors and Executive Nomination Meeting meeton a regular basis to review the list of essential qualities and skills
required of the CEO, including removing and adding items, inconsideration of perception of current trends, changes in thebusiness environment surrounding the company, and the future
direction of the group’s business strategies.

Subaru has adopted an executive officer system, andaccordingly established the Executive Meeting to serve as thedecision-making function for the operations of the Automotive
Business. Additionally, an in-house company system has
been introduced to the Aerospace business division in orderto achieve clearer responsibilities and faster execution of its
business operations. The body consists of the representative
directors, directors and executive officers, and is chaired by the
President and Representative Director, who is the CEO.

CEO Succession Plan
■ Approach
Subaru recognizes that decision making regarding top
management changes and successor selection may have a
critical influence on corporate value. Therefore, in order to ensure
a successful succession a change to the right person at theright timing, we invest substantial time and resources to carefully
develop and implement succession plans.
In order to hand over the business to the right person, the Boardof Directors, as part of its essential duties, develops succession
plans that can convince all stakeholder groups.
To ensure objectivity and transparency in the process for deciding
on replacement and selection of the CEO, the Board of Directors
appropriately supervises the preparation of proposals by the current

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GRI Content Index

To ensure the objectivity of successor selection process andincrease the effectiveness of its supervision by the Board of
Directors and Executive Nomination Meeting, it is important to haveeffective selection criteria in place, particularly for usage by outside
directors. Based on this view, Subaru has established two sets ofcriteria: “Abilities required of the Subaru Group’s CEO” and “Five key
qualities required of the Subaru Group’s CEO.” These criteria serve
as a guide for evaluating candidates in light of quality, competency,
experience, track record, specialized expertise, personality andother factors, which have been discussed and decided on by the
Board of Directors and Executive Nomination Meeting.

Five key qualities required of the Subaru Group’s CEO
1. Integrity
2. Broad perspective
3. Character
4. Tireless spirit or revolutionary leadership skills
5. Person of action

Executive Training■ Training Policy
Subaru provides its directors and corporate auditors on an
ongoing basis with information and knowledge regarding its
business activities that is necessary for them to fulfill their
responsibilities to oversee and audit the management. The
company gives similar opportunities to executive officers, for the
purpose of developing human resources to lead its managementin the future.
Subaru provides its outside officers on an ongoing basis withinformation relating to the company’s management philosophy,
corporate culture, business environment and other matters, mainly
through arranging appropriate opportunities, such as operations
briefings from business divisions and factory tours, as well as
creating an environment for officers to share information andexchange opinions more easily. Expenses to be incurred for offering
the above training to directors and corporate auditors, including
outside officers, and executive officers are borne by the company.
■ Major Ongoing Programs
1. Training for directors/corporate auditors

Abilities required of the Subaru Group’s CEO
The Subaru Group’s CEO must be able to: properly understandthe business environment surrounding Subaru, its corporate
culture and philosophy, business growth stages, and mediumto long-term management strategies and challenges; facilitate
collaboration appropriately with various stakeholders; and leadall executives and employees to work together to maximize
corporate value.

1) Refresher courses focusing on information regarding theCompanies Act and other laws and regulations related tocorporate governance2) Participation in seminars and programs hosted by government
agencies, Japan Federation of Economic Organizations, Japan
Association of Corporate Directors, Japan Audit & Supervisory
Board Members Association, etc.

Contents

Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

Risk Management

2. Training for outside directors/outside corporate auditors•

Inspection tours at group companies in Japan
Two outside corporate auditors visited five companies in total.

•

1) Briefings from responsible executive officers about theInspection tours at manufacturing and distribution sites outsideJapan

management philosophy, corporate culture, businessTwo outside corporate auditors visited manufacturing andenvironment, and the performance, situation and issues ofeach business division/department, and related discussions

distribution sites in two countries.
•

Management discussions and social gatherings with directors

2) Inspection tours at manufacturing/R&D/distribution sites

and corporate auditors

3) Discussions with directors and corporate auditors on

The entire board membership (13 directors and corporate

management issues4) Social gatherings with directors and corporate auditors

auditors) attended two semi-annual events.
•

5) Participation in companywide business events, such as

External exhibitions
Outside directors and corporate auditors participated in

improvement activity debriefing sessions

external exhibitions.
2) Programs for all executives (directors/corporate auditors/

3. Training for executive officers

executive officers)

1) Participation in external programs aimed at fostering the•mindset required for executive management and motivating self-

officers in total participated in different three-day programs.
•

increase literacy in the related field (legal affairs, compliance, IT,

Classroom lectures by invited experts
Two sessions were held for all executives to discuss

the SDGs, etc.)
3) All-hands strategy building camps

External seminars
Each of the four newly appointed directors and executive

improvement actions
2) Lectures by invited experts in specified topics to share andmanagement issues. (ESG seminar, SDGs study meeting)•4) Recommendation and support for participation in appropriate

Individual lectures by invited experts
A total of three sessions were held for two directors to listen toexternal seminars and programs

specialists in specified topics, including about the Companies
Act.

4. Programs provided in FYE2020•

1) Programs for outside directors/corporate auditors••

In-house presentations and exhibits
Held to present to all executives information about future

Operations briefings offered by executive officers and related
discussions

technologies and quality solutions.
•In-vehicle lessons offered to all executives, aimed to improve

Three newly appointed outside directors/corporate auditors

their driving skills, and teach them about new technologies

attended 18 sessions in total.

(three sessions)Inspection tours at manufacturing sites in Japan
Three newly appointed outside directors/corporate auditors
visited three different locations (plants, offices).

122
SUBARU CORPORATION CSR Report 2020

The following programs are provided to outside Board members at
the time of appointment and subsequently to keep them updated.

GRI Content Index

Contents

Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

123

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Risk Management

SUBARU CORPORATION CSR Report 2020

Directors of the Board

Directors, Auditors, and Executive Officers(as of June 24, 2020)

Directors of the Board

Yasuyuki Yoshinaga
Director, Chairman
Year of Birth: 1954 (male)Apr 1977

Joined the Company

Apr 1982

Joined the Company

Oct 1999

General Manager of Sales Planning Department, Domestic
Sales Division

May 2006

General Manager of Corporate Planning Department

Jan 2009

Apr 2005

Vice President, Senior General Manager of Strategy
Development Division and General Manager of Corporate
Planning Department

Senior General Manager of Subaru Japan Sales & Marketing
Division

Jun 2010

President, Tokyo Subaru Inc.

Apr 2012

Vice President, General Manager of Human Resources
Department

Apr 2014

Senior Vice President, General Manager of Human
Resources Department and Career Support Office, andPresident of Subaru Bloom Co. Ltd

Jun 2006

Vice President, Chief General Manager of Strategy
Development Division

Apr 2007

Vice President, Chief General Manager of Subaru Japan
Sales & Marketing Division and General Manager of Sales
Promotion Department

Jun 2007

Senior Vice President, Chief General Manager of Subaru
Japan Sales & Marketing DivisionJun 2009

Director, Executive Vice President, Chief General Manager
of Subaru Japan Sales & Marketing DivisionJun 2011

Representative Director, President

Jun 2018

Director, Chairman (to the present)

Kazuo Hosoya
Representative Director,
Deputy President

Apr 2015

Senior Vice President, Chief General Manager of Subaru
Japan Sales & Marketing Division

Year of Birth: 1957 (male)Apr 2016

Executive Vice President, Chief General Manager of Subaru
Japan Sales & Marketing Division

Mar 2018

Retired as Executive Vice President

Apr 2018

President, Tokyo Subaru Inc.

Dec 2018

Retired as President of Tokyo Subaru Inc.

Jan 2019

Deputy President, Chief General Manager of Subaru
Manufacturing Division and Gunma Plant

Jun 2019

Representative Director, Deputy President, Chief General
Manager of Subaru Manufacturing Division and Gunma Plant

Apr 2020

Representative Director, Deputy President, Chief General
Manager of Subaru Manufacturing Division (to the present)

Yoichi Kato
Director, Executive Vice
President
CRMO (Chief Risk
Management Officer)
Year of Birth: 1959 (male)Apr 1983

Joined the Ministry of International Trade and Industry (MITI),
Japanese government (present-day Ministry of Economy,
Trade and Industry)

Jul 2010

Director-General, Chubu Bureau of Economy, Trade andIndustry, Ministry of Economy, Trade and Industry

Aug 2011

Director-General, Business Environment Department, Smalland Medium Enterprise Agency, Ministry of Economy, Tradeand Industry

Sep 2012

Councillor, Cabinet Secretariat (National Strategy Office)Dec 2012

Deputy Director-General for Policy Evaluation, Minister’s
Secretariat, Ministry of Economy, Trade and Industry

Jun 2013

Director-General for Regional Economic and Industrial
Policy, Ministry of Economy, Trade and Industry

Oct 2014

Joined the Company as a Vice President

Apr 2015

Vice President, General Manager of External Relations
Department

Apr 2016

Senior Vice President, General Manager of External
Relations Department

Apr 2017

Senior Vice President, General Manager of External
Relations Department, Chief General Manager of Corporate
Administration DivisionJun 2017

Director, Senior Vice President, General Manager of External
Relations Department, Chief General Manager of Corporate
Administration Division

Apr 2018

Director, Executive Vice President, General Manager ofLegal Department

Oct 2018

Director, Executive Vice President (to the present)

Apr 1982

Joined the Company

Apr 1984

Joined the Company

Apr 1984

Joined the Company

Jun 2004

General Manager of Marketing Planning Department,
Subaru Japan Sales & Marketing Division

Oct 2004

Apr 2006

General Manager of Design Department, Subaru Product &Portfolio Planning Division

Apr 2011

Vice President, Senior General Manager of Strategy
Development Division and General Manager of Corporate
Planning Department

General Manager of Sales Planning Department andManager of 1st Sales Promotion Section, Subaru Marketing
Division

Sep 2008

Apr 2013

Vice President, General Manager of Corporate Planning
Department

General Manager of Body Design Department, Subaru
Engineering Division

Apr 2014

Vice President, Senior General Manager of Subaru
Engineering Division and General Manager of Body Design
Department, Subaru Engineering Division

Apr 2016

Director, Executive Vice
President

Senior Vice President, Chief General Manager of Subaru
Engineering Division 1, Chief General Manager of Subaru
Technical Research CenterApr 2018

Year of Birth: 1960 (male)

Executive Vice President, Chief General Manager ofEngineering Management Division and Engineering Division 1

Jun 2018

Director, Executive Vice President, Chief General Manager
of Engineering Management Division

Apr 2019

Director, Executive Vice President

Apr 2020

Director, Executive Vice President, Chief General Manager
of Purchasing Division (to the present)

Jun 2011

Tomomi Nakamura

Vice President, Chief General Manager of Strategy
Development Division and General Manager of Corporate
Planning Department

Apr 2013

Representative Directorof the Board, President
CEO (Chief Executive
Officer)

Vice President, Senior General Manager of Subaru Global
Marketing Division, Subaru Overseas Sales & Marketing
Division 1 and Overseas Sales & Marketing Division 2

Apr 2014

Senior Vice President, Chairman, Subaru of America, Inc.,and Chief General Manager of Subaru Overseas Sales &Marketing Division 1

Year of Birth: 1959 (male)Apr 2016

Executive Vice President, Chairman, Subaru ofAmerica, Inc., and Chief General Manager of Subaru
Overseas Sales & Marketing Division 1

Apr 2018

Executive Vice President

Jun 2018

Representative Director, President and Chief Executive
Officer (CEO) (to the present)

Toshiaki Okada
Director, Executive Vice
President
CFO (Chief Financial
Officer)Year of Birth: 1960 (male)Apr 2015

Senior Vice President, General Manager of Corporate
Planning Department

Apr 2017

Executive Vice President

Jun 2017

Director and Executive Vice President (to the present)

Tetsuo Onuki

Contents

Corporate GovernanceYasuyuki Abe
Director
Year of Birth: 1952 (male)

Message fromthe President

ComplianceDirector
Year of Birth: 1951 (male)

Environment

SocialGovernanceAppendix

124

GRI Content Index

Risk Management

Apr 1977

Joined Sumitomo Corporation

Jun 2002

President & Representative Director of Sumisho Electronics
Co., Ltd. (present-day SCSK Corporation)

Apr 2005

President & Representative Director of Sumisho Computer
Systems Corporation (present-day SCSK Corporation)

Jun 2009

Representative Director, Managing Executive Officer,
General Manager of Financial & Logistics Business Unit,
Sumitomo Corporation

SUBARU CORPORATION CSR Report 2020

Apr 1976

Joined Marubeni Corporation

Dec 1989

Joined Apple Computer JapanMar 1996

Joined Allergan plc

Nov 1996

Joined Japan Communications Inc., Senior Executive
Officer and CFO

Apr 2002

Joined Oracle Corporation Japan, Vice President under
direct control of CEO, Financial Affairs

Aug 2002

Director, Senior Executive Officer and CFO

Jun 2004

Director, Executive Vice President, CFO, Finance/
Infrastructure Development/Application IT, Director of
FinanceNov 2005

Retired from Oracle

Oct 2007

Executive Vice President, CFO, Finance, IT and General
Affairs, Director of Finance

Representative Director, Senior Executive Operating Officer,
General Manager of Corporate Planning and Coordination
Department, Sumitomo Corporation

Aug 2008

Director, Senior Corporate Executive Officer, CFO, Finance,
Facility, IT, Internal Audit

Jun 2011

Director, Executive Officer Deputy President, CFO

Jun 2015

Advisor at Sumitomo Corporation

Aug 2018

Director, Deputy Chairman

Jun 2016

Outside Corporate Auditor at Subaru

Jun 2019

Corporate Auditor at Subaru (to the present)

Jun 2018

Retired from position as an advisor at Sumitomo
Corporation

Aug 2019

Retired from position as Deputy Chairman at Oracle
Corporation JapanJun 2019

Retired from position as Outside Corporate Auditor

Jun 2019

Director at Subaru (to the present)

Apr 1977

Joined Ebara Corporation

Jun 2002

Executive Officer, Ebara Corporation

Apr 1979

Joined the Company

Apr 2004

Senior Executive Officer and General Manager of Precision
Machinery Department, Ebara Corporation, Chairman and
Representative Director, Ebara Precision Machinery Europe
GmbH, Chairman and Representative Director, Ebara
Technologies Inc., Chairman, Shanghai Ebara Precision
Machinery Co., Ltd.

Jul 2000

General Manager of Chassis Design Department, Subaru
Engineering Division

Apr 2005

Vice President, Senior General Manager of Subaru
Engineering Division and General Manager of Engineering
Administration Department

Apr 2010

Apr 2011

Apr 2013

Natsunosuke Yago

The Subaru Group’s CSR

Representative Director, Managing Executive Officer,
General Manager of New Industry Development & Crossfunction Business Unit, Sumitomo Corporation
Representative Director, Senior Executive Operating Officer,
General Manager, of New Industry Development & Crossfunction Business Unit and Finance Department, Sumitomo
Corporation

Apr 1979

Jul 2005

Miwako Doi

Joined the Integrated Research Institute (present-day
Corporate Research & Development Center), Tokyo
Shibaura Electric Corporation (present-day Toshiba
Corporation)
Senior Fellow, Human Centric Laboratory, Corporate
Research & Development Center

Jul 2006

Senior Fellow, Corporate Research & Development Center

Jul 2008

Chief Fellow, Corporate Research & Development Center

Jun 2014

Retired from Toshiba Corporation

Jun 2020

Director at Subaru (to the present)

Shigeru Nosaka

Director

Corporate Auditor

Year of Birth: 1954 (female)Year of Birth: 1953 (male)

Corporate Auditors

Jun 2004

Director, Ebara Corporation

Jun 2007

Apr 2005

Director, Ebara Corporation, Chairman, Ebara-Densan
Taiwan Manufacturing Co., Ltd.

Senior Vice President, Chief General Manager of Subaru
Engineering Division

Apr 2009

Joined Shiseido Co., Ltd.

Director, President of Precision Machinery Company andDirector of Fujisawa Plant

Senior Vice President, Chief General Manager of Strategy
Development DivisionApr 1982

Jun 2005

Sep 2004

CSR Department

Jun 2010

Apr 2006

Corporate Culture Department

Apr 2006

Director, Managing Executive Officer; President of Precision
Machinery Company

Director, Executive Vice President, Chief General Manager
of Strategy Development DivisionJun 2011

Director, Executive Vice President

Oct 2011

General Manager of Corporate Culture Department

Oct 2011

Director, Executive Vice President, General Manager ofChina Project Office

Oct 2012

General Manager of Corporate Culture Department andproject leader for compilation of the 150-year history

Apr 2015

General Manager of Executive Section, General Affairs
Department

Jun 2015

Audit & Supervisory Board Member (standing)

Mar 2019

Retired from position as standing corporate auditor

Jun 2019

Corporate Auditor at Subaru (to the present)

Apr 2007
May 2007

President and Representative Director, Ebara Corporation

Akira Mabuchi
Standing Corporate
AuditorYear of Birth: 1953 (male)President and Representative Director and General Manager
of Internal Control Promotion Division, Ebara Corporation

Jul 2009

President and Representative Director; General Manager ofInternal Control Division

Apr 2013

Chairman, Ebara Corporation

Mar 2019

Retired from position as Chairman, Ebara Corporation

Jun 2019

Director at Subaru (to the present)

Apr 2015

Director, Executive Vice President

Jun 2015

Standing Corporate Auditor (to the present)

Kyoko Okada
Corporate Auditor

Apr 1980

Joined the Company

Jun 2002

General Manager of Corporate Communications
Department

Jun 2006

General Manager of Subaru Product Planning Department,
Product Planning Division

Apr 2013

Vice President, General Manager of Subaru Customer
CenterJun 2015

Hiromi Tsutsumi

Vice President, General Manager of Human Resources
Department and President of Subaru Bloom Co., Ltd.

Apr 2017

Standing Corporate
AuditorSenior Vice President, General Manager of Human
Resources Department

Apr 2020

Senior Vice President

Jun 2020

Standing corporate auditor (to the present)

Year of Birth: 1957 (female)Year of Birth: 1959 (female)Contents

Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

Risk Management

Executive Officers
Chairman

Yasuyuki Yoshinaga

President

Tomomi Nakamura

CEO (Chief Executive Officer)

Deputy President

Kazuo Hosoya

Chief General Manager of Manufacturing Div.

Executive Vice President

Toshiaki Okada

CFO (Chief Financial Officer)

Executive Vice President

Yoichi Kato

CRMO (Chief Risk Management Officer)

Executive Vice President

Katsuyuki Mizuma

Chief General Manager of Overseas Sales & Marketing Div. 2

Executive Vice President

Tetsuo Onuki

Chief General Manager of Purchasing Div.

Executive Vice President

Atsushi Osaki

CQO (Chief Quality Officer), Chief General Manager of Quality Assurance Div. and General Manager of Quality AssuranceManagement Office

Executive Vice President

Fumiaki Hayata

Chief General Manager of Overseas Sales & Marketing Div. 1, Chairman of Subaru Indiana Automotive, Inc.

Senior Vice President

Shoichiro Tozuka

Company President of Aerospace Company

Senior Vice President

Takuji Dai

CIO (Chief Information Officer), Chief General Manager of IT Strategy and Senior General Manager of Corporate Planning Div.

Senior Vice President

Tatsuro Kobayashi

General Manager of Human Resources Dept.

Senior Vice President

Eiji Ogino

Senior General Manager of Manufacturing Div., Chief General Manager of Gunma Plant

Senior Vice President.

Jinya Shoji

Senior General Manager of Overseas Sales & Marketing Div. 1, Executive Vice President of Subaru of America (SOA), Inc.

Senior Vice President

Yoichi Sato

Chief General Manager of Japan Sales & Marketing Div.

Vice President

Yasushi Nagae

General Manager of Investor Relations Dept. and General Administration Dept.

Vice President

Takeshi Seiyama

Chief General Manager of Parts & Accessories Div.

Vice President

Osamu Eriguchi

Chief General Manager of Engineering Div. 2, Senior General Manager of Engineering Management Div.

Vice President

Tomoaki Emori

Chief General Manager of Corporate Planning Div.

Vice President

Tatsuya Okuno

Chief General Manager of Engineering Div. 1, Senior General Manager of Engineering Management Div.

Vice President

Tamotsu Inui

Chief General Manager of Cost Planning & Management Div., Senior General Manager of Corporate Planning Div.

Vice President

Tetsuo Fujinuki

CTO (Chief Technology Officer), Chief General Manager of Engineering Management Div. and Technical Research Center

Vice President

Hiroshi Wakai

Company Vice President of Aerospace Company, Senior General Manager of Engineering & Development Center

Vice President

Kazuhiro Abe

Chief General Manager of Product & Portfolio Planning Div.

Vice President

Hiroshi Watahiki

Senior General Manager of Engineering Management Div.

Vice President

Tadashi Yoshida

Chief General Manager of Customer Service Div.

Vice President

Ryota Fukumizu

President of Subaru Indiana Automotive (SIA), Inc.

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SUBARU CORPORATION CSR Report 2020

Message fromthe President

Contents

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The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

126

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Risk Management

SUBARU CORPORATION CSR Report 2020

Reasons for Appointing the Outside Officers and Major Activities (as of June 2020)

Independent
Officer
Status*1

Meeting Attendance (FYE2020)
Reasons for Appointing the Outside Officers and Major Activities

Board ofCorporate
Auditors

Significant Concurrent Positions*2

Yasuyuki Abe

As representative director and senior managing executive officer of Sumitomo Corporation, Mr. Yasuyuki Abe has been involved in management in both asupervisory and executional capacity, possesses extensive experience and knowledge in business management, and has an advanced understanding of the IT
field. Mr. Abe has served three years as an independent outside corporate auditor for the Company since June 2016. During his tenure, he has supervised theexecution of duties conducted by directors, as well as understood the true nature of the problems facing the Company and offered his frank opinions to senior Attended 10 ofmanagement in a timely and appropriate manner. In June 2019, Mr. Abe was appointed to the position of independent outside director and has been providing 10 meetings
beneficial advice to the Company’s management. In light of this, the Company has once again appointed Mr. Abe with the expectation that he will provide
sufficient advice and oversight of all aspects of the Company’s management from an independent perspective when he assumes office as an outside director of
the Company.

Attended 2 of
2 meetings

Director (External), JVC KENWOOD Corporation
Advisor, ORANGE AND PARTNERS CO., LTD.

Natsunosuke
Yago

Mr. Natsunosuke Yago served successively as president and representative executive officer and chairman at Ebara Corporation, and has extensive experienceand knowledge in business management. Mr. Yago is especially knowledgeable in the areas of internal control and governance. In June 2019, the Company
has appointed him to the position of independent outside director. Given that he has been providing beneficial advice to the Company’s management based on Attended 10 of
his rich experience and wide range of knowledge, and high level of insight into the Company’s social responsibilities, we appointed Mr. Yago once again with 10 meetings
the expectation that he will provide sufficient advice and oversight of all aspects of the Company’s management from an independent perspective when heassumes office as an outside director of the Company.

­—

President, Ebara Hatakeyama Memorial Foundation
Outside director, J. FRONT RETAILING Co., Ltd.

Miwako Doi

As a researcher and supervisor in the field of information technology at Toshiba Corporation, Ms. Miwako Doi has accumulated vast experience and made many
achievements in this field over many years. In addition, she has held successive positions, mainly in government committees, owing to her high level of expertiseand extensive experience and knowledge. In June 2020, we appointed Ms. Doi to the position of outside director with the expectation that she will provide
sufficient advice and oversight of all aspects of the Company’s management from an independent perspective when she assumes office, given her experienceand a high level of insight as an expert cultivated from her vast experience.

—

Auditor, National Institute of Information andCommunications Technology (NICT)
Executive Director, Nara Institute of Science and Technology
Executive Vice President, Tohoku University
Outside Director, Isetan Mitsukoshi Holdings Ltd.
Outside Director, NGK Spark Plug Co., Ltd.

Board ofDirectors

Outside Directors—

Outside Corporate Auditors

Shigeru Nosaka

Mr. Shigeru Nosaka has been involved in management in both a supervisory and executional capacity as a director, executive deputy president and deputy
chairman and CFO at Oracle Corporation Japan and possesses extensive experience and knowledge in business management. In June 2019, Mr. Nosaka was
Attended 10 of
appointed to the position of independent outside corporate auditor and has been providing beneficial advice to the Company’s management based on his wide
10 meetings
range of insights into finance and accounting in corporate activities. In light of this, the Company has once again appointed Mr. Nosaka with the expectationthat he will appropriately perform the duties when he assumes office as of an outside corporate auditor of the Company.

Attended 10 of
10 meetings

Kyoko Okada

Ms. Kyoko Okada has accumulated extensive experience and knowledge in areas such as CSR and corporate culture at Shiseido Co., Ltd. and has a career inmanagement auditing as a corporate auditor at Shiseido. In June 2019, Ms. Okada was appointed to the position of independent outside corporate auditor andAttended 10 ofhas been providing beneficial advice to the Company’s management based on her wide range of insights into CSR and corporate culture in corporate activities.
10 meetings
In light of this, the Company has once again appointed Ms. Okada with the expectation that she will appropriately perform the duties when she assumes office
as an outside corporate auditor of the Company.

Attended 10 of
10 meetings

Japan Cancer Society, Director
Outside Audit & Supervisory Board Member, NS Solutions
Corporation
Outside Audit & Supervisory Board Member, Daio Paper
Corporation

Note:
In addition to the number of times Board of Director meetings were held as stated in the table above, there were two written resolutions that were deemed to be Board of Director resolutions in accordance with Article 370 of the Companies Act and the Articles of Incorporation of the Company.
In October 2017, during Mr. Yasuyuki Abe’s tenure as an outside auditor, inappropriate actions related to a spot check and other final inspections for fuel consumption and exhaust gas were identified. Mr. Abe had no beforehand knowledge of said facts. On a daily basis, he has been providing advice on legal complianceand internal control based on insights from his ample experience. After this matter was identified, he adequately received reports on measures to determine the cause of these inappropriate actions and to prevent their reoccurrence and also provided various suggestions, thereby fulfilling his responsibilities.
In September 2016, during Mr. Natsunosuke Yago’s tenure as a director at Ebara Corporation, it was discovered that construction methods used at properties were not in compliance with the Building Standards Law. This was mainly at Ebara’s affiliates. This issue was discovered when construction was carried out toreplace existing drainage pipes for an apartment complex. Mr. Yago had no beforehand knowledge of said facts. On a daily basis, he has been providing advice on legal compliance and internal control based on insights from his ample experience. After this matter was identified, he adequately received reports on measures
to determine the cause of these inappropriate actions and to prevent their reoccurrence and also provided various suggestions. In addition, he also fulfilled his responsibilities in part by implementing improvement measures in response to guidance provided by the Ministry of Land, Infrastructure and Transport and thedesignated administrative agency.
On June 17, 2019, Ms. Miwako Doi was appointed to the position of outside director at Isetan Mitsukoshi Holdings Ltd. MICARD Co. LTD., a subsidiary of Isetan Mitsukoshi Holdings, was issued an order for action by the Consumer Affairs Agency on July 8, 2019. The administrative order was issued due to misleading
representation of services related to the MICARD+ GOLD card in accordance with Article 5-1 and 5-2 of the Act against Unjustifiable Premiums and Misleading Representations. An order for payment of a surcharge was issued on March 24, 2020. Ms. Doi had no beforehand knowledge of said facts. After this matter was
identified, Ms. Doi has been fulfilling her responsibilities in part by pouring energies into the establishment of measures through deliberation by its Board of Directors to prevent reoccurrence of such incidents in the Isetan Mitsukoshi Holdings Group, which includes MICARD and its subsidiaries, and to make these facts
common knowledge among all employees and to strengthen employee training.

*1 Outside directors and outside auditors with no risk of a conflict of interest with general shareholders as stipulated by the stock exchange. *2 Current as of June 30, 2020
Refer to the SUBARU corporate website corporate governance page for the Corporate Governance Guidelines (attached materials: Criteria for Independence of Outside Officers)Message fromthe President

Contents

Corporate GovernanceCompliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

127

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Risk Management

SUBARU CORPORATION CSR Report 2020

Total compensation for directors was resolved to be no more

Executive Compensation

than 1.2 billion yen per year (of which, compensation for outside

Policies for Cross-shareholding

directors was to be no more than 200 million yen per year) at

Policy for Determining the Amount of Compensationfor Subaru Executives or the Calculation Method

the 85th Ordinary General Meeting of Shareholders held in June

Subaru scrutinizes each of its major listed shares held as cross-2016. Within that sum, total monetary compensation associatedshareholding at annual meetings of the Board of Directors,

Compensation of directors is determined based on the following:with long-term incentives is capped at 200 million yen per year.

examining the purpose of the shareholdings and whether

An appropriate, fair, and well-balanced level commensurate

In determining the compensation paid to directors, the Executive

their benefits are commensurate with the capital cost, and willwith the director’s roles and responsibilities.

Compensation Meeting decides on the compensation system

continue to hold those deemed to contribute to the company’s

A system that takes into account the need to secureand specific sums paid in compensation to executives after ample

medium- to long-term management and business strategies.

outstanding personnel and motivate them to achieve sustaineddeliberation by the Meeting members, including the independent

Subaru has steadily reduced its major listed shares held as

improvements in corporate performance and corporate value.

outside directors, based on the authority delegated to the Meetingcross-shareholding since the Corporate Governance CodeSpecific compensation consists of the following items. Note thatby the Board of Directors. Where matters concern the executive

entered into force in FYE2016. As a result, Subaru’s major listed

standards for each item are set according to responsibilities andcompensation system in general, such as its revision, the Board

shares held as of March 31 each year for policy purposes fell as

are differentiated between internal and external status by usingof Directors deliberates on proposals approved by the Executive

indicated below, and as a result, the number of the shares held

survey data from external expert institutions.

Compensation Meeting and decides on them by resolution.

was four as of March 31, 2020.

••

In STEP, the mid-term management vision published in July 10,
Policy for Determining the Amount of Compensation for Subaru
Executives or the Calculation Method

2018, Subaru set out a profit plan for operating income of 950
billion yen over the three years from FYE2019 to FYE2021. Under
this plan, Subaru will ensure an equity ratio of 50% or higher(1) Basic compensation

Fixed portion amount based on position held and taking into
consideration the business environment, etc.

(2) Short-term
performance-linked
compensation

Performance-linked portion based on the consolidated
ordinary income of FYE2020*, with the adjustment using amatrix of return on equity (ROE) and equity ratio improvement,
which are management indicators consistent with thecompany’s capital policy, and taking into account humanresource development and the business environment.

authority delegated to it by the Board of Directors, the Executive

Compensation for granting shares with transfer restriction
to provide long-term incentive for sustained improvement ofcorporate value and to further enhance value sharing withshareholders.

FYE2020*, with the adjustment using a matrix of return on equity(3) Restricted stockcompensation* As the Group has voluntarily adopted the International Financial Reporting Standards (IFRS)
from FYE2020, the consolidated ordinary income is reclassified under the Japanese GAAP.

Compensation System for Directors (excluding outside directors)
Fixed portion

Performance-linked
portionLong-term
incentives

Basic compensation

Short-term
performance-linked
compensation

Restricted
stock
units

Subaru’s Shareholdings for Purposes Other Than Investment Alone:
Number of Securities and Total Value as Recorded in the Balance Sheetand ROE of 10%, while aiming for 15% or higher. Under the

85th
86th
87th
88th
89th
Term
Term
Term
Term
Term
FYE2016 FYE2017 FYE2018 FYE2019 FYE2020

Compensation Meeting determined the sums to be paid in shortterm performance-linked compensation to each director in line withthese targets and based on the consolidated ordinary income of(ROE) and equity ratio improvement, and taking into accounthuman resource development and the business environment.
* As the Group has voluntarily adopted the International Financial Reporting Standards (IFRS)
from FYE2020, the consolidated ordinary income is reclassified under the Japanese GAAP.

Total compensation for auditors was resolved to be no morethan 100 million yen per year at the 75th Ordinary General
Meeting of Shareholders held in June 2006. Within this amount,the basic compensation to be paid is determined based on therank with consideration to business environment, etc.

Number ofIssues(Securities)

Listed

32

30

18

10

4

Unlisted

31

32

31

31

32

Total

63

62

49

41

36

28,238

12,795

8,836

3,138

1,922

526

544

535

535

581

28,764

13,339

9,371

3,673

2,503

Value Listed Listedon Balance
UnlistedSheet(million yen) Total

Contents

Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

GRI Content Index

Risk Management

Preventing Conflicts of Interest
The approval of the Board of Directors is obtained in advance
where a transaction poses the risk of a conflict of interest.
A report on the positions that each director has held
concurrently over the past financial year is provided once a year
at the April meeting of the Board of Directors (A report to confirm
that there have been no improper transactions or positions held
concurrently that would hinder the performance of their duties).

128
SUBARU CORPORATION CSR Report 2020

Effectiveness Evaluation of theBoard of Directors
Subaru has created and published the Corporate Governance
Guidelines with the objective of informing all stakeholders about
the basic concept, framework, and operating policy of ourcorporate governance, in order to ensure the sustainable growthof the Subaru Group and enhance its medium- to long-term
corporate value.
In accordance with the Guidelines, the Board of Directors
analyzes and evaluates the effectiveness of the Board andexamines and implements improvement measures to tackle theissues identified.
In FYE2020, as well as conducting fixed-point observation
based on the FYE2019 evaluation, the Board of Directors
undertook analysis and evaluation focused primarily on checksof initiatives to tackle issues identified in the FYE2019 evaluation.
The results are reported below.

Overview of Evaluation
Timing of implementation: February 2020
Respondents: All directors and all corporate auditors (13,including outside directors)
Method: Self-evaluation using a questionnaire drawn up by athird-party body(1) The third-party body conducts an anonymous selfevaluation questionnaire among all directors and all
corporate auditors.
(2) The third-party body collates and analyzes results.
(3) The Board of Directors reviews and discusses thereport received from the third-party body.

Focus of Questions
1) Operational structure of the Board of Directors2) Supervisory functions of the Board of Directors
3) Dialogue with shareholders

4) Initiatives to tackle issues identified in the FYE2019
evaluation
As well as the self-evaluation section in which each person
rates themselves on a four-rank scale, the questionnaire
has a free-response section in which respondents candescribe their views on the areas in which Subaru’s Boardof Directors is achieving excellence and areas where it
needs to increase its effectiveness.

Results of Evaluation
Subaru has received the following report on the results from thethird-party body commissioned to conduct the evaluation.
• As with the evaluations conducted through to FYE2019,with respect to the operation of the Board of Directors,
the evaluation found that healthy, frank discussion from acompany-wide perspective took place at meetings of theBoard of Directors.
• The areas identified as strengths in the previous year’s
evaluation (“Leadership by the Chair,” “Discussion of crossshareholdings for policy purposes,” and “Size of the Boardof Directors”) continued to be rated highly, confirming thatthe strengths of Subaru’s Board of Directors have beensustained.
• In particular, there were improvements in the following areas:
Operation of the Board of Directors, Support system for the
Board of Directors, and Supervisory functions of the Boardof Directors and Risk management system of the Boardof Directors.
• On the other hand, as in the previous year, the need tofurther enhance the discussion on medium- to long-term
management strategies was confirmed. The evaluation also
showed that there was a strong awareness of issues insuch areas as information security system and sustainability,
so further improvements and functional enhancements are
expected in these areas.
• Regarding this evaluation, five of the 13 officers were new
to the Board. It has been noted that simple comparisons to
the previous year’s evaluation should be made with caution,
as the evaluation criteria may differ for each officer.

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Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

129

GRI Content Index

Risk Management

SUBARU CORPORATION CSR Report 2020

Issues Recognized in the FYE2019 Evaluation

Results of the Questionnaire

In FYE2020, directors and corporate auditors tackled thefollowing issues recognized in the FYE2019 evaluation.

Operational Structure of the Board of Directors(1) Strengthening the system for identifying and managing risk
We h a v e s t re n g t h e n e d o u r r i s k i d e n t i f i c a t i o n a n dmanagement system by establishing the position of Chief
Risk Management Officer (CRMO) to oversee the Risk
Management Group and by providing more opportunities fordiscussion at Board of Directors meetings than before.
(2) Enhancing discussions on medium- to long-term
management strategies
We strove to invigorate discussions on medium- to long-term
management strategies by providing more opportunities forreporting and discussion at Board of Directors meetings,
including sharing and discussing the progress of our
medium-term management vision.
(3) Succession planning and development policies
The Executive Nomination Meeting and the Board of
Directors held discussions on the CEO succession plan, andresolved on the CEO succession plan and the ideal image of
the Subaru Group’s CEO, which will be implemented throughongoing discussions.

FYE2020

4.0

FYE2019

3.0

Evaluation scale
4.0: Excellent
1.0: Poor

After receiving the evaluation report from the third-party body,the Board of Directors examines and discusses the CEO’s
succession plan and the members of the Board of Directors,
Executive Nomination Meeting and Executive Compensation
Meeting for implementing relevant measures.
Furthermore, the Board of Directors continues to deepen
discussions on medium- to long-term management strategies
and has begun active discussions on information security
systems and sustainability, with the aim of enhancing corporate
value and achieving sustainable growth in the medium to longterm. We will continue to strive to maintain and improve theeffectiveness of the Board of Directors.

Composition of
the Board of Directors

2.0

Involvement in
the Board of
Directors

FYE2020

4.0

FYE2019

3.0

Evaluation scale

1.0

Support system for
the Board of Directors

Operation of
the Board of
Directors

4.0: Excellent

Supervisory functions of
the Board of Directors

2.0

Dialogue withshareholders

1.0

Risk management
system of the Boardof Directors

1.0: Poor

Nomination andcompensation of
executives

Decision-making
process

Status of discussions by
the Board of Directors

Questionnaire Items
Category

Diagnostic Item

I. Operational structure of the Board of Directors(1) Composition of the Board of Directors

Size of the Board of Directors

Composition of the Board of Directors (ratio of
inside to outside directors)

Composition of the Board of Directors(diversity and expertise)(2) Operation of the Board of Directors

Frequency, length, and time allocation of
meetings

Relevance of agenda items

Quality and quantity of documents

Timing of document distribution

Prior explanation

Content of explanations and reports(3) Decision-making process

Leadership by the Chair

Adequate discussion—(4) Support system for the Board of Directors

Environment and systems for the provision of
information

Provision of information to outside directors

Training of outside directors(5) Involvement in the Board of Directors

Future Initiatives

Supervisory Function of the Board of Directors and Dialogue with
Shareholders

Training of inside directors——

Attitude to initiatives

Company-wide perspective

Mutual respect

Diverse values

Stakeholder perspectives—

II. Supervisory functions of the Board of Directors(1) Supervisory functions of the Board of Directors Reporting system(2) Risk management system of the Board of
Directors(3) Status of discussions by the Board of
Directors

Supervision of corporate management—

Risk management system

Subsidiary management system

Provision of information and measures tocombat risk

System for managing progress of response
measuresPenetration of compliance awareness—

Discussion of management strategy

Discussion of capital policy

Discussion of cross-shareholding for policy
purposeDiscussion of strengthening governance

Response to social and environmental problems —Composition of the Executive Appointment(4) Nomination and compensation of executives Committee and Executive Compensation
Committee

Cultivating successors

Incentive compensation

Enhancing dialogue with shareholders andinvestors—

III. Dialogue with shareholders
Dialogue with shareholders

Sharing the views of shareholders andinvestors

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Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

130

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Risk Management

SUBARU CORPORATION CSR Report 2020

Internal Auditing

Internal Control

Auditing

Management System

Auditing by Corporate Auditors

auditing organization and conducts internal audits of businessWith the aim of increasing the effectiveness of internal controls

Subaru has put in place a system that enables corporate auditors

execution at Subaru and its group companies in and outside

and risk management, the Internal Audit Department was madeto gather information as required from directors and employees

Japan from an independent and objective standpoint. At theindependent of the Risk Management Group (overseen by thein the event of risk causing significant harm to the company,

beginning of the fiscal year, the Internal Audit Department

Chief Risk Management Officer (CRMO)) to ensure a higher levelor a serious breach of laws, regulations or the Articles ofprepares an internal audit plan for the fiscal year that takes intoof independence of internal audit departments in the organization

Incorporation, or any other critical compliance issue. Under thisconsideration the risks and internal control status of the Group as

and to enhance the effectiveness of internal controls.

system, Subaru employees are deployed to assist the corporate

a whole and systematically implements the plan. The Department

auditors in their duties, to enable the corporate auditors to

prepares and distributes to the directors, corporate auditors, andInternal Control System

execute their duties smoothly.

concerned parties audit reports on the results of internal audits.

In accordance with the Companies Act and the OrdinanceIn addition, Subaru’s corporate auditors attend important meetings,

It also reports the results semi-annually at a Board of Directors

for Enforcement of the Companies Act, Subaru’s Board ofincluding meetings of the Board of Directors, the Executive

meeting and quarterly at the joint meeting.

Directors has adopted a basic policy on putting in place systems

Management Board Meeting, the CSR Committee, and the Risk

Subaru’s Internal Audit Department and corporate auditorsthat ensure that the performance of duties by directors is inManagement & Compliance Committee, at which they give theirachieve closer collaboration and strengthen their auditing

conformity with laws and regulations and with the Articles of

opinions as needed, thereby ensuring the effectiveness of the audit

functions by holding dialogues on the status of internal control

Incorporation, and other systems prescribed in the ordinanceprocess. The corporate auditors also perform the following:

activities, in addition to the Department’s monthly reports on the

Subaru has established the Internal Audit Department (13members) that reports directly to the President as an internal

Check the state of the development and operation of

results of audits to the corporate auditors. The Internal Audit

appropriate operations of the company and the corporate groupinternal control systems by holding regular meetings with

Department and corporate auditors also endeavor to strengthen

consisting of the company and its subsidiaries. The Board of

the directors and executive officers, and making site visits toauditing functions by quarterly information sharing with accounting

Directors maintains and operates this basic policy, reviewing it

major business establishments and affiliated companies.

auditors. In addition, the Internal Audit Department periodicallyReceive monthly reports from the Risk Management &undergoes an evaluation by external experts to confirm that theCompliance Office, the Internal Audit Department, and theaudit operations are being performed appropriately.

of the Ministry of Justice as being necessary to ensure theas needed.

••

Legal Department, as well as receiving reports as neededfrom departments in charge of managing subsidiaries
concerning the state of those subsidiaries.
•

Hold meetings with the corporate auditors of major groupsubsidiaries.

•

Meet the accounting auditors quarterly to exchange
information and opinions, thereby facilitating their efforts
to work together, and hold discussions concerning theappointment of accounting auditors.

Contents

Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

Risk Management

Internal Control System Related
to Financial Reporting131

GRI Content Index

SUBARU CORPORATION CSR Report 2020

Group Governance(Affiliated Companies in Japan)

support to group companies, information sharing andcommunication, and promoting compliance(2) Raise the awareness of compliance policies and the Subaru
Global Sustainability Policy groupwide, to enhance the value

Regarding internal control reporting systems pursuant to the

Affiliated companies will play an ever-greater role in enabling

Financial Instruments and Exchange Act, the evaluation of thethe Subaru Group to survive the automobile industry’s epochal

internal control system related to financial reporting is dated thetransformation once in a hundred years, including electrification

final day of the consolidated accounting period and is conducted

and driving automation. Subaru now faces the pressing issue ofin accordance with generally accepted assessment standards

enhancing the governance of the Group as a whole.

of the Subaru brand2. Supporting efforts to strengthen corporate management(strengthening and enhancement of auditing system andeducation/training system)(1) Dispatching personnel from the Business Administration
Department of Subaru to play a part in the management offor internal control over financial reporting.
The President & Chief Executive Officer (CEO) and the Chief

Group Companies

Financial Officer (CFO) evaluated the status of the development

In the Subaru Group, Subaru’s Business Administrationof the internal control system related to financial reporting as

Department administers the businesses of group companies,of March 31, 2020 and affirmed that it has been establishedwhile its Group Company Management Department supports(3) Holding periodic directors’ workshops (once a year), generalproperly and functions effectively, and issued an internal control

the management of the group companies. In order toadministration managers meetings (twice a year), andreport audited by the accounting auditors to that effect.

strengthen group governance and enhance the overall strength

group companies by serving as part-time directors(2) Enhancing the quality of auditing by increasing the numberof full-time corporate auditors (from 11 to 12)

corporate auditors’ workshops (twice a year)of the Group, the Subaru Group is promoting the “three-in-(4) Strengthening governance through the Subaru Internal Audit

one activities,” in which each of the group companies, theDepartment’s efforts to share examples of auditing with eachBusiness Administration Department, and the Group Company

company

Management Department work together and cooperate witheach other. In FYE2021, the Group Company Management
Department, as the Risk Management Group, will continue to

3. Revising means of communication(1) Revitalizing conference bodies

promote initiatives under the supervision of the CRMO, focusing

Holding meetings for all group company presidents twice aon the following three priority issues in order to make the three-year and industry- or theme-based small group meetings forin-one activities more effective.

relevant group company presidents as needed to provide aforum for two-way exchanges of opinions

1. Strengthening the function of the three-in-one activities
as a platform(1) After a review of the corporate auditor system at groupcompanies, the managers of the Group Company
Management Department, who concurrently assumed thepost of the part-time corporate auditor of a group company,
stepped down from the post at the end of June 2020 touse their resources intensively for providing management(2) Use of the web
Sharing information via the Subaru Group Multi
Communication Site website for group companies

Contents

Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

Risk Management

Subaru Dealerships
Subaru dealerships are the company’s point of contact withcustomers. Subaru is therefore striving to strengthen group
governance at its dealerships, believing that getting evencloser to the voice of the customer and working with Subaru
dealerships to become an integrated team serving customers is
crucial to foster trust on the part of our customers.
1. Management system support(1) Deploying directors (part-time) and corporate auditors (allpresiding companies)(2) Holding periodic training for executives (newly appointed
directors, directors in their third year, corporate auditors)
2. Sharing Subaru’s policies with Subaru dealerships(1) Directors Council meeting (twice a year)(2) Specialist committee meetings (sales and marketing, usedcars, service and parts, general affairs, and IT)(3) Internal Audit Department Liaison Committee meeting (twicea year)SocialGovernanceAppendix

GRI Content Index

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SUBARU CORPORATION CSR Report 2020

Contents

Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

133

GRI Content Index

Risk Management

SUBARU CORPORATION CSR Report 2020

Compliance
Our Approach■ Corporate Code of Conductof efforts, we performed a systematic review of the Compliance

Based on Subaru’s Corporate Philosophy, the Corporate CodeRegulations, after which the Compliance Committee deliberatedof Conduct sets forth the basic policy that all executives andand approved the establishment and revision of several rules

At Subaru, compliance is positioned as one of our mostemployees must observe for customers, business partners,

related to compliance. Starting in FYE2021, we are further

important management issues in our Corporate Governanceshareholders, regional communities, and all stakeholders.

enhancing efforts on compliance based on these rules.

Guidelines. We instill in each employee a strong awarenessthat thorough group-wide compliance forms the foundationof Subaru’s management, that we must observe all laws andinternal regulations relevant to our business activities, that our
corporate activities must be executed in manner that is fair andCorporate Code of Conduct

just and in conformance with general social ethics, common

1. We develop and provide creative products and services while
paying sufficient attention to the environment and safety.

sense and standards, and that these principles should be

2. We respect the rights and characteristics of individuals.

reflected in their actions, create and operate a compliance

3. We promote harmony with society and contribute to theprosperity of society.

system/organization, and carry out activities such as providing
all kinds of training for these purposes.
Corporate Governance Guidelines

4. We meet social norms and act honestly and fairly.
5. We maintain global perspective and aim to be in harmony
with international society.
Compliance Manual

Corporate Code of Conduct and Conduct Guidelines■ Conduct Guidelines

At Subaru, we have set forth the Corporate Code of Conduct

These guidelines specifically set forth standards for actions inand Conduct Guidelines as compliance criteria for the purpose

order to put the basic policy as exemplified by the Corporateof putting our view of compliance as important into practice in

Code of Conduct into practice in the daily business activities ofour corporate activities.

all executives and workers.

Its contents are detailed in the Compliance Manual that every
Subaru Group employee owns, while the Compliance Manual:■ Rules for Compliance

Essential Version provides a concise summary, promoting

Subaru has Compliance Regulations which set forth the systems,

thorough enforcement in every day action.

organization and management processes related to compliance.
In FYE2020, for the purpose of promoting better understandingof the systems, organization and management processes
related to compliance and striving for thorough implementation

Compliance Manual:
Essential Version

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Corporate Governance

Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

134

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Risk Management

Management System
Subaru has established the Compliance Committee as a groupwide organization to promote compliance and to deliberate,

SUBARU CORPORATION CSR Report 2020

AuditorEstablish
Internal audit
results report

Report on matters todeliberate/decide

Administrative work

Audit
Department/Internal Audit

awareness through efforts to make the existence of the systemcommon knowledge (please refer to “Initiatives”). This has increased
the number of consultations, and we have seen improvements inReport important matters

Discussion/cooperation

newly established Risk Management and Compliance Office

addition to proper response and issue resolution.

Discussion/reporting concerning
scandals
Report compliance situation<Meeting of persons in charge of risk
management>
Persons in charge of risk management

wide initiatives related to compliance under the direction of theCommittee Chair. Also, starting in FYE2021, the Committee’s

Conduct internal audit

Affiliated companies

Committee, and it will deliberate, discuss, make decisions,and exchange information on important matters related to risk
management, in addition to those related to compliance.

Discussion/cooperation

Each division, department, and in-house company

name was changed to the Risk Management and Compliance

Itemization of the contents of consultations with the Compliance Hotline
Item

Chief Risk Management Officer

was appointed secretariat for the Committee. These efforts
were carried out for the purpose of accelerating global, group-

the management of the system, such as an increase in the numberof events that lead to improvements in the corporate culture in<Secretariat>
Risk Management and Compliance Office(Risk Management and Compliance
Oversight Department)

newly appointed Chief Risk Management Officer (CRMO) in

There were 216 consultations in FYE2020, the details of which areassertive regarding use of the system and to improve compliance

Risk Management andCompliance Committee members

compliance every fiscal year, and moves forward with

Compliance Committee, working toward preventive measures.
outlined in the table below. We strive to instill a mindset of being

Risk Management andCompliance Committee Chair(CRMO)

own implementation plan (compliance program) to promote

April, and appointed Chair of the Committee. Also in April, theReport extremely important,highly urgent compliance issues<Risk Management and Compliance Committee>

to important matters. Also, each department formulates their

In FYE2020, the Director and Executive Vice President was

Board ofDirectors

CEO

discuss, make decisions, and exchange information related

continuous, systematic independent activities.

the proper management members and the Risk Management andCompliance System

NumberWorkplace environment

14

Labor related

68

Personal relationships, suspicion of harassment

84

Other compliance-related issues (Work violations, suspicion ofwrongdoing, etc.)

50

Total

216

Compliance Hotline
When regular and temporary employees of the Subaru Group

Compliance Hotline (Consultation and resolution procedure)Consultation

consult with the Hotline Desk by using the Compliance Hotline.

Reportspecialists to increase the hours in which service is available andconducting a fact-finding investigation headed by the Risk
Management and Compliance Office Manager. Also, it reports toSpecialist atreceiving
consultations(An industrial counselor
responds)

Contact withinvestigation results/
discussion

The Desk works to quickly resolve consultation matters upon

Reportto increase the confidentiality of those contacting the desk.

Outside desk

Anonymous
reportestablished a desk outside the company staffed by external

Consultatione-mail, investigate facts, and provide response. We have also

Consulter

Compliance Office directly receive mail, telephone calls, andReportable fact

employees affiliated with the appointed Risk Management andConduct investigation/discussion

Based on the relevant regulations, the Hotline Desk is where

Subaru Compliance Hotline Desk

detect a problem related to compliance in the group, they can

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system and the contact address for consulting services, andprohibited and non-prohibited acts particularly when coming

also put up posters in all workplaces. In FYE2019, we updated

in contact with government workers. In China, taking into

the design of the information cards and posters to deliver aconsiderations unique social conditions, we created the China

Training

message that encourages employees to proactively use theAnti-Corruption Guidelines (with a Chinese translation included).

In enforcing thorough compliance, we believe that initiatives insystem even for things that feel only slightly suspicious.

It is distributed throughout our Chinese subsidiaries and forms

which the entire Subaru Group acts in concert are necessary.

In addition, we are making efforts for the timely report of highly

the official rules of the relevant companies.

We conduct compliance training and training for legal affairs inurgent information and to call the entire group’s attention toAlso, anti-corruption is identified as an important issue in thepractical business for all Group employees organized by oursuch matters.

Compliance Manual (Japanese and English versions) issued toLegal Department, Risk Management and Compliance Office,domestic and overseas companies. We not only require properand human resource and education departments.

conduct regarding bribery to government workers, but also

Also, each department and affiliated company creates their own

pursue thorough fairness in transactions with private-sector

unique education plan based on their compliance program,customers and partners.

supplemented with study groups on important laws related totheir work and compliance enlightenment training.

Security Trade Control

In FYE2020, we started offering the compliance training we have

Subaru, seeking to preserve the peace and safety of the international

been providing for employees of a designated rank to all regularcommunity, performs independent export control in accordance

and non-regular employees in an effort to further expand therange of compliance. Also, in addition to a training course with

Compliance training (Gunma Plant)

Risk Management and Compliance Office members serving aswith the Foreign Exchange and Foreign Trade Act so that consumer
products and technology that could be repurposed for military use,
including weaponry, do not fall into the hands of countries developing

the instructors, we also established a course in which executives

weapons of mass destruction or terrorists (non-state entities).

from various departments speak from their own experience,

We have regulations for the purpose of appropriate management

promoting further understanding of compliance on the part ofof the entire group. Also, the Export Control Committee is a bodyour employees and encouraging communication with executives.

that meets at least once a year to deliberate on the state of initiatives

In FYE2020, approximately 7,700 people participated in trainings

throughout the entire group. It is comprised of all executives ofconducted by or involving the Legal Department and the Risk

departments involved in exports, with the director in charge of theManagement and Compliance Office.

Legal Department, the person in charge at the same department, orCompliance Hotline card

Compliance Implementation Support Tools

the executive responsible for business execution as the Chair.
Further, for the purpose of improving the control level, we carry

In order to promote compliance in everyday work, we create

Bribery Prevention

and provide various implementation support tools other than

At Subaru, based on our stance toward the prevention of acts

improve the system.

the Compliance Manual, such as in areas of specialization atof corruption related to business as an important issue, we

Since FYE2019, we started detailed autonomous confirmations using

affiliated companies.

distribute the Anti-Corruption Guidelines (Japanese and English

a check list to ascertain that operations are in conformance with a

To make knowledge of the Compliance Hotline common, we

versions) throughout the Subaru Group. The guidelines clarify

variety of official regulations. Based on the results, we conducted the

distribute cards containing information on the framework of thethe conduct required of employees and executives by explaining

full-scale launch of continuous improvement activities.

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Enactment of the Tax Policy
Subaru enacted its Tax Policy in June 2020. This basic policy
sets forth our posture and way of thinking toward the tax laws weshould comply with when paying the appropriate amount of tax.

Tax Policy
The SUBARU Group is able to conduct its business operations
thanks to support from society, and the company strongly recognizes
the importance of returning profits to society. The SUBARU Groupconsiders fulfilling its tax obligations to be an essential element of this.
The SUBARU Group strives to ensure compliance with the tax laws andregulations of each country and jurisdiction, pursuant to the internationalrules and standards set out by international organizations, thereby
fulfilling its societal obligations through appropriate tax payment, whileaiming for sustainable growth through sound business activities.
1. Compliance with tax laws and tax-related regulations
The SUBARU Group undertakes applicable tax return filing and tax
payment procedures in compliance with the tax laws and tax-related
regulations of each country, and relevant tax treaties.
2. Tax corporate governance
The SUBARU Group establishes and implements a structure toappropriately identify, manage and report tax risk. In order to respondto changes in its businesses, and in light of complex tax operations,
the SUBARU Group enhances this structure by assigning to it
employees with tax expertise. Furthermore, the SUBARU Group raises
awareness and provides guidance and consultation regarding tax
compliance to SUBARU Group companies, making use of external
professionals, and properly fulfils its tax payment obligations.

3. Appropriate intercompany transaction prices (Transfer Pricing)
The SUBARU Group conducts inter-group transactions andtransactions with unrelated parties applying economically rational(arm’s length) prices, and does not inappropriately set prices througharbitrary manipulation.
4. Compliance with Anti-Tax Haven Rules
The SUBARU Group does not establish entities that are unnecessary
for its business with the aim of tax avoidance, and the SUBARU Grouppays taxes pursuant to the substance of its businesses in accordancewith the tax laws and regulations.
5. Relationship with tax authorities
The SUBARU Group strives to maintain trust with tax authorities bydealing with the authorities in a good faith manner; for example, by
providing fact-based information in an appropriate and timely mannerin response to requests.

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Risk Management

Risk Management
Our Approach

Management System

Subaru is undertaking risk management as one of its key priority
management issues, not only to address emergency situations
when they arise but also to deal with various risks that havea serious impact on daily corporate activities, as well as tominimize damage when risks emerge.

At Subaru, we aim to fortifying risk management by having eachdepartment and company closely coordinate with company-wide
shared corporate operations departments, in which the Risk
Management Group (the General Administration Department,
Sustainability Promotion Department, Risk Management &Compliance Office, Group Company Management Department,
and Legal Department), which is overseen by the Corporate
Planning Department, a unit in charge of cross-organizational
functions, and the Chief Risk Management Officer (CRMO),
plays a central role. Furthermore, the Audit Department
systematically carries out audits of the operations executed byeach department and affiliate. In FYE2020, mainly centering
around the Risk Management & Compliance Office, we further
enhanced our risk management by establishing various

The automotive industry is ushering in a major transformation,
which only occurs once in a hundred years. Subaru, which
operates businesses globally, is aiming to enhance the resilienceof its management infrastructure by ensuring the sustainabilityof its businesses by quickly tackling recent changes inworld affairs. At the same time, the Company must boost its
measures to minimize its human, social and economic losses.
Amid this environment, it is essential to strategically conduct
risk management throughout the group to conduct businessactivities. We therefore believe it is important to create a Subaru
Group that has an infrastructure that is resilient to risk toenhance our corporate value.

regulations related to risk management, including positioning risk
management officers and people in charge of risk managementin each department, and reviewing the response system forwhen cases of risk arise. On top of this, in the FYE2021, as afunction to compile and summarize risk management actions(PDCA), we have decided to launch a Risk Management &Compliance Committee, which is an improved version of theformer Compliance Committee. This aims to clarify the reporting
line for handling emergencies when their rise, including inparticular the rising threat from natural disasters, pandemics
and accidents in recent years, and strengthen Subaru’s initial
response, which contributes to business continuity. Along with
this, we plan to move forward with further enriching our risk
management by instilling the use of a PDCA cycle to ensure all
employees recognize, are aware of, think about and deal withrisk independently in their daily duties.

Risk Management System

Normal situation
Board of Directors

President and CEO

Chief Risk Management Officer (CRMO)

Special Emergency Response Headquarters: for
immediate response to the most critical situations

Risk Management &Compliance Office

President and CEO, CRMO,
Risk Management &Compliance Office, risk management
officer and other officers in the relevant department

Risk Management &Compliance Committee
CRMO

Risk management
officers

Risk Management &Compliance Office(secretariat)

Formulate company-wide policies
Supervise risk management
situations• Address company-wide issues
•
•

•
•

•
•

Formulate action guidelines
Understand and report theimplementation situation
Operate committee meetings
Support activities at individual
departments

Emergency situation

Information sharing/reporting

Determine which response
headquarters should be set up
according to the situation

Departmental risk management officers
General managers, company presidents, officers incharge of common departments, etc.

Each department
Dealers, affiliated companies, customers

Emergency Response Headquarters:
for response to critical situations
CRMO, Risk Management &Compliance Office,related officers
Cooperation

Departmental Response Headquarters:
for independent response to incidents by
the related department
Risk management officer

Normal situation
Emergency situation

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Risk Management

Risks Associated with Business
Activities
At the Subaru Group, we extract and identify key risks
associated with our business activities and consider measures
to combat them.
The major business risks are listed below.
Please note that this is not an exhaustive list of all risks relating
to the Subaru Group.
Risks related to changes in the economic and financial
environments(1) Economic trends in major markets(2) Exchange rate fluctuations(3) Financial markets fluctuations(4) Change in raw material costs

Risk of regulations and events in various countries that
impact other business activities(13) Political, regulatory and legal procedures in various countries
that impact business activities(14) Climate change(15) Impact of disasters, war, terrorism, infections, etc.

Among the various types of risk we face, Subaru calls thoserisks that are particularly dangerous to our business operations
and that Subaru cannot handle through regular decisionmaking channels “crisis-level risks” and categorizes them asfollows: natural disaster, accident, internal human factors,
external human factors, social factors (domestic, overseas), andcompliance. Subaru is creating various manuals for dealing witheach of these types of emergencies.

BCP
At Subaru, the Risk Management & Compliance Office plays apivotal role in establishing regulations related to BCPs*. During
emergencies, the Office centrally grasps group-wide information,
establishing a system to manage company-wide response. In FYE
2020, a BCP was launched to deal with the spread of COVID-19,
with the president at the top and CRMO handling overallmanagement. Specifically, crisis management headquarters are
set up immediately with the occurrence of a serious incident
and a response system is quickly and accurately developed inline with the basic policy of our Emergency Response Policy.
This leads to the swift achievement of business restoration andcontributes to business continuity. In addition, during normal times
we work to enhance the speed and accuracy of risk recognition
and identification to the best of our ability by clarifying the roles ofeach department and the domain of management responsibilities.
In conjunction with this, we are regularly preparing and updating
manuals and are implementing training. Furthermore, eachbusiness site develops its own BCP, including specifying key
operations, establishing an emergency contact system, anddeveloping a telework system. While closely collaborating withcompany-wide shared corporate operations departments, weare implementing measures to accurately and speedily carry out
business continuity and early restoration of operations.
*Abbreviation for Business Continuity Plans.

Emergency Response Policy
1. Give first priority to people’s survival and physical safety.
2. Minimize loss of stakeholder interests and corporate value.
3. Act always with honesty, fairness, and transparency, even in
an emergency.

Coronavirus Countermeasure Headquarters

President and CEO
Overall supervision: CRMO
(Chief Risk Management Officer)

Overall supervision coordination:
Risk Management & Compliance Office(secretariat)

Offices/plants supervision
Companies supervision
Financing related

Responsible persons in individual departments

Risks related to industries and business activities(5) Focus on specific businesses and markets(6) Changes in the demand and competitive environment in themarket(7) Responsibility related to products, sales and services(8) Supply chain disruptions(9) Intellectual property infringement(10) Information network security(11) Compliance(12) Secure and train human resources

Crisis-level Risks

IT systems relatedGroup companies related
Legal services
Cooperation between offices/plants
Management decision support
Safety/health/personnel protection
Executives support
Stakeholder communication
Market related
Supply chain management
Technical conformity support
Quality assessment support
Decision as to whether or not to suspend production lines

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Environment

SocialGovernanceAppendix

The Gunma Plant has installed a storm water detention tank

Supporting Restoration at Suppliers Stricken by
Disasterwith a capacity of some 1,000 m3 beneath the pavement of the

Subaru dispatched a total of 590 employees from the Gunma

Main Plant’s visitors’ car park, to combat flooding of the plant

Plant to provide support for restoration work at those suppliers

at times of heavy rainfall. This also helps to curb flooding ofthat experienced damage during the heavy rains in Sagathe surrounding area. Grass has been planted in the car park

Prefecture in August 2019 and due to Typhoon Hagibis which

to reduce the total area of asphalt, thereby alleviating issues

struck in October.

caused by heat reflection due to the heat island effect.

In addition to providing support for the restoration of flooded
plants belonging to primary suppliers during the heavy rains in■ Utsunomiya Plant

Saga Prefecture, we also helped with oil recovery and to clean

The Utsunomiya Plant has frequently suffered damage due toand straighten up damaged homes as oil used in product had

flooding of the plant at times of intense heavy rain. Accordingly,

leaked into nearby homes and farmlands.

storm water channels at the plant were revised and drainage

Many suppliers in Kita Kanto and Fukushima Prefecture were

work was carried out in FYE2018 to combat flooding due tostruck by Typhoon Hagibis. In particular, to help secondary

intense heavy rain. In addition, storm water gutter sizes andsuppliers in Tochigi Prefecture that suffered severe damage, weroutes were revised and new facilities were installed to facilitate

dispatched expert engineers for a 10-day period to restore thedischarge into the river (culvert) to the east of the plant, thereby

flooded plant infrastructure and facilities. We also enlisted thebolstering storm water drainage capacity. As a result, the plant

cooperation of other automobile manufacturers and primary

has suffered no flooding since FYE2019. The measures also

suppliers to aid with the restoration.

helped to combat flooding of the surrounding area.

Providing support to suppliers during times of emergency is amajor pillar of Subaru’s BCP and is an essential measures for
Subaru which aims to achieve coexistence and co-prosperity
with its suppliers.
Going forward, Subaru aims to derive and strengthen its own
unique BCP vision.

Car park with a flood prevention measure(Gunma Plant)

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SUBARU CORPORATION CSR Report 2020

Risk Management■ Gunma Plant

GRI Content Index

Flood prevention measure (drainage grid)(Utsunomiya Plant)

Helping with restoration after the heavy
rains in Saga Prefecture

Providing support for restoration after
Typhoon Hagibis

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Message fromthe President

Compliance

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

SUBARU CORPORATION CSR Report 2020

Risk Management

Information Security
Our Approach
The use of digital data is essential for Subaru and Subaru Group
companies to conduct business activities. The use of digital
data is not limited to traditional information systems but covers
diverse realms, including facilities, products, and a whole rangeof services offered by Subaru.

Initiatives
Basic Cybersecurity Policy

As an organization system and rules on safe vehicle design,[Objective]
Subaru Corporation and its group companies (hereinafterreferred to as “the Subaru Group”) put in place a Basic
Cybersecurity Policy to protect all our conceivable products,
services, and information assets from threats arising in thecourse of our business activities and earn the trust of ourcustomers and society as a whole.

Being aware of our social responsibility to handle digital data inthese realms safely, we have established the Basic Cybersecurity
Policy, undertaking information security protection activities
group-wide.

140

GRI Content Index[Scope]This basic policy applies to all executives and employees of the
Subaru Group, and also to the employees and other staff ofSubaru’s subcontractors.
[Initiatives]
1. The Subaru Group will comply with laws, regulations, andstandards, as well as security-related contractual obligations
to our customers.
2. The Subaru Group will put in place and operate management
systems and internal regulations concerning cybersecurity.
3. The Subaru Group will establish information security
measures tailored to our information assets and strive toprevent and minimize information security incidents. Shouldsuch an incident occur, Subaru will address it swiftly andappropriately, taking steps to prevent recurrence.
4. The Subaru Group will strive to ensure information security
by providing both executives and employees with educationand training, as well as undertaking other efforts to raise theirawareness of this issue.
5. The Subaru Group will continually review and strive toimprove the aforementioned activities.

testing, manufacturing and operations, we establishedcybersecurity management system documents that encompass
three domains, In-Car (interior systems), Out-Car (exterior systems)
and information systems. In conjunction with this, we brushed up
areas related to conventional information systems and clarified
what we should carry out as initiatives for Out-Car IT security.
In addition, as an initiative to deal with supply chain cybersecurity
incidents that arise at suppliers, we aim to grasp the status ofinitiatives at each supplier while also boosting the level of theircybersecurity, including providing advice on specific initiatives.

Personal Information Protection Initiatives
Subaru, in conjunction with the enactment of the Act on theProtection of Personal Information, undertook various initiatives,
including establishing internal systems and rules, and publicly
disclosing its privacy policy.
In particular, Subaru dealerships in Japan, which handle a large
volume of customer information, have worked to establish
personal information protection regulations and put a system
in place to comply with the Act. To ensure that all employees
at these dealerships understand the importance of information
management and have a correct understanding of personal
information protection, Subaru is deploying educational tools,
including an Information Security Handbook (January 2020).
In FYE2020, Subaru implemented the following key initiatives.
•

Training for all departmental and office managers concerning
the Act on the Protection of Personal Information

Established in June 2018•

Identification of management issues by taking stock ofpersonal information held by all departments•

Confirmation of a check sheet on the status of compliancewith related internal rules at all departments and theimplementation of a PDCA cycle

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SUBARU CORPORATION CSR Report 2020

Risk Management

In addition to addressing Japan’s Act on the Protection of
Personal Information, the Subaru Group has built a system toconform with the EU’s General Data Protection Regulation (GDPR).
Moreover, the Subaru Group, among other things, has put in141

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Intellectual Property Protection
Initiatives

Initiatives
At Subaru, the Intellectual Property Department protects andutilizes intellectual property rights belonging to the Subaru Groupand also implements internal activities that aim to avoid infringing

place a privacy policy and regulations, is conducting training

Our Approachconcerning them and confirming the status of compliance.

Subaru, after identifying its strengths and weaknesses, has put
together a vision for Subaru’s intellectual property activities withaims to achieve the brand management outlined in its mediumterm management vision “STEP.” The following is the three-point
basic policy being carried out.

on the intellectual property rights of others. The following are
specific activities being undertaken.
1. Support the proposal of strategies using the IP landscape
2. Acquire rights for intellectual properties, including
technologies, trademarks, naming and design, andadequately manage the IP portfolio
3. Conduct a comprehensive survey on the existence of intellectual
property rights which may hinder business operations and take

Basic Intellectual Property Policy

Information Security Handbook

measures to prevent and resolve such issues

1. Function as a compass for business and R&D strategies
using the IP landscape*2. Throughout Subaru, Subaru will dedicate ourselves tocreating intellectual properties that originate from the market
and appropriately manage its intellectual property portfolio toprotect and enhance its brand.
3. Subaru will respect the intellectual property rights of others andwork thoroughly for patent clearance in product development* In combination with market information on intellectual properties, analyzes thebusiness environment and support strategic plans

4. Crack down on counterfeit goods, including protection
measures at borders for oversight and taxation of online sales
5. Secure intellectual properties, ownership of data and user
rights in technology and business contracts

Awareness Activities
At Subaru, the Intellectual Property Department manages theintellectual properties of the Subaru Group as well as regularly
undertaking awareness activities, as shown below, to instill
standard practices.
1. Implementing rank-specific training for employees involved
in development, tailored to their year of entry into theManagement Systemcompany and their position

Intellectual Property Promotion System

2. Established the Patent Promotion Committee to promote
Seniorexecutive
management
Intellectual Property
Strategy CommitteeIntellectual property
strategy agreement
Patent Promotion Committee(Research, development, manufacturing)

Inventionunearthing,application
submission,and rights
acquisition

the creation of inventions and patent application activities
Negotiation andcontract support

Intellectual Property
Department
Dealing withpatents held byothersPlanning andadministrationin each department, and to implement awareness activities
through this committee
3. Development departments are surveying the intellectual
property rights of other parties and securing patentclearance. In addition, holding charity bazaars that utilize
commercialization rights to continue to donate revenues tocharitable organizations

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Appendix
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Corporate Overview

152

Third-party Evaluations

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Corporate Overview
Corporate Overview (As of March 31, 2020)
Company Name

SUBARU CORPORATION

Established

July 15, 1953

Head OfficeEbisu Subaru Bldg. 1-20-8, Ebisu,
Shibuya-ku, Tokyo 150-8554

Paid-in Capital

153,795 million yen

Number of
Employees

15,806 (consolidated: 35,034)(excluding executive officers, advisorsand dispatches)

Main Businesses

Automotive:
The manufacture, repair and sales ofpassenger cars and their components
Aerospace:
The manufacture, repair and sales of
airplanes aerospace-related machineryand their components

Number of Affiliates 73 consolidated subsidiaries and 10
equity-method affiliated companies
Website Addresses

Corporate website:
https://www.subaru.co.jp/en/
Official SUBARU website (automobiles):
https://www.subaru-global.com

Stock Information (As of March 31, 2020)

Membership of Industry Bodies
Keidanren (Japan Business Federation)

Number of Shares
Authorized

1,500,000,000 shares

Number of Shares Issued

769,175,873 shares

Number of Shareholders

152,889 shareholders

Number of Shares per
Trading Unit

100 shares

Stock Exchange Listing

Tokyo Stock Exchange

industry bodies and administrative bodies, as well as local

Securities Code

7270

communities in which our business sites are located.

Transfer Agent

Mizuho Trust & Banking Co., Ltd.
2–1, Yaesu 1-chome, Chuo–ku,
Tokyo 103–8670, Japan

Japan Automobile Manufacturers Association, Inc. (JAMA)
The Society of Japanese Aerospace Companies (SJAC)
Japan Aircraft Development Corporation (JADC)
Subaru strives to enhance collaboration with external institutions
in order to fulfill its social responsibilities.
Among them are Keidanren, JAMA, SJAC, JADC and other

Major Shareholders
Breakdown of Shareholders
Securities companies
31,243,000 shares
4.06%
Individuals and others
105,762,000 shares
13.75%

Japanese
corporations
and others
171,810,000 shares
22.34%

Treasury stock
1,960,000 shares
0.25%

Financial institutions
253,143,000 shares
32.91%

Foreign institutions
and others
205,256,000 shares
26.69%

Name

Number ofPercentage
Shares Heldof Total(in thousands) Shares Held

Toyota Motor Corporation

153,600

20.02

The Master Trust Bank of Japan, Ltd. (trust account)

68,332

8.91

Japan Trustee Services Bank, Ltd. (trust account)

42,671

5.56

BNYM TREATY DTT 15

18,7292.44

GIC PRIVATE LIMITED-C

13,917

1.81

Japan Trustee Services Bank, Ltd. (trust account 9)12,924

1.68

Japan Trustee Services Bank, Ltd. (trust account 5)

12,646

1.65

JP MORGAN CHASE BANK 385151

10,721

1.40

MIZUHO SECURITIES ASIA LIMITED-CLIENT A/C

10,112

1.32

Mizuho Bank, Ltd.

10,078

1.31* Number of shares held are rounded down to the nearest thousand shares.
* The percentage of total shares held is calculated based on the number of shares
excluding treasury stock of 1,960,368 shares.

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Financial Highlights
Operating Income and Net Income Attributable to
Owners of Parent

Net Sales

Operating income(Billions of yen)

Net income attributable to owners of parent(Billions of yen)

4,000

600

3,232.3 3,326.0 3,232.7 3,160.5 3,344.1

3,000

565.6

500

436.7

400
2,000

410.8

379.4

282.4

300

220.4 195.5

200

1,000

147.8

210.3
152.6

100
0

2016.32017.32018.302019.3 2020.3

2016.32017.32018.32019.32020.3* The SUBARU Group has voluntarily adopted the IFRS from the first quarter of the fiscal
year ended March 2020.
Change of accounting policy effective from FYE March 2019 (deduction of sales incentives
from net sales); Retroactively applied to the figures for FYE March 2018.

Consolidated Automobile Sales by Region
Japan
EuropeCanadaChina

U.S.
Australia

RussiaOthers(Thousand units)

LegacyExiga

Impreza
AscentOthersMinicars

1,065

1,067

958

1,000

1,034

1,200
1,000

800

800

600

600

400

400

200

200

0

ForesterTribeca

LevorgSUBARU BRZ

WRX
OEM

(Thousand units)

1,200
1,000

Consolidated Automobile Sales by Model2016.32017.32018.32019.32020.3* Automobile sales of SUBARU CORPORATION and its consolidated subsidiaries

0

958

1,065

1,067

1,000

1,034

Business Segments and Scope of Consolidation

2016.32017.32018.32019.32020.3* Automobile sales of SUBARU CORPORATION and its consolidated subsidiaries

The SUBARU Group (“the Group”) consists of three business segments: the core
Automotive Business Unit, which accounts for approximately 95% of consolidated net
sales; the Aerospace Company; and Other Businesses consisting of businesses that do
not belong to either of the other two segments. In the fiscal year ended March 31, 2020
(April 1, 2019 to March 31, 2020; the “fiscal year under review”), SUBARU CORPORATION(“the Company”), 73 subsidiaries, and 10 equity-method affiliated companies were
included in the scope of consolidation.

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Global Network
Global Network

Domestic Business Sites

Main Overseas Business Sites

Main Domestic Business Sites
Automotive Business Unit

Gunma Plant

Head Office

Plant

Production Models

Main Plant

Levorg, Impreza, SUBARU XV, WRX, and
SUBARU BRZ

Yajima Plant

Legacy, Outback, Impreza, SUBARU XV,
and Forester

Aerospace Company

Oizumi Plant Automobile engines and transmissions

Utsunomiya Plant
Aerospace Company

Handa Plant
Handa West Plant
Subaru Europe N.V./S.A.

Subaru of America, Inc.

Subaru Italia S.p.A.

North American Subaru, Inc.

N.V. Subaru Benelux

Subaru Research & Development, Inc.

Subaru Vehicle Distribution B.V.

Subaru of Indiana Automotive, Inc.

Subaru of China Ltd.

Production Models: Legacy, Outback, Impreza, and Ascent

Subaru Technology Beijing. Co., Ltd.

Subaru Canada, Inc.

Head Office

Tokyo OfficeMessage fromthe President

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Domestic Facilities
Name

Location
Head Office (Ebisu)

Tokyo

4

14

681 —

Tokyo

10

13

42 —

Gunma

573 [12]

247

171 —

Tokyo

158

79

1,688 —

Gunma

585 [14]330

4,735 Levorg, Impreza, SUBARU XV, WRX, and SUBARU BRZ

OtherParts Distribution Center, Pre
Delivery Inspection Center, parking
lots, Vicinity of Oizumi Plant, etc.

Tokyo OfficeGunma Main Plant

Aerospace
Company

Gunma Yajima Plant

Gunma

550

319

3,271 Legacy, Outback, Impreza, SUBARU XV, and Forester

Gunma Oizumi Plant

Gunma

304

238

2,872 Automobile engines and transmissions

Gunma Ota North Plant

Gunma

44

25

0 —

Gunma Plant
SUBARU R&E Center (Sano)

Tochigi

1,081

25

162 —

SUBARU R&E Center (Bifuka)

Hokkaido

3,614

0

0 —

Utsunomiya Plant

Tochigi

572

228

1,847 Aircraft

Handa Plant

Aichi

59

31

293 Aircraft

Handa West Plant

Aichi

51

13

44 Aircraft

7,605

1,562

Subtotal (1)Other

Subtotal (2)Total (1)+(2)Main Products

SUBARU Training Facility (SUBARU Academy)
Head Office

Automotive
Business Unit

Number of
Employees(Persons)

Building Area
(Thousand m2)

Land Area(Thousand m2)

The site of airport

Gunma

622

0

Utsunomiya airstrip

Tochigi

105

0

Welfare facilities

—

215

96

Lease to affiliates

Aichi

37

8

Isesaki business office

Gunma

157

60

Eco Utsunomiya Factory

Tochigi

61

Saitama Plant

Saitama

143

72

1,285

237

8,890

1,799

15,806

Notes:
1. [ ]: area of tenancy
2. Welfare facilities include 37 sites of dormitories and company houses.
3. Number of employees excludes executive officers, advisors, and dispatches.

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Main Subsidiaries (Domestic)(As of April 1, 2020)(Number of employees: as of March 31, 2020)

FYE
March
Number of
Equity2020 Net
Employees
Interest (%)
Sales(Persons)(Millionsof yen)Name

Established

Location

Representative

Capital(Millionsof yen)Fuji Machinery Co., Ltd.

1950. 7. 18

Gunma

Tamaki Kamogawa

480

100.0

483

44,077 Manufacture and sales of automobile parts, industrial product parts and agricultural transmissions

Ichitan Co., Ltd.

1951. 2. 2

Gunma

Satoshi Maeda

480

100.0

231

20,060 Manufacture and sales of forging parts of automobile and industrial machinery

KIRYU INDUSTRY Co., Ltd.

1960. 12. 23

Gunma

Toshiaki Tamegai

400

100.0

309

11,705 Manufacture of specially-equipped SUBARU automobiles, engines, sheet metal repair parts and remanufacture of transmissions

Subaru Tecnica International Inc.

1988. 4. 2

Tokyo

Yasuo Hiraoka

250

100.0

112

4,828

Subaru Used cars Sales & Marketing Co., Ltd.

1988. 4. 2

Kanagawa

Masahiro Maeda

100

100.0

20

2,659 Tack-related operation of used cars, head office of SUAA Kanto, sales of supplies

Subaru Auto Accessories Ltd.

1987. 3. 9

SaitamaToshio Masuda

70

100.0

74

14,011

Subaru Logistics Co., Ltd.

1986. 3. 27

Gunma

Masaki Okawara

96

100.0

360

23,515 Shipping, land freight, warehousing, maintenance and insurance for automobiles and their components

H. B. C. Co., Ltd.

1983. 8. 29

Kanagawa

Junichi Tsukamoto

490

68.0

8

Subaru Finance Co., Ltd.

1988. 7. 1

Tokyo

Mitsuru Takahashi

2,000

100.0

222

24,856 Leasing and rental of SUBARU automobiles, credit, financing and sales of auto insurance

SUBARU TECHNO CORPORATION

1985. 3. 2

Tokyo

Hiromi Tamou

70

100.0

970

9,164

Subaru Intelligent Service Ltd.

2005. 3. 1

Tokyo

Yoshinori Saito

40

75.0

58

2,555 Development of technical service documents including service manuals and owner’s manuals

Yusoki Kogyo K. K.

1950. 7. 15

Aichi

Eiji Tanikawa

100

100.0

135

2,142 Manufacture and sales of aircraft parts

Fuji Aircraft Maintenance Co., Ltd.

1988. 10. 31

Tokyo

Takayuki Kobayashi

30

100.0

190

1,450 Inspection, service and maintenance of aircraft and onboard equipment

Fuji Aerospace Corporation

1991. 6. 14

Tochigi

Yasuhiro Hamanaka

30

100.0

175

1,645 Processing and assembly of aircraft parts

Fuji Aerospace Technology Co., Ltd.

1994. 4. 1

Tochigi

Yoshihiro Saito

20

100.0

94

2,732 Contract design, drafting, translation, calculation, analytical testing and software development for aircraft

Subaru Kohsan Co., Ltd.

1977. 2. 2Tokyo

Masami Iida

675

100.0

85

7,058

Deal/rental of real estate, administrative operation of rental hall and conference room, administrative operation/rental of parking
ground, travel agency

SUBARU IT CREATIONS CORPORATION

1993. 4. 1

SaitamaNozomu Oyama

100

100.0

294

21,983Development, maintenance and operation of information systems and related consulting services; sales and leasing of
information equipment

Subaru Living Service Co., Ltd.

1988. 4. 2

Tokyo

Katsuo Saito

20

100.0

307

19,033 Sales of office supplies and daily commodities, real estate services, and personal import services* Shareholdings on a consolidated basis

Operations

Management of motor sports activities, sales of motor sports parts and merchandise, technical development, R&D support,
and automobile maintenance

Sales, research & development, licensing of technology and import-export business of automobile accessories, parts andservice materials

817 Storing and shipping of automobiles for international sales

Design, plan, research, experiment, examination and compile technical material of automobile, aircraft, general-purpose engine
and environmental toolMessage fromthe President

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Main Subsidiaries (Overseas)
Region(As of April 1, 2020)(Number of employees: as of March 31, 2020)

EquityInterest* (%)

Number of
Employees(Persons)

Name

Established

Address

Representative

Subaru of America, Inc.

1968.2One Subaru Drive, Camden,
NJ 08103, U.S.A.

Thomas J. Doll

100

1,286 Sales of SUBARU vehicles and supplies

Subaru of Indiana Automotive, Inc.

1987.35500 State Road 38 East,
Lafayette, IN 47905, U.S.A.

Fumiaki Hayata

100

6,322

North American Subaru, Inc.

1985.9C/O Subaru of America, Inc.
One Subaru Drive, Camden,
NJ 08103, U.S.A.

Makoto Ikemura

100

84

Technical research on SUBARU vehicles in North American
market, government relations

Subaru Research & Development, Inc.

1986.650255 Michigan Avenue,Van Buren Township,
MI 48111,U.S.A.
6431 Global Drive Cypress,
CA 90630, U.S.A.
14382 Chambers Road,
Tustin, CA 92780, U.S.A.
46718 Fremont Blvd,
Fremont, CA 94538, U.S.A.
C/O Subaru of Indiana
Automotive, Inc.
5500 State Road 38 East,
Lafayette, IN 47905, U.S.A.

Tetsuo Fujinuki

100

76

Compiling of technical information about automobile market ofNorth America, research and development of SUBARU vehicles

Subaru Canada, Inc.

1989.1560 Suffolk Court
Mississauga, Ontario, L5R
4J7, Canada

Yasushi Enami

100

169 Sales of SUBARU vehicles and supplies

Subaru Europe N.V./S.A.

2002.3

Leuvensesteenweg 555
B/8,1930 Zaventem,
BelgiumTakeshi Kubota

100

41 Sales of SUBARU vehicles and supplies

Subaru Italia S.p.A.

1985.7

Via Montefeltro, 6 / A,
20156 Milano, Italy

Kunichika Koshimizu

100

53 Sales of SUBARU vehicles and supplies

N.V. Subaru Benelux

1974.3

Leuvensesteenweg 555
B/1,1930 Zaventem,
Belgium

Shunsuke Sawada

100

35 Sales of SUBARU vehicles and supplies

Subaru Vehicle Distribution B.V.

2001.5Merseyweg 40, 3197 KG
Botlek, Netherlands

Shunsuke Sawada

50

0Subaru of China Ltd.

2006.3

Room 405, Building D2, Liangmaqiao Diplomatic Office Building,No.19 Dongfangdonglu, Chaoyang District, Beijing 100600, China

Hiroaki Takahashi

60

181 Sales of SUBARU vehicles and supplies

Subaru Technology Beijing. Co., Ltd.

2013.6

Room 401A, Building D2, Liangmaqiao Diplomatic Office Building,No.19 Dongfangdonglu, Chaoyang District, Beijing 100600, China

Hisato Imamura

100

42

North
America

Operations

Manufacture of SUBARU vehicles, purchasing of parts, sales for
Subaru of America, Inc., etc.

EuropeContract of discharging and transporting inland for dealers in
Middle Europe, PDI operation

Asia* Shareholdings on a consolidated basis

Authentication, research and development of SUBARU vehicles in
the Chinese market

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Sales Agents (Domestic)
Area

Group

(As of April 1, 2020)

Head Agent
Kushiro Subaru Inc.

Hokkaido Tohoku
area (9)Consolidated
Locationsubsidiary
Hokkaido

President
Hiroshi Uehara

New
Car
Base

Area

Group

Consolidated
Locationsubsidiary

Head Agent

1

New
Car
Base

President

Shizuoka Subaru Inc.

Shizuoka

Shinichi Ishida

12

Nagoya Subaru Inc.

Aichi

Takumi Ogasawara

21

Gifu Subaru Inc.

Gifu

Koichi Numa

8

Obihiro Subaru Inc.

Hokkaido

Takashi Ishihara

1

Hokkaido Subaru Inc.

Hokkaido

Tomoo Takenaka

19

Miyagi Subaru Inc.

MiyagiKazuto Sakamoto

11

Mie Subaru Inc.

Mie

Masato Yachida

7

Aomori Subaru Inc.

AomoriNobuhiro Mori

6

Subaru Higashi Aichi Inc.

Aichi

Yasuo Nishikawa

3

Fukui Minami Subaru Inc.

Fukui

Satoshi Okada

1Tokai region

Chubu Kinki area
(11)

Iwate Subaru Inc.

Iwate

Yasuo Watanabe

9

Akita Subaru Inc.

Akita

Takaharu Mitsui

6

Nara Subaru Inc.

Nara

Shinichi Takagi

5

Yamagata Subaru Inc.

Yamagata

Shinsuke Ito

5Osaka Subaru Inc.

Osaka

Motoya Yamamoto

25

Fukushima Subaru Inc.

Fukushima

Ryoichi Uchida

11

Kyoto Subaru Inc.

Kyoto

Kinya Abe

7

Tohoku region

Kinki region
Hokushinetsu
regionKanto
Hokushinetsu area
(12)

Niigata Subaru Inc.

Niigata

Shiro Ohta

11

Shiga Subaru Inc.

Shiga

Tetsuo Inoue

7

Subaru Shinshu Inc.

Nagano

Masao Kawada

10

Hyogo Subaru Inc.

Hyogo

Masamichi Kudo

18

Hokuriku Subaru Inc.

Ishikawa

Osamu Ueno

12

Hiroshima Subaru Inc.

Hiroshima

Atsushi Ishikawa

9Nanshin Subaru Inc.

NaganoHirotada Shibata

1

Sanin Subaru Inc.

Tottori

Wataru Ishihara

6

Fuji Subaru Inc.

Gunma

Wataru Miyata

17

Okayama Subaru Inc.

Okayama

Sadayuki Hata

7

Tochigi Subaru Inc.

Tochigi

Kazumasa Kodaira

12

Yamaguchi Subaru Inc.

Yamaguchi

Kenichi Kobayashi

6

Ibaraki Subaru Inc.

IbarakiNaoki Otsuki

10

Higashi Shikoku Subaru Inc.

KagawaHiromi Fujita

7

Saitama Subaru Inc.

Saitama

Hiroshi Yoshizawa

16

Shikoku Subaru Inc.

Ehime

Tsukasa Morita

7

Fukuoka Subaru Inc.

Fukuoka

Tatsuya Yamano

16

Nishi Kyushu Subaru Inc.

Nagasaki

Kenichi Fujii

6

Kumamoto Subaru Inc.

Kumamoto

Tetsuya Matsumoto

8

Oita Subaru Inc.

Oita

Toshiki Sugihara

5

Minami Kyushu Subaru Inc.

Kagoshima

Kenichi Hasegawa

10Okinawa

Koichi Okazaki

Kanagawa Subaru Inc.

Kanagawa

Taisuke Suzuki

26

Chiba Subaru Inc.

Chiba

Tsuguto Nakamura

20

Tokyo Subaru Inc.

Tokyo

Hiroki Kurihara

32

Yamanashi Subaru Inc.

Yamanashi

Hirohiko Kumada

3

Chugoku/
Shikoku region

Chugoku Shikoku
Kyushu area (12)Tokyo/Yamanashi

Kyushu region

Okinawa Subaru Inc.
Total

6

44

33

—

3
—

443

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Distributors (Overseas)
Region(As of April 1 2020)(Number of dealers: as of December 31, 2019)

Numberofdealers

SUBARU
Ownership

Camden, NJ, U.S.A.

633

100%

Mississauga, Ontario, Canada

94

100%

—

—

MarketCompany

Location

U.S.

Subaru of America, Inc.

CanadaSubaru Canada, Inc.

North America
Total

EuropeTotal

CIS, the Middle
East, and Africa
Total

2 countries
Germany

SUBARU DEUTSCHLAND GMBH

Friedberg, Germany

150

29%

Switzerland

SUBARU SCHWEIZ AG

Safenwil, Switzerland

137

0%

SwedenSubaru Nordic AB

Arlöv, Sweden

126

0%

—

—

30 countries
IsraelJapanauto-Israel Auto Corporation Ltd.

Petah Tikva, Israel

120%

RussiaSUBARU MOTOR (RUSSIA) LLC

Moscow, Russia

48

33%

—

—

16 countries
Australia

Subaru (Aust) Pty Ltd.

Sydney, Australia

123

8%

New Zealand

Subaru of New Zealand

Auckland, New Zealand

16

0%

—

—

Oceania
Total

8 countries
Chile

Inchcape Automotriz Chile S.A.

Santiago, Chile

31

0%

Peru

Inchcape Latam Perù S.A.

Lima, Peru

11

0%

—

—

Latin America
Total

Asia

Total

22 countries
TaiwanSubaru of Taiwan Co., Ltd.

Taoyuan City, Taiwan

22

35%

ThailandTC Subaru (Thailand) Co., Ltd.

Bangkok, Thailand

33

0%

Malaysia

TC Subaru Sdn Bhd

Selangor, Malaysia

31

0%

—

—

160

60%

—

—

10 countries
China

Total

Subaru of China Ltd.

1 country* SUBARU ownership on a consolidated basis

Beijing, China

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Product Lineup
Legacy series

OEM models

Photo: Special edition for North America

Consolidated unit sales: 314,000
Sales area: Japan, North America, Russia, Europe, Australia,
China, and other regions

SUBARU BELL 412EPX (left)
New Utility Helicopter for JGSDF (right)

Photo: Special edition for North America

Consolidated unit sales: 238,000
Sales area: Japan, North America, Russia, Europe, Australia,
China, and other regions

Aircraft

Consolidated unit sales: 34,000
Sales area: Japan, North America, Russia, Europe, Australia, andother regions

Impreza series
Photo: Prototype

Consolidated unit sales: 15,000
Sales area: Japan, Europe, Australia, and other regions

Consolidated unit sales: 5,000
Sales area: Japan, North America, Europe, Australia, China, andother regions

Center Wing Section of Boeing777X(Known as CROSSTREK in
North America)
Photo: Special edition for North America

Consolidated unit sales: 312,000
Sales area: Japan, North America, Russia, Europe, Australia,
China, and other regions(Sold only in North America)

Consolidated unit sales: 89,000
Sales area: North America
Consolidated unit sales: 27,000
Sales area: Japan (supplied by DAIHATSU MOTOR CO., LTD.
under an OEM agreement)* For the period from April 1, 2019 to March 31, 2020.
* Finished vehicle sales of Subaru and its consolidated subsidiaries

IR-Sensor system integration with Optionally Piloted Vehicle

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Third-party Evaluations
Concluding Positive Impact Finance Loan Agreement
Subaru is committed to solving social challenges through its
strong business activities, aiming to build a sustainable society
while pursuing the sustainable growth of the Subaru Group. In
FYE2021, as part of the related efforts, the company concluded
a Positive Impact Finance loan agreement (with unspecified use
of funds) with Sumitomo Mitsui Trust Bank, Limited, making
us the world’s first automobile manufacturer to sign such an
agreement*1. This move has been inspired by the Principles for
Positive Impact Finance*2 established by the United Nations
Environmental Programme Finance Initiative (UNEP FI)*3. The
Principles provide a framework and guidelines for comprehensive
analysis and evaluation of the environmental, social andeconomic impacts (positive and negative) of corporate activities
for the purpose of encouraging companies to generate positive
impacts on an ongoing basis. The key aspect of the frameworkis that companies prepare KPIs for contributions to achieving theSDGs and disclose processes to achieve KPI goals as well as
results. Under the recent agreement, Subaru will continue with its
efforts to help achieve the SDGs and create a sustainable society.
Subaru Concludes Positive Impact Finance Loan Agreement*1 Based on research by Sumitomo Mitsui Trust Bank, Limited. (as of the end of February 2020)*2 The Principles for Positive Impact Finance were established by UNEP FI in January 2017to provide a financial system framework with a view to achieving the United Nations
Sustainable Development Goals (SDGs). The framework requires companies to disclose
key performance indicators (KPIs) for contributions to achieving the SDGs, and banks toassess the KPIs and provide finance based on assessed positive impacts, thus looking toencourage financed companies to increase positive impacts and decrease negative impacts
from their activities. Financing banks, as responsible financial institutions, are required topractice KPI monitoring properly to ensure effective continuance of positive impacts.
*3 The United Nations Environment Programme (UNEP) was established in 1972 as a
subsidiary body to the United Nations system to implement the Human Environment
Declaration and International Environmental Action Programme initiatives. The United
Nations Environmental Programme Finance Initiative (UNEP FI) represents a broadand close partnership between UNEP and more than 200 global financial institutions.
Since its establishment in 1992, the initiative has been working in concert with financial
institutions and policy/regulatory authorities to transform the financial system so as toallow for effective integration of economic development and ESG considerations.

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Third-party Opinion on the Subaru CSR Report

Mr. Keisuke Takegahara
Executive Officer, Deputy Chief Research Officer, Chief Manager,
Sustainability Management Office, Corporate Planning &Coordination Department, Development Bank of Japan Inc. (DBJ)<Profile>
Graduated from Hitotsubashi University Faculty of Law in 1989
and joined the Development Bank of Japan in the same year.
After appointments as Chief Representative for the Frankfurt
Office and Manager of the Environmental and CSR Division, he
was appointed to his current position in 2017.
He has been working for many years in the field of environmental
finance planning, including the creation of DBJ’s environmental
rating-based financing program. At present, he supervises
the bank’s industrial research activities. He holds many public
posts, including a temporary member of the Ministry of theEnvironment’s “Central Environmental Council” and a memberof the Ministry of Economy, Trade and Industry’s “TCFD
Consortium Planning Committee.” He also writes third party
opinions for CSR reports and gives lectures on ESG and SDGs.
He co-authored “Renewable Energy and New Growth Strategy”(Energy Forum 2015), “How to Tackle Climate Change Risk”(in Japanese, coauthored with the Kinzai Institute for Financial
Affairs, Inc., 2014) and others.

The 2020 CSR Report describes Subaru’s CSR activities in thesecond year of the mid-term management vision, STEP. As areviewer of the Report, I am impressed by the steady progress
made overall from the 2019 Report. The 2020 report includes anumber of notable changes or improvements from the previous
year with respect to the description method and reported
content. I will discuss the description method first. The 2020
Report consists of two major parts—an introductory overview ofthe group’s basic CSR concept, and detailed descriptions that
follow on activities promoted in individual areas. The first partfeatures a Message from the President, which emphasizes thecommitment toward solving social challenges through businessactivities in pursuit of sustainable development of the groupand society simultaneously. His statement clarifies Subaru’s
proactive objective of promoting CSR initiatives as part of thecompany’s busines strategies, a stance also articulated in theprevious report. What is remarkably new this year comes froma format created to illustrate relationships between the Subaru
Group’s six priority areas for CSR and the SDGs, delivering aneasy-to understand presentation of Subaru’s structural conceptof materiality. For example, to discuss “peace of mind,” oneof the six priority areas for CSR, a number of sub-concepts,
such as “improvement of safety features,” “assurance andimprovement of quality” and a “safe workplace environment,”
are introduced to offer a structural framework, where relevant
topics are effectively bought in to report specific improvement
efforts for the sophistication of the advanced driver assist
system (ADAS), the first revision of the quality policy in 25 years,
among others. These descriptions are further enhanced byembracing the connection with the SDGs and setting KPI targets
to achieve “zero fatal traffic accidents in 2030” as a desired
vision. Complete with various safety technologies to support
efforts toward attaining the vision, the resultant story has strong
readership appeal.
I have also recognized a significant improvement in the second
part that reports from individual areas. The entire section isorganized into three major divisions—the environment, social,and governance (ESG)—with a number of selected topics laidout for each. In discussing each issue, a standardized structure
has been adopted to introduce the approach, structure,plan, and initiative in a systematic manner. This has helped
to efficiently organize an enormous volume of information,
eliminating overlapping descriptions—an issue identified in
the 2019 Report—resulting in increased readability. Other
noteworthy measures include an enhanced Appendix, which is a
key section of the integrated report format.
On top of the description method, reported content also shows
progress of particular note in a number of ways. One is related
to long and medium-term environmental visions developedin line with the “1.5°C global warming” scenario. To present
these visions, the 2020 Report introduced specific long-termgoals to achieve by FYE2051, such as carbon-neutral businessactivities and an average 90-plus percent reduction in CO 2
emissions from new cars (on the road) on a well-to wheel basis
from the 2010 level, as well as the related milestone goals for2030 specifically associated with electrification rate and otherindicators. I acknowledge this as Subaru’s sincere response
to suggestions and advice from many stakeholders as wellas my review from the previous year. I also take note of thecompany’s determination stated in the report to strive to achievethese challenging goals while maintaining its characteristic
spirit inherited by the company as a long-established auto
manufacturer. Subaru should see these challenges as anopportunity to showcase the group’s technological prowess,and to this end, the company will develop specific strategies tobe incorporated into its environmental action plan in a manner
unique to Subaru. I view this “SUBAURU-ness” as an implicit but
genuine theme in the 2020 Report.
The same uniqueness can be felt with another progress
highlight registered in the Report, which is related to the newly
established Human Rights Policy, formulated into a special
Appendix. Subaru inevitably needs to face human rights issues
when globalizing its CSR activities, expanding from nonconsolidated domestic operations to include the group’s global
operations. The Policy presents universal value based on the
United Nations Guiding Principles on Business and Human

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Rights, while at the same time offering SUBAURU-ness as amanufacturer that consistently places great value on personnel.
The above-described strong uniqueness is demonstrated inother aspects of the company’s activities. One major example
concerns its vigorous pursuit of employee engagement based on
the firm recognition of employees as an important stakeholder
group. The company is putting forth distinctively earnest efforts toengage the minds in its diverse workforce, comprised of different
nationalities undertaking various jobs, as I became aware ofwhile talking with related persons at Subaru in preparation forthis review. I suggest this can provide attractive, even if hard-tohandle, corporate communication content materials.
The 2020 Report as a whole has shown substantial progressin light of its content and organization to produce an effective
corporate communication tool, and reflects the recent
development of Subaru’s CSR activities in multiple ways. Basedon this recognition, I would like to offer some advice for further
development in this direction toward the 2021 Report. First,
the process of organizing CSR systems and structures should
be continued to deliver a higher-level product, incorporating
the recently revised Subaru Global Sustainability Policy, which
provides a clearer direction for the company’s CSR initiatives.
The revised policy needs to be properly positioned within theexisting framework in order to develop a new system that canaccommodate a consistent, convincing grand story. Second, the
KPIs set for the six priority areas for CSR in association with the
SDRs should be reviewed for appropriateness for the purposeof publicizing the company’s strengths. For example, is it duly
appropriate to continue customer satisfaction surveys for the
purpose of KPI monitoring for the “people-oriented car culture”?
Third and lastly, in order to develop corporate communication
content to showcase strong employee engagement, thereporter should enhance the descriptions of its human capitaldevelopment and personnel strategies. I look forward toadditional progress being made in the 2021 Report, particularly
on showcasing SUBAURU-ness.

Response to the Third-Party Opinion
Thank you for your opinion concerning our 2020 CSR Report.
We made this report to provide readers with useful information
in a more intelligible and accessible manner. To this end, weclearly stated the Subaru Group’s future-oriented approaches
and strategies for CSR at the beginning of the report, and thenintroduced the Group’s progress with the specific CSR measures,along with the approaches and management systems adopted forthe implementation of the measures.
In FYE2020, we enhanced the basis from which to proactively
implement measures for “Peace of Mind” and “Environment” among
our Six Priority Areas for CSR. In particular, for “Peace of Mind,”
we took one more step forward to establish the Subaru Global
Sustainability Policy and the Human Rights Policy in April 2020. The
Subaru Global Sustainability Policy takes account of the changes
to our social environment and relationships with stakeholders andis intended to be shared by all Group employees across the globe.
In the Human Rights Policy, we clearly state that we will respect thehuman rights of all people connected to Subaru. Moreover, withregard to the Human Rights Policy, we have announced a scenario
by which we hope to “zero fatal traffic accidents in 2030” as well as
our medium- to long-term goals to reduce our CO2 emissions andcontribute to carbon neutrality in society. When formulating our plansand policies, including the aforementioned ones, and implementing
measures in line with them, we always attribute importance to
SUBAURU-ness. By holding on to Subaru’s corporate DNA,
which means we put people first and engage in people-oriented
manufacturing, we will work to achieve the predefined goals, while
delivering “Enjoyment and Peace of Mind” to all our stakeholders.
It is quite encouraging for the Subaru Group to see that you have
rated highly the revised structure of the CSR Report and theadvancement of the Group’s CSR measures as steady progress
made by the Group, and I also feel very pleased that the CSR report
has communicated some of SUBAURU-ness to you.

You have, however, also pointed out some issues, including the needfor us to reorganize our CSR system, examine the appropriatenessof our KPIs, and further enhance our human resource strategy.
In line with the Subaru Global Sustainability Policy, we will manage
the measures taken for the Six Priority Areas for CSR on a global
scale across the Group so that we can change Subaru “from acompany making things, to a company making people smile” as our
vision for 2025. I believe that by doing so, we will eventually be able
to contribute to the attainment of the SDGs.
We deliver our products in consideration of a range of market values.
We also respect the diverse values of all Subaru Group employees
and incorporate these values into our business operations, thereby
fostering the diversity of the entire Subaru Group. For the creationof a range of market values, we need to respect the diverse valuesof all people, including our employees. We view our employees
as important assets, and we will protect their health and safety
and provide each of them with an environment where they candemonstrate their abilities to the fullest, which will in turn help us
improve our corporate value on a continual basis.
The automobile industry is currently undergoing a series of oncein-a-century changes, while people are also required to adapt toa “new normal” in today’s society. Accordingly, Subaru also needs
to change. Based on this recognition, we will appropriately identify
social problems and what our stakeholders expect of us, implement
strategies and initiatives based on the findings, and foster our CSR
measures while continuing to demonstrate SUBAURU-ness.

Tomomi Nakamura
Representative Director of the Board, President and CEO
Subaru Corporation

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GRI Content Index
In reference to the reporting requirements set forth by the GRI Sustainability Reporting Standards,
the content index indicates where you can find the relevant information in the CSR Report 2020, annual securities report, Corporate Governance Report, and others.
* Not applicable (NA): Item that is irrelevant or has no cases in which we are involved on a material level.
* –: Item we do not disclose.

Universal Standards
Item number

Disclosure

Reporting requirements

Corresponding sections

GRI 102:General Disclosures2016
1. Organizational profile
102-1

Name of the organizationa. Name of the organization.

→ Corporate Overview

102-2

Activities, brands, products, and services

a. A description of the organization’s activities.
b. Primary brands, products, and services, including an explanation of any products or services that are banned in certain markets.

→ Product lineup

102-3

Location of headquarters

a Location of the organization’s headquarters.

→ Corporate Overview

102-4

Location of operations

a. Number of countries where the organization operates, and the names of countries where it has significant operations and/or that are relevant to the topics covered in thereport.

→ Global Network

102-5

Ownership and legal forma. Nature of ownership and legal form.

→ Corporate Overview

Markets served

a. Markets served, including:i. geographic locations where products and services are offered;ii. sectors served;
iii. types of customers and beneficiaries.

→ Global Network

Scale of the organizationa. Scale of the organization, including:i total number of employees;
ii. total number of operations;iii. net sales (for private sector organizations) or net revenues (for public sector organizations);
iv. total capitalization (for private sector organizations) broken down in terms of debt and equity;
v. quantity of products or services provided.

→ Employee Data
→ Corporate Overview→ Financial Highlights

102-8

Information on employees and other workers

a. Total number of employees by employment contract (permanent and temporary), by gender.
b. Total number of employees by employment contract (permanent and temporary), by region.
c. Total number of employees by employment type (full-time and part-time), by gender.
d. Whether a significant portion of the organization’s activities are performed by workers who are not employees. If applicable, a description of the nature and scale of work
performed by workers who are not employees.
e. Any significant variations in the numbers reported in Disclosures 102-8-a, 102-8-b, and 102-8-c (such as seasonal variations in the tourism or agricultural industries).
f. An explanation of how the data have been compiled, including any assumptions made.

→ Employee Data

102-9

Supply chain

a. A description of the organization’s supply chain, including its main elements as they relate to the organization’s activities, primary brands, products, and services.

—102-10Significant changes to the organization and its
supply chain

a. Significant changes to the organization’s size, structure, ownership, or supply chain, including:i. Changes in the location of, or changes in, operations, including facility openings, closings, and expansions;ii. Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations);iii. Changes in the location of suppliers, the structure of the supply chain, or relationships with suppliers, including selection and termination.

N/A

102-6

102-7

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Item number

102-11

Disclosure

Precautionary Principle or approach

Reporting requirements

Corresponding sections

a. Whether and how the organization applies the Precautionary Principle or approach.

→ Acquisition of External Certification forEnvironmental Management Systems→ Occupational Health and Safety→ Green Procurement Guidelines→ Information security→ Intellectual property protection initiatives

102-12External initiatives

a. A list of externally-developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses.

102-13

Membership of associations

a. A list of the main memberships of industry or other associations, and national or international advocacy organizations.

102-14

Statement from senior decision-makera. A statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to theorganization and its strategy for addressing sustainability.

102-15Key impacts, risks, and opportunities

a. A description of key impacts, risks, and opportunities.

→ Subaru Group’s Six Priority Areas for CSR

2. Strategy

3. Ethics and integrity
102-16

Values, principles, standards, and norms of
behavior

a. A description of the organization’s values, principles, standards, and norms of behavior.

→ Corporate Philosophy

102-17

Mechanisms for advice and concerns about
ethicsa. A description of internal and external mechanisms for:i. seeking advice about ethical and lawful behavior, and organizational integrity;
ii. reporting concerns about unethical or unlawful behavior, and organizational integrity.

→ Compliance Hotline

102-18Governance structurea. Governance structure of the organization, including committees of the highest governance body.
b. Committees responsible for decision-making on economic, environmental, and social topics.

→ Corporate Governance>Management
System→ Directors, Auditors, and Executive Officers→ Environmental Risk Management System102-19Delegating authority

a. Process for delegating authority for economic, environmental, and social topics from the highest governance body to senior executives and other employees.

→ Environmental Risk Management System

102-20Executive-level responsibility for economic,
environmental,and social topics

a. Whether the organization has appointed an executive-level position or positions with responsibility for economic, environmental, and social topics.
b. Whether post holders report directly to the highest governance body.

→ Environmental Management102-21

Consulting stakeholders on economic,
environmental,and social topics

a. Processes for consultation between stakeholders and the highest governance body on economic, environmental, and social topics.
b. If consultation is delegated, describe to whom it is delegated and how the resulting feedback is provided to the highest governance body.

—102-22a. Composition of the highest governance body and its committees by:i. executive or non-executive;ii. independence;iii. tenure on the governance body;
Composition of the highest governance body andiv. number of each individual’s other significant positions and commitments, and the nature of the commitments;
its committees
v. gender;
vi. membership of under-represented social groups;vii. competencies relating to economic, environmental, and social topics;viii. stakeholder representation.

4. Governance102-23Chair of the highest governance bodya. Whether the chair of the highest governance body is also an executive officer in the organization.
b. If the chair is also an executive officer, describe his or her function within the organization’s management and the reasons for this arrangement.

→ Corporate Governance>Management
SystemCorporate Governance Report P.5
II Status of corporate governancesystem including organizationof management pertaining tomanagement decision-making,business execution, and oversight(Japanese version only)

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Item number

102-24Disclosure

Reporting requirements

Corresponding sections

a. Nomination and selection processes for the highest governance body and its committees.
b. Criteria used for nominating and selecting highest governance body members, including whether and how:
Nominating and selecting the highest governance i. stakeholders (including shareholders) are involved;
ii. diversity is considered;bodyiii. independence is considered;iv. expertise and experience relating to economic, environmental, and social topics are considered.

Annual Securities Report and Internal
Controls Report for the 89th Period P.54
[Compensation for Directors](Japanese version only)

102-25

Conflicts of interest

a. Processes for the highest governance body to ensure conflicts of interest are avoided and managed.
b. Whether conflicts of interest are disclosed to stakeholders, including, as a minimum:
i. Cross-board membership;
ii. Cross-shareholding with suppliers and other stakeholders;iii. Existence of controlling shareholder;iv. Related party disclosures.

102-26

Role of highest governance body in setting
purpose, values,and strategy

a. Highest governance body’s and senior executives’ roles in the development, approval, and updating of the organization’s purpose, value or mission statements, strategies,
policies, and goals related to economic, environmental, and social topics.

102-27

Collective knowledge of highest governance body a. Measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental, and social topics.

102-28

Evaluating the highest governance body’s
performancea. Processes for evaluating the highest governance body’s performance with respect to governance of economic, environmental, and social topics.
b. Whether such evaluation is independent or not, and its frequency.
→ Effectiveness Evaluation of the Board ofc. Whether such evaluation is a self-assessment.
Directorsd. Actions taken in response to evaluation of the highest governance body’s performance with respect to governance of economic, environmental, and social topics, including,as a minimum, changes in membership and organizational practice.

102-29Identifying and managing economic,
environmental, and social impacts

a. Highest governance body’s role in identifying and managing economic, environmental, and social topics and their impacts, risks, and opportunities – including its role in theimplementation of due diligence processes.
b. Whether stakeholder consultation is used to support the highest governance body’s identification and management of economic, environmental, and social topics and theirimpacts, risks, and opportunities.

—

102-30Effectiveness of risk management processes

a. Highest governance body’s role in reviewing the effectiveness of the organization’s risk management processes for economic, environmental, and social topics.

→ Risk Management>Management
System102-31

Review of economic, environmental, and social
topicsa. Frequency of the highest governance body’s review of economic, environmental, and social topics and their impacts, risks, and opportunities.

→ Environmental Management System

102-32Highest governance body’s role in sustainability
reportinga. The highest committee or position that formally reviews and approves the organization’s sustainability report and ensures that all material topics are covered.

—102-33

Communicating critical concerns

a. Process for communicating critical concerns to the highest governance body.

—

Nature and total number of critical concernsa. Total number and nature of critical concerns that were communicated to the highest governance body.
b. Mechanism(s) used to address and resolve critical concerns.

N/A

102-35

Remuneration policies

a. Remuneration policies for the highest governance body and senior executives for the following types of remuneration:i. Fixed pay and variable pay, including performance-based pay, equity-based pay, bonuses, and deferred or vested shares;
ii. Sign-on bonuses or recruitment incentive payments;
iii. Termination payments;
iv. Clawbacks;
v. Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives, and all other employees.
b. How performance criteria in the remuneration policies relate to the highest governance body’s and senior executives’ objectives for economic, environmental, and social
topics.

→ Executive Compensation

102-36

Process for determining remunerationa. Process for determining remuneration.
b. Whether remuneration consultants are involved in determining remuneration and whether they are independent of management.
c. Any other relationships that the remuneration consultants have with the organization.

→ Executive Compensation

102-34→ Preventing Conflicts of Interest→ CSR Promotion System→ Executive Training→ Compliance>Initiatives>Training

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Item number

Disclosure

Reporting requirements

102-37

Stakeholders’ involvement in remunerationa. How stakeholders’ views are sought and taken into account regarding remuneration.
b. If applicable, the results of votes on remuneration policies and proposals.

102-38Annual total compensation ratioa. Ratio of the annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median annual total compensation for all
employees (excluding the highest-paid individual) in the same country.

102-39Percentage increase in annual total compensation a. Ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median
ratio
percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country.

Corresponding sections
Annual Securities Report and Internal
Controls Report for the 89th Period P.54
[Compensation for Directors](Japanese version only)——

5. Stakeholder engagement102-40

List of stakeholder groupsa. A list of stakeholder groups engaged by the organization.

→ Stakeholder Engagement102-41

Collective bargaining agreements

a. Percentage of total employees covered by collective bargaining agreements.

→ Labor-Management Communication

102-42

Identifying and selecting stakeholdersa. The basis for identifying and selecting stakeholders with whom to engage.

→ Stakeholder Engagement102-43

Approach to stakeholder engagement

a. The organization’s approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of theengagement was undertaken specifically as part of the report preparation process.

→ Stakeholder Engagement102-44

Key topics and concerns raised

a. Key topics and concerns that have been raised through stakeholder engagement, including:i. how the organization has responded to those key topics and concerns, including through its reporting;ii. the stakeholder groups that raised each of the key topics and concerns.

—

102-45

Entities included in the consolidated financial
statementsa. A list of all entities included in the organization’s consolidated financial statements or equivalent documents.
b. Whether any entity included in the organization’s consolidated financial statements or equivalent documents is not covered by the report.

→ Global Network

102-46

Defining report content and topic Boundaries

a. An explanation of the process for defining the report content and the topic Boundaries.
b. An explanation of how the organization has implemented the Reporting Principles for defining report content.

→ Process of Identifying Six Priority Areas
for CSR

102-47

List of material topics

a. A list of the material topics identified in the process for defining report content.

→ Subaru Group’s Six Priority Areas for CSR

102-48

Restatements of informationa. The effect of any restatements of information given in previous reports, and the reasons for such restatements.

N/A

102-49Changes in reportinga. Significant changes from previous reporting periods in the list of material topics and topic Boundaries.

N/A

102-50

Reporting period

a. Reporting period for the information provided.

→ Period Covered

102-51

Date of most recent reporta. If applicable, the date of the most recent previous report.

→ Period Issued

102-52

Reporting cycle

a. Reporting cycle.

→ Period Issued

102-53

Contact point for questions regarding the reporta. The contact point for questions regarding the report or its contents.

→ Contact Us

102-54Claims of reporting in accordance with the GRI
Standards

a. The claim made by the organization, if it has prepared a report in accordance with the GRI Standards, either:i. ‘This report has been prepared in accordance with the GRI Standards: Core option’;ii. ‘This report has been prepared in accordance with the GRI Standards: Comprehensive option’.

GRI content index

a. The GRI content index, which specifies each of the GRI Standards used and lists all disclosures included in the report.
b. For each disclosure, the content index shall include:i. the number of the disclosure (for disclosures covered by the GRI Standards);
ii. the page number(s) or URL(s) where the information can be found, either within the report or in other published materials;
iii. if applicable, and where permitted, the reason(s) for omission when a required disclosure cannot be made.

6. Reporting practice102-55→ GRI Content Index

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Item number

102-56Disclosure

Reporting requirements

Corresponding sections

External assurance

a. A description of the organization’s policy and current practice with regard to seeking external assurance for the report.
b. If the report has been externally assured:i. A reference to the external assurance report, statements, or opinions. If not included in the assurance report accompanying the sustainability report, a description of what
has and what has not been assured and on what basis, including the assurance standards used, the level of assurance obtained, and any limitations of the assurance
process;ii. The relationship between the organization and the assurance provider;iii. Whether and how the highest governance body or senior executives are involved in seeking external assurance for the organization’s sustainability report.

—

GRI 103:Management Approach2016

103-1

a. An explanation of why the topic is material.
b. The Boundary for the material topic, which includes a description of:i. where the impacts occur;
Explanation of the material topic and its Boundary
ii. the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts
through its business relationships.
c. Any specific limitation regarding the topic Boundary.

103-2

The management approach and its components

a. An explanation of how the organization manages the topic.
b. A statement of the purpose of the management approach.
c. A description of the following, if the management approach includes that component:i. Policies
ii. Commitments
iii. Goals and targets
iv. Responsibilities
v. Resources
vi. Grievance mechanismsvii. Specific actions, such as processes, projects, programs and initiatives?

103-3

Evaluation of the management approacha. An explanation of how the organization evaluates the management approach, including:i. the mechanisms for evaluating the effectiveness of the management approach;ii. the results of the evaluation of the management approach;iii. any related adjustments to the management approach.

→ The Subaru Group’s CSR→ CSR Promotion System→ Subaru Group’s Six Priority Areas for CSR→ Activities in the Six Priority Areas for
CSR in Relation to SDGs—

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Topic-specific Standards
Item number

Disclosure

Reporting requirements

Corresponding sections

GRI 200:Economic
201:Economic Performance2016

201-1

201-2

201-3

201-4

Annual Securities Report and Internal
Controls Report for the 89th Period P.60-66[Consolidated Financial Statements](Japanese version only)
Annual Securities Report and Internal
Controls Report for the 89th Period P.19
[Analysis of Financial Position, Business
Performance, and Cash Flows by Top
Management] (Japanese version only)

Direct economic value generated and distributed

a. Direct economic value generated and distributed (EVG&D) on an accruals basis, including the basic components for the organization’s global operations as listed below. If
data are presented on a cash basis, report the justification for this decision in addition to reporting the following basic components:
i. Direct economic value generated: revenues;
ii. Economic value distributed: operating costs, employee wages and benefits, payments to providers of capital, payments to government by country, andcommunity
investments;
iii. Economic value retained: ‘direct economic value generated’ less ‘economic value distributed’.
b. Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defining significance.

Financial implications and other risks andopportunities due to climate changea. Risks and opportunities posed by climate change that have the potential to generate substantive changes in operations, revenue, or expenditure, including:i. a description of the risk or opportunity and its classification as either physical, regulatory, or other;ii. a description of the impact associated with the risk or opportunity;iii. the financial implications of the risk or opportunity before action is taken;
iv. the methods used to manage the risk or opportunity;v. the costs of actions taken to manage the risk or opportunity.

Defined benefit plan obligations and otherretirement plansa. If the plan’s liabilities are met by the organization’s general resources, the estimated value of those liabilities.
b. If a separate fund exists to pay the plan’s pension liabilities:
i. the extent to which the scheme’s liabilities are estimated to be covered by the assets that have been set aside to meet them;ii. the basis on which that estimate has been arrived at;iii. when that estimate was made.
c. If a fund set up to pay the plan’s pension liabilities is not fully covered, explain the strategy, if any, adopted by the employer to work towards full coverage, and thetimescale, if any, by which the employer hopes to achieve full coverage.
d. Percentage of salary contributed by employee or employer.
e. Level of participation in retirement plans, such as participation in mandatory or voluntary schemes, regional, or country-based schemes, or those with financial impact.

Annual Securities Report and Internal
Controls Report for the 89th Period P.73
[Notes to Consolidated Financial
Statements](Japanese version only)

Financial assistance received from governmenta. Total monetary value of financial assistance received by the organization from any government during the reporting period, including:i. tax relief and tax credits;
ii. subsidies;iii. investment grants, research and development grants, and other relevant types of grant;
iv. awards;
v. royalty holidays;
vi. financial assistance from Export Credit Agencies (ECAs);vii. financial incentives;
viii. other financial benefits received or receivable from any government for any operation.
b. The information in 201-4-a by country.
c. Whether, and the extent to which, any government is present in the shareholding structure.

Annual Securities Report and Internal
Controls Report for the 89th Period P.34
[Corporate Information](Japanese version only)
Annual Securities Report and Internal
Controls Report for the 89th Period P.06
[Consolidated Financial Statements](Japanese version only)→ Climate Change

202:Market Presence2016

202-1

Ratios of standard entry level wage by gendercompared to local minimum wagea. When a significant proportion of employees are compensated based on wages subject to minimum wage rules, report the relevant ratio of the entry level wage by genderat significant locations of operation to the minimum wage.
b. When a significant proportion of other workers (excluding employees) performing the organization’s activities are compensated based on wages subject to minimum wage
rules, describe the actions taken to determine whether these workers are paid above the minimum wage.
c. Whether a local minimum wage is absent or variable at significant locations of operation, by gender. In circumstances in which different minimums can be used as areference, report which minimum wage is being used.
d. The definition used for ‘significant locations of operation’.

202-2

Proportion of senior management hired from thelocal community

a. Percentage of senior management at significant locations of operation that are hired from the local community.
b. The definition used for ‘senior management’.
c. The organization’s geographical definition of ‘local’.
d. The definition used for ‘significant locations of operation’.

→ Human Rights Policy Appendix—

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Item number

Disclosure

Reporting requirements

Corresponding sections

203:Indirect Economic Impacts2016

203-1

a. Extent of development of significant infrastructure investments and services supported.
Infrastructure investments and services supported b. Current or expected impacts on communities and local economies, including positive and negative impacts where relevant.
c. Whether these investments and services are commercial, in-kind, or pro bono engagements.

203-2

Significant indirect economic impacts—

a. Examples of significant identified indirect economic impacts of the organization, including positive and negative impacts.
b. Significance of the indirect economic impacts in the context of external benchmarks and stakeholder priorities, such as national and international standards, protocols, andpolicy agendas.

N/Aa. Percentage of the procurement budget used for significant locations of operation that is spent on suppliers local to that operation (such as percentage of products andservices purchased locally).
b. The organization’s geographical definition of ‘local’.
c. The definition used for ‘significant locations of operation’.

—a. Total number and percentage of operations assessed for risks related to corruption.
b. Significant risks related to corruption identified through the risk assessment.

→ Bribery Prevention

204:Procurement Practices2016

204-1

Proportion of spending on local suppliers

205:Anti-corruption2016
205-1

Operations assessed for risks related tocorruption

205-2

a. Total number and percentage of governance body members that the organization’s anti-corruption policies and procedures have been communicated to, broken down by
region.
b. Total number and percentage of employees that the organization’s anti-corruption policies and procedures have been communicated to, broken down by employee
category and region.
Communication and training about anti-corruptionc. Total number and percentage of business partners that the organization’s anti-corruption policies and procedures have been communicated to, broken down by type ofpolicies and procedures
business partner and region. Describe if the organization’s anti-corruption policies and procedures have been communicated to any other persons or organizations.
d. Total number and percentage of governance body members that have received training on anti-corruption, broken down by region.
e. Total number and percentage of employees that have received training on anti-corruption, broken down by employee category and region.

205-3

Confirmed incidents of corruption and actions
taken→ Supplier CSR Guidelines→ Compliance>Initiatives>Traininga. Total number and nature of confirmed incidents of corruption.
b. Total number of confirmed incidents in which employees were dismissed or disciplined for corruption.
c. Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption.
d. Public legal cases regarding corruption brought against the organization or its employees during the reporting period and the outcomes of such cases.

N/A

a. Number of legal actions pending or completed during the reporting period regarding anti-competitive behavior and violations of anti-trust and monopoly legislation in which
the organization has been identified as a participant.
b. Main outcomes of completed legal actions, including any decisions or judgments.

N/A

206:Anti-compretitive Behavior2016

206-1

Legal actions for anti-competitive behavior, antitrust, and monopoly practices

GRI 300:Environmental
301:Materials2016

301-1

Materials used by weight or volume

a. Total weight or volume of materials that are used to produce and package the organization’s primary products and services during the reporting period, by:i. non-renewable materials used;
ii. renewable materials used.

→ Material Flow Concerning Automobiles

301-2

Recycled input materials used

a. Percentage of recycled input materials used to manufacture the organization’s primary products and services.

→ Resource Recycling

301-3

Reclaimed products and their packaging
materials

a. Percentage of reclaimed products and their packaging materials for each product category.
b. How the data for this disclosure have been collected.

→ Resource Recycling>Achievements andInitiatives>Logistics/Sales

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Item number

Disclosure

Reporting requirements

Corresponding sections

302-1

Energy consumption within the organizationa. Total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used.
b. Total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used.
c. In joules, watt-hours or multiples, the total:
i. electricity consumption
ii. heating consumptioniii. cooling consumption
iv. steam consumption
d. In joules, watt-hours or multiples, the total:
i. electricity soldii. heating soldiii. cooling soldiv. steam solde. Total energy consumption within the organization, in joules or multiples.
f. Standards, methodologies, assumptions, and/or calculation tools used.
g. Source of the conversion factors used.

→ Material Flow Concerning Automobiles

302-2

Energy consumption outside of the organizationa. Energy consumption outside of the organization, in joules or multiples.
b. Standards, methodologies, assumptions, and/or calculation tools used.
c. Source of the conversion factors used.

—

302-3

Energy intensity

a. Energy intensity ratio for the organization.
b. Organization-specific metric (the denominator) chosen to calculate the ratio.
c. Types of energy included in the intensity ratio; whether fuel, electricity, heating, cooling, steam, or all.
d. Whether the ratio uses energy consumption within the organization, outside of it, or both.

—

302-4

Reduction of energy consumption

a. Amount of reductions in energy consumption achieved as a direct result of conservation and efficiency initiatives, in joules or multiples.
b. Types of energy included in the reductions; whether fuel, electricity, heating, cooling, steam, or all.
c. Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it.
d. Standards, methodologies, assumptions, and/or calculation tools used.

→ Climate Change

302-5

Reductions in energy requirements of products
and services

a. Reductions in energy requirements of sold products and services achieved during the reporting period, in joules or multiples.
b. Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it.
c. Standards, methodologies, assumptions, and/or calculation tools used.

→ Environmentally Friendly Automobiles>
Initiatives

Interactions with water as a shared resource

a. A description of how the organization interacts with water, including how and where water is withdrawn, consumed, and discharged, and the water-related impacts caused
or contributed to, or directly linked to the organization’s activities, products or services by a business relationship (e.g., impacts caused by runoff).
b. A description of the approach used to identify water-related impacts, including the scope of assessments, their timeframe, and any tools or methodologies used.
c. A description of how water-related impacts are addressed, including how the organization works with stakeholders to steward water as a shared resource, and how it
engages with suppliers or customers with significant water-related impacts.
d. An explanation of the process for setting any water-related goals and targets that are part of the organization’s management approach, and how they relate to public policy
and the local context of each area with water stress.

→ Water Resources

Management of water discharge-related impacts

a. A description of any minimum standards set for the quality of effluent discharge, and how these minimum standards were determined, including:i. how standards for facilities operating in locations with no local discharge requirements were determined;
ii. any internally developed water quality standards or guidelines;iii. any sector-specific standards considered;iv. whether the profile of the receiving waterbody was considered.

→ Water Risk Assessment

302:Energy2016

303:Water and Effluents2018

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Item number

303-3

303-4

303-5

Disclosure

Reporting requirements

Corresponding sections

Water withdrawal

a. Total water withdrawal from all areas in megaliters, and a breakdown of this total by the following sources, if applicable:
i. Surface water;
ii. Groundwater;iii. Seawater;
iv. Produced water;v. Third-party water.
b. Total water withdrawal from all areas with water stress in megaliters, and a breakdown of this total by the following sources, if applicable:
i. Surface water;
ii. Groundwater;iii. Seawater;
iv. Produced water;v. Third-party water, and a breakdown of this total by the withdrawal sources listed in i-iv.
c. A breakdown of total water withdrawal from each of the sources listed in Disclosures 303-3-a and 303-3-b in megaliters by the following categories:
i. Freshwater (≤1,000 mg/L Total Dissolved Solids);
ii. Other water (>1,000 mg/L Total Dissolved Solids).
d. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

→ Breakdown of water consumption bywater source at major production bases

Water discharge

a. Total water discharge to all areas in megaliters, and a breakdown of this total by the following types of destination, if applicable:
i. Surface water;
ii. Groundwater;iii. Seawater;
iv. Third-party water, and the volume of this total sent for use to other organizations, if applicable.
b. A breakdown of total water discharge to all areas in megaliters by the following categories:
i. Freshwater (≤1,000 mg/L Total Dissolved Solids);
ii. Other water (>1,000 mg/L Total Dissolved Solids).
c. Total water discharge to all areas with water stress in megaliters, and a breakdown of this total by the following categories:
i. Freshwater (≤1,000 mg/L Total Dissolved Solids);
ii. Other water (>1,000 mg/L Total Dissolved Solids).
d. Priority substances of concern for which discharges are treated, including:i. how priority substances of concern were defined, and any international standard, authoritative list, or criteria used;
ii. the approach for setting discharge limits for priority substances of concern;iii. number of incidents of non-compliance with discharge limits.
e. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

—

Water consumption

a. Total water consumption from all areas in megaliters.
b. Total water consumption from all areas with water stress in megaliters.
c. Change in water storage in megaliters, if water storage has been identified as having a significant water-related impact.
d. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used, including whether
the information is calculated, estimated, modeled, or sourced from direct measurements, and the approach taken for this, such as the use of any sector-specific factors.

→ Water Resources

Operational sites owned, leased, managed in,or adjacentto, protected areas and areas of highbiodiversity value outside protected areas

a. For each operational site owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas, the following information:i. Geographic location;ii. Subsurface and underground land that may be owned, leased, or managed by the organization;iii. Position in relation to the protected area (in the area, adjacent to, or containing portions of the protected area) or the high biodiversity value area outside protected areas;
N/A
iv. Type of operation (office, manufacturing or production, or extractive);v. Size of operational site in km2 (or another unit, if appropriate);vi. Biodiversity value characterized by the attribute of the protected area or area of high biodiversity value outside the protected area (terrestrial, freshwater, or maritime
ecosystem);vii. Biodiversity value characterized by listing of protected status (such as IUCN Protected Area Management Categories, Ramsar Convention, national legislation).

304:Biodiversity2016304-1

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Corresponding sections

Significant impacts of activities, products, andservices on biodiversity

a. Nature of significant direct and indirect impacts on biodiversity with reference to one or more of the following:i. Construction or use of manufacturing plants, mines, and transport infrastructure;ii. Pollution (introduction of substances that do not naturally occur in the habitat from point and non-point sources);iii. Introduction of invasive species, pests, and pathogens;iv. Reduction of species;
v. Habitat conversion;
vi. Changes in ecological processes outside the natural range of variation (such as salinity or changes in groundwater level).
b. Significant direct and indirect positive and negative impacts with reference to the following:i. Species affected;
ii. Extent of areas impacted;
iii. Duration of impacts;
iv. Reversibility or irreversibility of the impacts.

—

304-3

Habitats protected or restored

a. Size and location of all habitat areas protected or restored, and whether the success of the restoration measure was or is approved by independent external professionals.
b. Whether partnerships exist with third parties to protect or restore habitat areas distinct from where the organization has overseen and implemented restoration or protection→ Biodiversity>Initiatives>Overseas
measures.
c. Status of each area based on its condition at the close of the reporting period.
d. Standards, methodologies, and assumptions used.

304-4

IUCN Red List species and national conservation
list species with habitats in areas affected byoperations

a. Total number of IUCN Red List species and national conservation list species with habitats in areas affected by the operations of the organization, by level of extinction risk:
i. Critically endangered
ii. Endangerediii. Vulnerable
iv. Near threatenedv. Least concern

N/A

Direct (Scope 1) GHG emissions

a. Gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent.
b. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all.
c. Biogenic CO2 emissions in metric tons of CO2 equivalent.
d. Base year for the calculation, if applicable, including:i. the rationale for choosing it;ii. emissions in the base year;iii. the context for any significant changes in emissions that triggered recalculations of base year emissions.
e. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.
f. Consolidation approach for emissions; whether equity share, financial control, or operational control.
g. Standards, methodologies, assumptions, and/or calculation tools used.

→ Climate Change

Energy indirect (Scope 2) GHG emissions

a. Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent.
b. If applicable, gross market-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent.
c. If available, the gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all.
d. Base year for the calculation, if applicable, including:i. the rationale for choosing it;ii. emissions in the base year;iii. the context for any significant changes in emissions that triggered recalculations of base year emissions.
e. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.
f. Consolidation approach for emissions; whether equity share, financial control, or operational control.
g. Standards, methodologies, assumptions, and/or calculation tools used.

→ Climate Change

304-2

305:Emissions2016

305-1

305-2

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Disclosure

Reporting requirements

Corresponding sections

305-3

Other indirect (Scope 3) GHG emissions

a. Gross other indirect (Scope 3) GHG emissions in metric tons of CO2 equivalent.
b. If available, the gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all.
c. Biogenic CO2 emissions in metric tons of CO2 equivalent.
d. Other indirect (Scope 3) GHG emissions categories and activities included in the calculation.
e. Base year for the calculation, if applicable, including:i. the rationale for choosing it;ii. emissions in the base year;iii. the context for any significant changes in emissions that triggered recalculations of base year emissions.
f. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source.
g. Standards, methodologies, assumptions, and/or calculation tools used.

→ Climate Change

305-4

GHG emissions intensity

a. GHG emissions intensity ratio for the organization.
b. Organization-specific metric (the denominator) chosen to calculate the ratio.
c. Types of GHG emissions included in the intensity ratio; whether direct (Scope 1), energy indirect (Scope 2), and/or other indirect (Scope 3).
d. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all.

→ Climate Change

305-5

Reduction of GHG emissions

a. GHG emissions reduced as a direct result of reduction initiatives, in metric tons of CO2 equivalent.
b. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all.
c. Base year or baseline, including the rationale for choosing it.
d. Scopes in which reductions took place; whether direct (Scope 1), energy indirect (Scope 2), and/or other indirect (Scope 3).
e. Standards, methodologies, assumptions, and/or calculation tools used.

→ Climate Change

305-6

Emissions of ozone-depleting substances (ODS)

a. Production, imports, and exports of ODS in metric tons of CFC-11 (trichlorofluoromethane) equivalent.
b. Substances included in the calculation.
c. Source of the emission factors used.
d. Standards, methodologies, assumptions, and/or calculation tools used.

—

Nitrogen oxides (NOX), sulfur oxides (SOX), andother significant air emissions

a. Significant air emissions, in kilograms or multiples, for each of the following:i. NOX
ii. SOX
iii. Persistent organic pollutants (POP)iv. Volatile organic compounds (VOC)v. Hazardous air pollutants (HAP)vi. Particulate matter (PM)vii. Other standard categories of air emissions identified in relevant regulations
b. Source of the emission factors used.
c. Standards, methodologies, assumptions, and/or calculation tools used.

→ Prevention of Pollution>Achievements
and Initiatives

a. Total volume of planned and unplanned water discharges by: i.destination;
ii. quality of the water, including treatment method;iii. whether the water was reused by another organization.
b. Standards, methodologies, and assumptions used.

→ Water Resources

305-7

306:Effluents and Waste2016306-1

Water discharge by quality and destination

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Corresponding sections

Waste by type and disposal method

a. Total weight of hazardous waste, with a breakdown by the following disposal methods where applicable:
i. Reuse
ii. Recyclingiii. Compostingiv. Recovery, including energy recovery
v. Incineration (mass burn)vi. Deep well injection
vii. Landfill
viii. On-site storageix. Other (to be specified by the organization)b. Total weight of non-hazardous waste, with a breakdown by the following disposal methods where applicable:
i. Reuse
ii. Recyclingiii. Compostingiv. Recovery, including energy recovery
v. Incineration (mass burn)vi. Deep well injection
vii. Landfill
viii. On-site storageix. Other (to be specified by the organization)c. How the waste disposal method has been determined:
i. Disposed of directly by the organization, or otherwise directly confirmed
ii. Information provided by the waste disposal contractor
iii. Organizational defaults of the waste disposal contractor→ Resource Recycling>Achievements andInitiatives>Production

Significant spillsa. Total number and total volume of recorded significant spills.
b. The following additional information for each spill that was reported in the organization’s financial statements:
i. Location of spill;ii. Volume of spill;iii. Material of spill, categorized by: oil spills (soil or water surfaces), fuel spills (soil or water surfaces), spills of wastes (soil or water surfaces), spills of chemicals (mostly soil orwater surfaces), and other (to be specified by the organization).
c. Impacts of significant spills.

→ Hazardous waste

306-4Transport of hazardous waste

a. Total weight for each of the following:i. Hazardous waste transported
ii. Hazardous waste imported
iii. Hazardous waste exported
iv. Hazardous waste treatedb. Percentage of hazardous waste shipped internationally.
c. Standards, methodologies, and assumptions used.

→ Chemical substances regulated by
Pollutant Release and Transfer Register(PRTR) law of Japan

306-5

Water bodies affected by water discharges and/or runoffa. Water bodies and related habitats that are significantly affected by water discharges and/or runoff, including information on:i. the size of the water body and related habitat;ii. whether the water body and related habitat is designated as a nationally or internationally protected area;iii. the biodiversity value, such as total number of protected species.

→ Crisis-level risks

a. Significant fines and non-monetary sanctions for non-compliance with environmental laws and/or regulations in terms of:i. total monetary value of significant fines;
ii. total number of non-monetary sanctions;iii. cases brought through dispute resolution mechanisms.
b. If the organization has not identified any non-compliance with environmental laws and/or regulations, a brief statement of this fact is sufficient.

→ Environmental Compliance

306-2

306-3

307:Environmental Compliance2016

307-1

Non-compliance with environmental laws andregulations

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Corresponding sections

New suppliers that were screened using
environmental criteriaa. Percentage of new suppliers that were screened using environmental criteria.

→ Green Procurement Guidelines

Negative environmental impacts in the supply
chain and actions taken

a. Number of suppliers assessed for environmental impacts.
b. Number of suppliers identified as having significant actual and potential negative environmental impacts.
c. Significant actual and potential negative environmental impacts identified in the supply chain.
d. Percentage of suppliers identified as having significant actual and potential negative environmental impacts with which improvements were agreed upon as a result ofassessment.
e. Percentage of suppliers identified as having significant actual and potential negative environmental impacts with which relationships were terminated as a result ofassessment, and why.

→ Management and Reduction ofEnvironmentally Hazardous Substances
Contained in Parts

New employee hires and employee turnovera. Total number and rate of new employee hires during the reporting period, by age group, gender and region.
b. Total number and rate of employee turnover during the reporting period, by age group, gender and region.

→ Employee Data

Benefits provided to full-time employees thatare not provided to temporary or part-time
employees

a. Benefits which are standard for full-time employees of the organization but are not provided to temporary or part-time employees, by significant locations of operation.
These include, as a minimum:i. life insurance;ii. health care;iii. disability and invalidity coverage;
iv. parental leave;
v. retirement provision;vi. stock ownership;vii. others.
b. The definition used for ‘significant locations of operation’.

—

Parental leavea. Total number of employees that were entitled to parental leave, by gender.
b. Total number of employees that took parental leave, by gender.
c. Total number of employees that returned to work in the reporting period after parental leave ended, by gender.
d. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work, by gender.
e. Return to work and retention rates of employees that took parental leave, by gender.

→ Childcare leave systema. Minimum number of weeks’ notice typically provided to employees and their representatives prior to the implementation of significant operational changes that could
substantially affect them.
b. For organizations with collective bargaining agreements, report whether the notice period and provisions for consultation and negotiation are specified in collective
agreements.

—

308:Supplier Environmental Assessment2016
308-1

308-2

GRI 400:Social
401:Employment2016
401-1

401-2

401-3

402:Labor/Management Relations2016

402-1

Minimum notice periods regarding operationalchanges

403:Occupational Health and Safety2018

403-1

Occupational health and safety management
systema. A statement of whether an occupational health and safety management system has been implemented, including whether:i. the system has been implemented because of legal requirements and, if so, a list of the requirements;→ Occupational Health and Safety>Our
ii. the system has been implemented based on recognized risk management and/or management system standards/guidelines and, if so, a list of the standards/guidelines.
Approach/Management Systemb. A description of the scope of workers, activities, and workplaces covered by the occupational health and safety management system, and an explanation of whether and, if
so, why any workers, activities, or workplaces are not covered.

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403-2

Hazard identification, risk assessment, andincident investigation

a. A description of the processes used to identify work-related hazards and assess risks on a routine and non-routine basis, and to apply the hierarchy of controls in order toeliminate hazards and minimize risks, including:i. how the organization ensures the quality of these processes, including the competency of persons who carry them out;
ii. how the results of these processes are used to evaluate and continually improve the occupational health and safety management system.
b. A description of the processes for workers to report work-related hazards and hazardous situations, and an explanation of how workers are protected against reprisals.
c. A description of the policies and processes for workers to remove themselves from work situations that they believe could cause injury or ill health, and an explanation of
how workers are protected against reprisals.
d. A description of the processes used to investigate work-related incidents, including the processes to identify hazards and assess risks relating to the incidents, to determine
corrective actions using the hierarchy of controls, and to determine improvements needed in the occupational health and safety management system.

403-3

Occupational health services

a. A description of the occupational health services’ functions that contribute to the identification and elimination of hazards and minimization of risks, and an explanation of
how the organization ensures the quality of these services and facilitates workers’ access to them.

403-4

a. A description of the processes for worker participation and consultation in the development, implementation, and evaluation of the occupational health and safety
management system, and for providing access to and communicating relevant information on occupational health and safety to workers.
Worker participation, consultation, andcommunication on occupational health and safety b. Where formal joint management–worker health and safety committees exist, a description of their responsibilities, meeting frequency, decision-making authority, andwhether and, if so, why any workers are not represented by these committees.

403-5

Worker training on occupational health and safety

a. A description of any occupational health and safety training provided to workers, including generic training as well as training on specific work-related hazards, hazardous
activities, or hazardous situations.

—

403-6

Promotion of worker healtha. An explanation of how the organization facilitates workers’ access to non-occupational medical and healthcare services, and the scope of access provided.
b. A description of any voluntary health promotion services and programs offered to workers to address major non-work-related health risks, including the specific health risks
addressed, and how the organization facilitates workers’ access to these services and programs.

→ Occupational Health and Safety>
Initiatives>Health Promotion

403-7

Prevention and mitigation of occupational healthand safety impacts directly linked by business
relationships

a. A description of the organization’s approach to preventing or mitigating significant negative occupational health and safety impacts that are directly linked to its operations,products or services by its business relationships, and the related hazards and risks.

Workers covered by an occupational health andsafety management systema. If the organization has implemented an occupational health and safety management system based on legal requirements and/or recognized standards/guidelines:
i. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered bysuch a system;ii. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered bysuch a system that has been internally audited;iii. the number and percentage of all employees and workers who are not employees but whose work and/or workplace is controlled by the organization, who are covered bysuch a system that has been audited or certified by an external party.
b. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded.
c. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

403-8

Corresponding sections→ Occupational Health and Safety>
Initiatives→ Labor-Management Communication→ Occupational Health and
Safety>Management System→ Occupational Health and Safety>
Management System

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403-10Disclosure

Reporting requirements

Corresponding sections

Work-related injuries

a. For all employees:
i. The number and rate of fatalities as a result of work-related injury;
ii. The number and rate of high-consequence work-related injuries (excluding fatalities);
iii. The number and rate of recordable work-related injuries;
iv. The main types of work-related injury;
v. The number of hours worked.
b. For all workers who are not employees but whose work and/or workplace is controlled by the organization:
i. The number and rate of fatalities as a result of work-related injury;
ii. The number and rate of high-consequence work-related injuries (excluding fatalities);
iii. The number and rate of recordable work-related injuries;
iv. The main types of work-related injury;
v. The number of hours worked.
c. The work-related hazards that pose a risk of high-consequence injury, including:i. how these hazards have been determined;
ii. which of these hazards have caused or contributed to high-consequence injuries during the reporting period;iii. actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls.
d. Any actions taken or underway to eliminate other work-related hazards and minimize risks using the hierarchy of controls.
e. Whether the rates have been calculated based on 200,000 or 1,000,000 hours worked.
f. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded.
g. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

→ Occurrence of Work Related Accidents
and Accident Frequency Rate

Work-related ill healtha. For all employees:
i. The number of fatalities as a result of work-related ill health;ii. The number of cases of recordable work-related ill health;iii. The main types of work-related ill health.
b. For all workers who are not employees but whose work and/or workplace is controlled by the organization:
i. The number of fatalities as a result of work-related ill health;ii. The number of cases of recordable work-related ill health;iii. The main types of work-related ill health.
c. The work-related hazards that pose a risk of ill health, including:i. how these hazards have been determined;
ii. which of these hazards have caused or contributed to cases of ill health during the reporting period;iii. actions taken or underway to eliminate these hazards and minimize risks using the hierarchy of controls.
d. Whether and, if so, why any workers have been excluded from this disclosure, including the types of worker excluded.
e. Any contextual information necessary to understand how the data have been compiled, such as any standards, methodologies, and assumptions used.

——

404:Training and Education2016

404-1

Average hours of training per year per employee

a. Average hours of training that the organization’s employees have undertaken during the reporting period, by:i. gender;ii. employee category.

404-2

Programs for upgrading employee skills andtransition assistance programs

a. Type and scope of programs implemented and assistance provided to upgrade employee skills.
→ Programs for Upgrading Skills
b. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.

404-3

Percentage of employees receiving regularperformance and career development reviews

a. Percentage of total employees by gender and by employee category who received a regular performance and career development review during the reporting period.

→ Regular Reviews and Career
Development

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Item number

Disclosure

Reporting requirements

Corresponding sections→ Directors, Auditors, and Executive
Officers→ Employee Data

405:Diversity and Equal Opportunity2016405-1

Diversity of governance bodies and employees

a. Percentage of individuals within the organization’s governance bodies in each of the following diversity categories:
i. Gender;
ii. Age group: under 30 years old, 30-50 years old, over 50 years old;iii. Other indicators of diversity where relevant (such as minority or vulnerable groups).
b. Percentage of employees per employee category in each of the following diversity categories:
i. Gender;
ii. Age group: under 30 years old, 30-50 years old, over 50 years old;iii. Other indicators of diversity where relevant (such as minority or vulnerable groups).

405-2

Ratio of basic salary and remuneration of women
to mena. Ratio of the basic salary and remuneration of women to men for each employee category, by significant locations of operation.
b. The definition used for ‘significant locations of operation’.

→ Training and Educationa. Total number of incidents of discrimination during the reporting period.
b. Status of the incidents and actions taken with reference to the following:i. Incident reviewed by the organization;
ii. Remediation plans being implemented;
iii. Remediation plans that have been implemented, with results reviewed through routine internal management review processes;
iv. Incident no longer subject to action.

—

Operations and suppliers in which the right tofreedom of association and collective bargaining
may be at risk

a. Operations and suppliers in which workers’ rights to exercise freedom of association or collective bargaining may be violated or at significant risk either in terms of:i. type of operation (such as manufacturing plant) and supplier;ii. countries or geographic areas with operations and suppliers considered at risk.
b. Measures taken by the organization in the reporting period intended to support rights to exercise freedom of association and collective bargaining.

—

Operations and suppliers at significant risk forincidents of child labora. Operations and suppliers considered to have significant risk for incidents of:i. child labor;
ii. young workers exposed to hazardous work.
b. Operations and suppliers considered to have significant risk for incidents of child labor either in terms of:i. type of operation (such as manufacturing plant) and supplier;ii. countries or geographic areas with operations and suppliers considered at risk.
c. Measures taken by the organization in the reporting period intended to contribute to the effective abolition of child labor.

N/A

a. Operations and suppliers considered to have significant risk for incidents of forced or compulsory labor either in terms of:i. type of operation (such as manufacturing plant) and supplier;ii. countries or geographic areas with operations and suppliers considered at risk.
b. Measures taken by the organization in the reporting period intended to contribute to the elimination of all forms of forced or compulsory labor.

N/Aa. Percentage of security personnel who have received formal training in the organization’s human rights policies or specific procedures and their application to security.
b. Whether training requirements also apply to third-party organizations providing security personnel.

—

406:Non-discrimination2016

406-1

Incidents of discrimination and corrective actions
taken

407:Freedom of Association and Collective Bargaining2016

407-1

408:Child Labor2016

408-1

409:Forced or Compulsory Labor2016

409-1

Operations and suppliers at significant risk forincidents of forced or compulsory labor

410:Security Practices2016
410-1

Security personnel trained in human rights
policies or procedures

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Corresponding sections

a. Total number of identified incidents of violations involving the rights of indigenous peoples during the reporting period.
b. Status of the incidents and actions taken with reference to the following:i. Incident reviewed by the organization;
ii. Remediation plans being implemented;
iii Remediation plans that have been implemented, with results reviewed through routine internal management review processes;
iv. Incident no longer subject to action.

N/A—

411:Rights of Indigenous Peoples2016

411-1

Incidents of violations involving rights ofindigenous peoples

412:Human Rights Assessment2016
412-1

Operations that have been subject to humanrights reviews or impact assessments

a. Total number and percentage of operations that have been subject to human rights reviews or human rights impact assessments, by country.

412-2

Employee training on human rights policies orprocedures

a. Total number of hours in the reporting period devoted to training on human rights policies or procedures concerning aspects of human rights that are relevant to operations. → Respect for Human Rights>
b. Percentage of employees trained during the reporting period in human rights policies or procedures concerning aspects of human rights that are relevant to operations.
Management System412-3

Significant investment agreements and contracts
that include human rights clauses or that
underwent human rights screeninga. Total number and percentage of significant investment agreements and contracts that include human rights clauses or that underwent human rights screening.
b. The definition used for ‘significant investment agreements’.

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413:Local Communities2016

413-1

a. Percentage of operations with implemented local community engagement, impact assessments, and/or development programs, including the use of:i. social impact assessments, including gender impact assessments, based on participatory processes;
ii. environmental impact assessments and ongoing monitoring;iii. public disclosure of results of environmental and social impact assessments;
Operations with local community engagement,
iv. local community development programs based on local communities’ needs;
impact assessments, and development programs
v. stakeholder engagement plans based on stakeholder mapping;vi. broad based local community consultation committees and processes that include vulnerable groups;vii. works councils, occupational health and safety committees and other worker representation bodies to deal with impacts;
viii. formal local community grievance processes.

—

413-2

Operations with significant actual and potential
negative impacts on local communities

a. Operations with significant actual and potential negative impacts on local communities, including:i. the location of the operations;ii. the significant actual and potential negative impacts of operations.

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New suppliers that were screened using social
criteria

a. Percentage of new suppliers that were screened using social criteria.

→ Supplier CSR Guidelines

Negative social impacts in the supply chain andactions taken

a. Number of suppliers assessed for social impacts.
b. Number of suppliers identified as having significant actual and potential negative social impacts.
c. Significant actual and potential negative social impacts identified in the supply chain.
d. Percentage of suppliers identified as having significant actual and potential negative social impacts with which improvements were agreed upon as a result of assessment.
e. Percentage of suppliers identified as having significant actual and potential negative social impacts with which relationships were terminated as a result of assessment,
and why.

414:Suplier Social Assessment2016
414-1

414-2

415:Public Policy2016
415-1

Political contributions

a. Total monetary value of financial and in-kind political contributions made directly and indirectly by the organization by country and recipient/beneficiary.
b. If applicable, how the monetary value of in-kind contributions was estimated.

—Message fromthe President

Contents

The Subaru Group’s CSR

Environment

SocialGovernanceAppendix

173

GRI Content Index

SUBARU CORPORATION CSR Report 2020

Item number

Disclosure

Reporting requirements

Corresponding sections→ Making Safe Vehicles>Initiatives

416:Customer Health and Safety2016
416-1

Assessment of the health and safety impacts ofproduct and service categories

a. Percentage of significant product and service categories for which health and safety impacts are assessed for improvement.

416-2

Incidents of non-compliance concerning thehealth and safety impacts of products andservicesa. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning the health and safety impacts of products and services within the reporting
period, by:i. incidents of non-compliance with regulations resulting in a fine or penalty;
N/Aii incidents of non-compliance with regulations resulting in a warning;iii. incidents of non-compliance with voluntary codes.
b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient.

417:Marketing and Labeling2016

417-1

a. Whether each of the following types of information is required by the organization’s procedures for product and service information and labeling:i. The sourcing of components of the product or service;
ii. Content, particularly with regard to substances that might produce an environmental or social impact;
Requirements for product and service informationiii. Safe use of the product or service;and labelingiv. Disposal of the product and environmental or social impacts;
v. Other (explain).
b. Percentage of significant product or service categories covered by and assessed for compliance with such procedures.

417-2

Incidents of non-compliance concerning productand service information and labelinga. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning product and service information and labeling, by:i. incidents of non-compliance with regulations resulting in a fine or penalty;
ii. incidents of non-compliance with regulations resulting in a warning;iii. incidents of non-compliance with voluntary codes.
b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient.

→ Quality: Automotive Business→ Quality: Aerospace Business

Incidents of non-compliance concerningmarketing communications

a. Total number of incidents of non-compliance with regulations and/or voluntary codes concerning marketing communications, including advertising, promotion, andsponsorship, by:i. incidents of non-compliance with regulations resulting in a fine or penalty;
ii. incidents of non-compliance with regulations resulting in a warning;iii. incidents of non-compliance with voluntary codes.
b. If the organization has not identified any non-compliance with regulations and/or voluntary codes, a brief statement of this fact is sufficient.

N/Aa. Total number of substantiated complaints received concerning breaches of customer privacy, categorized by:i. complaints received from outside parties and substantiated by the organization;ii. complaints from regulatory bodies.
b. Total number of identified leaks, thefts, or losses of customer data.
c. If the organization has not identified any substantiated complaints, a brief statement of this fact is sufficient.

N/Aa. Significant fines and non-monetary sanctions for non-compliance with laws and/or regulations in the social and economic area in terms of:i. total monetary value of significant fines;
ii. total number of non-monetary sanctions;iii. cases brought through dispute resolution mechanisms.
b. If the organization has not identified any non-compliance with laws and/or regulations, a brief statement of this fact is sufficient.
c. The context against which significant fines and non-monetary sanctions were incurred.

N/A

417-3

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418:Customer Privacy2016

418-1

Substantiated complaints concerning breachesof customer privacy and losses of customer data

419:Socioeconomic Compliance2016419-1

Non-compliance with laws and regulations in thesocial and economic area