Corporate Philosophy

提出日時稿数備考

2009 7/28 4稿

CSR Management

What SUBARU Wants to Be CSR policies

Moving Forward to Turn Our Vision to be: The mission of the group of Fuji Heavy Industries “A Compelling Company with Strong Market Presence” The CSR Policy was revised with the approval of We mapped out the medium-term manage- the CSR and Environmental Committee to clearly ment plan for FY2007 through 2010 as a step indicate the fundamental aspect of CSR focused toward what we want to be: a compelling on observance of the Corporate Code of Conduct company with strong market presence, and are and other vital rules and the strategic aspect of currently proceeding with it. Before working out CSR focused on contribution to solving social the mid-term management plan, the once some- issues as a corporate citizen through business Social Report what too much Technically-oriented internal activities, which requires the involvement of the cornerstone was reviewed getting back to from whole corporate organization for a company where we started with the “Customer Comes which makes goods favored by customers. First” policy. Social Report In the area of products, we have pushed Corporate Philosophy forward the engineering development with the “CSR Policies”(revised on June, 2009) core technology of horizontally opposed engines The manufacturing principles of SUBARU are built on the tradition of aircraft manufacture that can allow “new running performance” which established by Nakajima Aircraft, the predecessor of SUBARU. The DNA of our company consists delight not only the driver himself, but also all the 1. We will respect the laws and regula- of pursuit of the best performance, the fundamental concepts for designing aircraft, a concentrated, other passengers and provide tools to address tions, the human rights, the interna- lean package to materialize it, and thorough implementation of safe operations under all “environmental issues including global warming tional standard of behavior and the CSR Management environments. While maintaining an emphasis on these principles, we will strive to develop new prevention”. rights and morale of stakeholders values and actively work on environmental problems and compliance issues while treasuring our On the other hand, we will continue our efforts to under the “Corporate Code of Conduct” of Fuji Heavy Industries. tradition, so that SUBARU will be able to provide customers and other stakeholders with more turn ourselves truly to be a compelling company satisfaction and reliance, and subsequently coexist in harmony with society. with strong market presence and a company 2. We will get ourselves involved as a fulfilling its social responsibilities by improving corporate citizen in addressing social (1) We will strive to create advanced technology on an ongoing basis and provide consumers customer satisfaction and strengthening the issues facing the society today. with distinctive products with the highest level of quality and customers satisfaction. SUBARU brand through measures encompassing a broad range. They included reinforcing the *1 “Three Criteria”: (2) We will aim to continuously promote harmony between people, society, and the environment system to reflect customers needs and request on Our CSR activities are the mission of the group “Good for customers?” “Helps for Group’s Growth?” while contributing to the prosperity of society. products as well as the sales and service systems of Fuji Heavy Industries to contribute to sustain- “Helps for Employees’ Growth?”. both in Japan and overseas, belt-tightening efforts able development of the society through global (3) We will look to the future with a global perspective and aim to foster a vibrant, progressive such as streamlining new and existing car business activities with focus on the relation- company. production equipment and labor saving, taking ships with our diversified stakeholders. advantage of the collaboration with the Toyota group, and structural reforms which range over Corporate Code of Conduct reorganizing the domestic sales network, meeting environmental challenges and cost reduction. ◆ SUBARU set down a corporate code of conduct to comply with laws and regulations and to fulfill its CSR and Environmental Organization Furthermore, we will focus on the development social responsibilities, based on our corporate philosophy. We will continue to strive to become a of human resources through education and CSR Company Committee company loved by all and contribute to making society more affluent by respecting individuals and trainings, while revitalizing discussions in-house North American CSR Committee the corporate code of conduct and acting on the same sense of values. and within the whole SUBARU group based on “the three criteria ”*1, thus building up the corporate Engineering Environment Committee vitality for ever-lasting growth. Purchasing Environment Committee It is our dream and wish that we could set an (1) We will develop and provide creative products and services while paying sufficient Subcommittees for example of a company where employees work CSR and Environmental Production Environment Committee attention to the environment and safety. Committee each special sector with pride in its every business field through Sales and Service/Logistics (2) We will respect the rights and characteristics of individuals. promoting such activities step by step and Environment Committee (3) We will promote harmony with society and contribute to the prosperity of society. evolving them into future, while establishing the Recycling Promotion Committee SUBARU brand supported by customers. (4) We will meet social norms and act honestly and fairly. Environment Committee for Individual Companies (5) We will maintain global perspective and aim to be in harmony with international society. North American Environmental Committee

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 23 2009 CSR Report 2009 CSR Report 24 提出日時稿数備考

2009 7/28 4稿

CSR Management

What SUBARU Wants to Be CSR policies

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 23 2009 CSR Report 2009 CSR Report 24 CSR Management

ment visions. This is one of the fundamental whole range of business activities, meeting CSR Management items indispensable to realize the long-term Review of FY2008 and Plan for FY2009 issues of global nature as represented by the vision of Fuji Heavy Industries:“a Compelling environmental disruption, initiatives re- Company with Strong Market Presence”. With garding CSR activities as typified by the In pursuit of a company trusted by this vision and the basic policy, “Everything We Getting the systematic CSR activities ISO 26000 SR (Social Responsibilities) many diversified stakeholders Do is for our Customers” in mind, we are deter- settled Guidelines, stakeholders’ opinions and mined to enhance the corporate value by the outcome of the in-house question- The medium-term management plan which working hard to turn Fuji Heavy Industries into Coordinated approaches began in 2006 in naires conducted continually so far, The was announced on February 28, 2007, cover- a company trusted by many diversified stake- four phases: grasping the current status and CSR and Environmental Committee ing the four-year period from the FY2007 holders, while contributing to sustainable issues, organizing and starting up, promoting began precursory reviews of the CSR through 2010, has the “a Company Fulfilling its social development. and getting the activities settled. We have Policy. Social Responsibilities” as one of the manage- been moving forward along their respective A scene of North American CSR Committee schedules. (2) Approaches in FY2009 ◆Relationship to Stakeholders Investors and Financial The CSR Policy was revised taking account of Shareholders Institutions (1) Approaches in FY2008 the increasing emphasis on corporate social Based on the three pillars: environment, responsibilities over the whole spectrum of Education and traffic safety and local contribution, which business activities, meeting right the global Social Report Customers Research were set up as the common ground for CSR issues as represented by the environmental Customers and Products Corporate Governance Institutions Customer satisfaction is our first pri- We strive to continue to be a com- activities across the whole organization, every disruption, and the guidelines on CSR activi- ority; we provide the highest quality pany that is trustworthy and meets products and services, as well as the expectations of society by clarify- manufacturing division and office as well as ties. contributing to improvement in the ing the function of management and economy and social life. executing a transparent, effective, the head office came up with their CSR action With the CSR Policy revision, the “funda- and decent business. plans． After the review by the CSR and Envi- mental CSR and strategic CSR,” essentially Management Local Environment We acknowledge the deep Compliance Government ronmental Committee, these plans in practice required of a manufacturer whose products Communities relationship between the en- We carry out open and

*1 CSR vironment and business ac- fair corporate activities in have been managed by means of PDCA. and services are constantly favored by tivities and strive to create compliance with societal In September, 2008, the CSR Policy, the The member of North Ameri- products that are friendly to norms, as well as all laws customers, will be clearly identified as the can CSR Committee are SIA, society, its people, and the and regulations; SUBARU common ground for activities in environment, ones that need be initiated at the corporate SOA, SCI, RMI, SRD. earth. Corporate behaves as a respected member of society, not traffic safety and local contribution and the level. At the same time, the three pillars: Social Contribution Philosophy only as a corporation, but We strive to disseminate and also as individual officials management by PDCA of Fuji Heavy Indus- environment, traffic safety and local contribu- develop science and technol- and employees. *1 ogy, traffic safety, and a ve- Corporate Code tries were extended to the 5 subsidiaries tion, will be positioned as the common ground hicle culture and contribute to which form the North American Environmental for company-wide initiatives at the individual nurturing those responsible for of Conduct Information Disclosure manufacturing. We contribute Information is disclosed Committee. With the inception of the North level. to the development of com- promptly, appropriately, munities and support each impartially, and faithfully American CSR Committee, we began promot- We will carry on our work to get systematic NGO employee’s contribution to so- to all stakeholders. ciety. ing global CSR activities. CSR activities rooted and step up their level and Media NPO Procurement Employees Furthermore, heeding various moves out- globally with a unified effort of the whole We provide a broad range of opportu- SUBARU promotes the creation side, including the increasing emphasis on group. nities to many companies domesti- of a satisfying work environment, cally and overseas, establish win-win respecting each employee’s corporate social responsibilities over the relationships with suppliers based on human rights and individuality, mutual confidence, and conduct busi- and maintains a healthy, safe ness impartially and fairly. workplace. ◆Three pillars of CSR activities of SUBARU group ◆CSR action plans Business Employees partners Common Item Idea Content ActioPhase Current Issue Overhaul and Startup Specific Actions Fixing Actions First grasp impacts of Participation in Team nFY FY2006 FY2007(Actual) FY2008(Plan) FY2009 daily business and house- Minus 6% (a national Raise aware- ①CSR class added in ①To be build in skill-spe- ①Revised the CSR poli- Stakeholders hold activities on envi- campaign against global ness of links of training programs for cific trainings practiced cies based on the ronment, then take ac- warming) individual’s be- new general manag- at each manufacturing world trends Environment tions starting from where Promotion of eco-mind- haviors with CSR ers division ②Thoroughly known the revised CSR policies we can. ed actions at home ②CSR concept intro- ②To promote systematic duced to affiliates in CSR actions at affiliates to all. Promote awareness for Approaches as group North America as group in North America ③CSR class will add in training programs for *1 turing divisions, offices and the head office energy saving at home activities To promote SUBARU Refer to P. 24 as for the System of CSR and Environmental ③ new managers formulated their annual CSR-activity plans against global warming. ③CSR activities promot- group-common pro- system of CSR and Committee*1 and Operation ed on trial using EMS’s grams ④Promote the level up of Environmental Committee and execute them, systematically implement- Strive conscientiously to Open safe-driving class- North American CSR procedures (at head Committee. reduce traffic accidents es Tie-up with local gov- office) ing their voluntary programs according the ernments ⑤Progress to consider- as transport equipment ation of CSR voluntary Boosting the deliberate CSR activities plans. Traffic Safety maker. Promote public trans- Action plan. Work for zero traffic vio- ports Item Build system to ①Corporate Environment ①CSR and EMS matters ①Through the opening We set up “the CSR and Environmental Com- lations and accidents. efficiently and Committee reorganized to be closely reviewed of CSR and Environ- reasonably share, as CSR and Environ- by top management at mental Committee con- mittee” as a company-wide committee organi- adjust, cascade mental Committee to CSR and Environmen- stantly, realize the level review both CSR and tal Committee zation by the top management to promote Strive to contribute to Clean around plants and summarize up of CSR and EMS EMS by top manage- ②Company-wide cross management skills. local communities who Tie-up with local gov- CSR-related ment CSR activities by reviewing, discussing, Cleaning information functional organization ②To promote the under- are vital partners in con- ernments ②Company-wide cross to be revitalized by standing and percola- making decisions and exchanging information ducting business. Support local events functional organization members who repre- tion of CSR activities in connection with CSR activities. In the FY2008, built by assigning mem- sent each manufactur- into each Manufactur- bers who represent ing division ing Division. the committee meetings were held on May 29 each manufacturing di- ③Besides group-common vision 3 pillars, CSR activities ③Promote the fixation of A scene at the CSR and Environmental Committee CSR activities based and December 10. Meanwhile, the manufac- ③Company-wide CSR to be promoted by activities reviewed and manufacturing divisions on group-common 3 new action programs for community contribu- pillars mapped out tions

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 25 2009 CSR Report 2009 CSR Report 26 CSR Management

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 25 2009 CSR Report 2009 CSR Report 26 Corporate Governance Risk Management To Secure Satisfaction and Trust of Stakeholders Business Activities will be ongoingly staged by Grasping and Evaluating Risks.

◆Corporate Governance system situations as follows, we mapped out BCP by Basic Concept Basic Concept business unit and are promoting uninterrupt- General Meeting of Shareholders able business operations. (1) Life and physical safety precede all In order to provide all stakeholders including customers and A compliance system which is the basis other things. shareholders with even more satisfaction and reliance, we are Executive Nomination for risk management is in place for striving to strengthen our corporate governance, which is the Meeting proper management. The business (2) Minimize the loss of the interests of most important task for our business based on our corporate operations executed at each group stakeholders and corporate value. Auditor Executive Compensation Meeting (3) Always act with honesty, fairness and philosophy. Meeting company will be audited systematically.

Auditors Meeting transparency even in an emergency. Board of Directors of Directors Board Board of Corporate Board *1 *1

President Representative Director

Executive Management System of Corporate Governance Board Meeting Risk control Social Report Striving to strengthen our system of Corporate Vice President Following instructions in a manual, we corporate governance solve various types of emergency. Since June 1999, we have employed an We understand that a risk is an uncertain ele- executive officer system that helps clarify ment which gives some negative impact on responsibilities to carry out operations in each our business operations. There are many Apology for Misconduct by division. types of risk. Among them, what affects the an Officer of SUBARU Dealership Risk Management In addition, since June 2003, the terms of management seriously, causing an emergency Corporate Governance directors and executive officers have been situation which cannot be dealt with through In the midnight of June 2, 2009, an officer reduced from two years to one. Also, since the regular decision-making channel is classi- of a SUBARU dealership Hokuriku CSR and Environmental CSR and Environmental Committee Compliance Committee Committee Export Control Recall Committee *1 June 2004, according to the decision of the fied as “crisis risk” and others are classified SUBARU Corporation caused an accident The Board of Directors Meet- Board of Directors, we have given responsibil- *2 by their type into such risks associated with ing consists of 7 executives. involving property damage while driving The board of Corporate Au- ity for the selection of corporate officer candi- Corporate Operations at HQ, Automotive BU, natural disaster, accident, internal and exter- under the influence of alcohol. Indeed, ditors Meeting consists of 4 dates to the Executive Nomination Meeting nal human factors, social factors (domestic auditors, including two out- Each Company and Affiliates of Our Group this is an intolerable act by a person who side corporate auditors, to and given responsibility for evaluating perfor- and overseas) and compliance. observe the corporate man- works for an auto selling company which agement objectively (as of mance, determining the remuneration of In case of an emergency, we follow instruc- June 24, 2009). corporate officers and others to the Executive and maintain its effectiveness and efficiency. tions on communication channel and actions is expected to play a positive role for traffic safety, especially in elimination of *2 Compensation Meeting. In our case, common departments with Strat- most appropriate to deal with a particular situ- CSR Committee and Corpo- All these measures are designed to clarify egy Development Division with its cross- ation as provided in a manual designed to drunken driving. We have taken this acci- rate Environment Committee have been integrated into management decision-making and opera- business unit functions as king pin work meet various types of emergency after know- dent seriously and would express our sin- CSR and Environmental Committee, which have tional functions, increase decision-making closely with other departments and Compa- ing its occurrence. cere apology to customers and other been operated since May 5, speed and enhance the effectiveness of nies to step up the risk management. Internal people for their concern and any inconve- 2007. business operations. The Board of Corporate Audit Department audits systematically group niences they might have had. Auditors Meeting consists of four corporate companies for their operations. In addition, to Draw up BCP*1 We will double our efforts to prevent re- auditors, and is responsible for receiving regulate the internal control system, there are occurrence through such measures as re- reports on important auditing issues and systems and organizations to promote com- shuffling the top management of Hokuriku deliberating accordingly. We will take various pliance, which is positioned as the most vital Promoting sustainable business SUBARU Corporation. measures to further strengthen internal element in risk management. Also, the inter- operations. *1 control, and will also disclose information nal control system of the whole group has Business fairly and in a timely manner in order to been overhauled and reinforced to comply We will exert the utmost effort to minimize Continuity Plan increase management transparency. with the “Standards for Management Assess- negative impacts on services to customers, ment and Audit concerning Internal Control the market share and any loss of corporate Over Financial Reporting” which was value. In this respect, if our business re- Establishment of Internal Control released to the public on February 15, 2007 sources including personnel, properties and System by Business Accounting Council of Financial monetary assets are affected under an emer- Service Agency, in the following areas: gent situation, we go all the way out to mini- Completed the streamlining of system 1. Effectiveness and efficiency of business mize the interruption of business on a priority in the whole SUBARU group. operations basis with the rest of the resources available 2. Reliability of financial reporting and to restore the operations expeditiously to Internal control is an indispensable mecha- 3. Compliance with applicable laws and the pre-mishap level. nism to achieve corporate objectives, and the regulations related to business activities Setting the basic policy to meet emergency top management is responsible to establish it 4. Safeguarding of assets

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 27 2009 CSR Report 2009 CSR Report 28 Corporate Governance Risk Management To Secure Satisfaction and Trust of Stakeholders Business Activities will be ongoingly staged by Grasping and Evaluating Risks.

Auditors Meeting transparency even in an emergency. Board of Directors of Directors Board Board of Corporate Board *1 *1

President Representative Director

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 27 2009 CSR Report 2009 CSR Report 28 提出日時稿数備考

2009 7/28 5稿

Compliance Foundation of Management and One of Most Important Issues

were hosted by Legal Dept. and personnel directly handle a large amount of our custom- Basic Concept Compliance Hotline System and education departments. Case-study ers’ personal information, we managed to trainings were attended by about 120 people thoroughly overhaul our internal system for SUBARU’s basic compliance policy is provided for by the We have a “Compliance Hotline” as a to deepen their understanding through think- each dealer and prepared and made use of the Compliance Regulations as follows. by-pass communication channel which ing for themselves and discussing immediate Personal Information Protection Handbook for “We regard corporate compliance as one of the most can be used by people who work in the issues. Also at divisions and group affiliate, SUBARU Dealer Staff, which is common in all important tasks for management. We strongly recognize that SUBARU group and others to report any they give trainings to their members to study the dealers to help each staff member properly our company-wide efforts toward regulatory compliance make for a solid management foundation, and therefore, we dubious compliance-related acts or practices important laws and regulations related to understand personal information protection. carry out open and fair corporate activities in compliance with they have found inside the group directly to day-to-day work and to foster understanding social norms, as well as all laws and regulatory requirements the Hotline Desk. on compliance under their own programs, and internal regulations for corporate activities.” The Hotline Desk is located inside and using such text books as “100 Case Studies of assigned employees receive directly reports Compliance Issues”. or information by mail, phone or e-mail and Furthermore, for promotion of practical then investigate allegation and take compliance activities, we have offered educa- Observance of the Compliance appropriate actions according to rules. The tion and trainings to group affiliates, provided names and sections of informants are kept information through in-house publications,

confidential without their consent to protect and encouraged their participation in our Social Report Corporate Code of Conduct and them with utmost care from any Compliance Hotline system to produce effec- Conduct Guidelines disadvantages or inconveniences. tive results. Personal Information Protection Handbook for SUBARU dealer stuffs Starting from April, 2008, an outside SUBARU has established a Corporate Code of compliance hotline reception desk has been Activities toward Group Compliance Conduct and Conduct Guidelines as the stan- in operation to extend the time for receiving Compliance dards to ensure com- hotline service and to enhance confidential In order to ensure compliance with laws and pliance with laws and treatment of names and sections of regulations, not only SUBARU but also all our regulations. These are informants in an effort to make the hotline group companies must join forces and work in described in detail in system easier to use. harmony. For this reason, we dispatch lawyers the Compliance Manual, and our employees as compliance training which all officials and ◆Compliance Hotline (Flow from consultation to solution) instructor to each of our affiliated companies employees carry in as well as domestic SUBARU dealers and also order to ensure legal and Consultation provide textbooks in an effort to promote regulatory compliance Report group-wide compliance with laws and regula- in their daily actions. Compliance Manual Investigation Training for Case Study of Compliance and actions 100 Case Studies of tions. for fact finding Compliance Issues Outside agent Report under anonymity Consultation Expert Informant industrial Compliance System and Administration counselor handles Our efforts for Personal Information Compliance Hotline Desk (FHI Legal Dept) Alleged wrongdoer Report Protection

Compliance Regulations Report on outcome of investigation and actions In response to enforcement of the Personal SUBARU established the Compliance Regula- Information Protection Act, we have reviewed our internal system and regulations and tions in 2001 after approval of the board of Compliance Handbook for SUBARU directors. These regulations contain basic announced privacy policy. Especially for affiliated companies compliance policies, which provide for the domestic SUBARU dealers, because they system, organization, and operational meth-

ods related to corporate compliance. Compliance Hotline Card

SUBARU’s Compliance System/ Organization and Administration Keeping in Mind Trainings Easy to Understand A Compliance Committee has been established “Compliance” implies “observing laws and regulations”. In general, just hearing as a company-wide committee organization to FY2008 Compliance Activity “law”, “act” or any other similar words makes people remind something difficult promote corporate compliance. The committee Achievements Overview or feel like staying way from them. Therefore, we make it a rule to talk and conducts deliberations and discussions, prepare materials keeping in mind “easy to understand” and “familiarity” in an renders determinations, and exchanges Education and Trainings on Compliance, effort to deepen the understanding of students. It is rather hard to make people information on key compliance issues. Mikiko Hisamatsu get legal knowledge within limited time frame. In this respect, seeing people look Judicial affairs Department Every year, each department devises a In FY2008, over 3,000 people including convinced is very encouraging all the more. compliance implementation plan (compliance employees of group companies took part in program) to enhance corporate compliance compliance and practical legal trainings which and takes the initiative to advance continuous and systematic implementation activities.

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 29 2009 CSR Report 2009 CSR Report 30 提出日時稿数備考

2009 7/28 5稿

Compliance Foundation of Management and One of Most Important Issues

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 29 2009 CSR Report 2009 CSR Report 30 Everything We Do Is for Our Customers Stepping Up Efforts for “Customer Comes First”

requests for assistance from our customers shore up on-job training on the front lines Customers Our for is do we Everything The Japan Sales Satisfaction Index effective in CS surveys and on-site diagnosis based on our action policy of promptness, SM*1 and to help staff members of dealerships (SSI) Study as well as in communication with customers sincerity and attentive listening. upgrade their skills through such means as to suite each market situation for introduction We feed the invaluable opinions, demands In the 2008 Japan Sales Satisfaction Index running the certification system and hosting overseas. At the same time, successful and suggestions from customers back to the (SSI) Study by a third-party survey body J.D. contests competing over their skills in sales examples overseas are taken in for domestic relevant departments/divisions to increase Power Asia Pacific, Inc.SM, SUBARU was and service. application. In this way, we are gearing up for customer satisfaction by improving quality, ranked 7th out of the 12 companies surveyed. strengthening the framework to enhance But the score was higher than the industry group profits, centered on the well-developed SUBARU Customer Center average of 594 by 5 points, only one point Education and trainings for overseas education and CS improvement at home and behind those for Honda and Nissan each with dealerships SUBARU Call： 0120-052215(Domestic) overseas. +81-3-3347-2626 (International) 600 points that were ranked high among the (Note that your call will be recorded to confirm the content) We are aggressively driving the introduction Please contact SUBARU Customer Center if you have any ◆Trends in requests for assistance from customers of a certification system for dealerships inquiries as below, overseas in addition to various trainings for (1)Opinions / Comments / Guidance FY Number of requests Compared to previous year SUBARU Academy (catalogue, dealership, changing address, etc) 2004 60,000 130% their chief mechanics and instructors-to-be ( ) 2 Inquiries / Request for assistance 2005 59,000 99.7% The SUBARU Academy which opened in and working out a mechanism to recognize Office Hours 9:00am – 5:00pm (weekdays) 2006 59,000 100% January, 2005 has training facilities including their skills. (Japan Time) 9:00am – 12:00am / 1:00pm – 5:00pm 2007 62,000 105% 133 rooms for accommodation, a 4-wheel Moreover, we are working to expand the (Saturdays, Sundays and Public holidays) *1 *1 4-wheel chassis dynamo 2008 60,500 97.8% chassis dynamometer , test track and scope of training to managers and people *2 meter: low-friction road . Here, many training working at the front desk. A equipment to measure the programs are carried out to help the gamut amount of house power, fuel efficiency, exhaust gas with Co-working with Dealerships staffs from management officers to the newly simulating same condition employed in the whole job spectrum from as real drive. As a member of the domestic service system promotion group, I have been dealer sales staff to service mechanics to *2 Low-friction road: Test track which simulates working to strengthen the capabilities of our dealerships to deal with customers develop their skills systematically. It also slippery road surfaces. in after-sales service. It takes more than simply meeting or greeting customers. accepts people responsible for entire What we are working with staff people of dealerships is establishing a system to management, sales and services, and Yutaka Nishigaya make customers feel assured, safe and pleasant in leaving maintenance service instructors from both domestic and overseas Planning department of their cars to us through such practices as easy reservations for legally dealers to offer human resources development Customer center required safety inspection and periodical checkups and timely completion of programs from global perspectives. service work as scheduled. In FY2008, 5,500 people including 2,800 Technical training for mechanical staffs of overseas salespersons and 1,800 mechanics took partner companies. classes in total.

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 31 2009 CSR Report 2009 CSR Report 32

P9 特集参照 Everything We Do Is for Our Customers Stepping Up Efforts for “Customer Comes First”

developing products and improving sales and domestic car manufacturers. We regard this We will strive for enhancing the “Customers Basic Concept services. performance as a positive result of the Come First” policy by practicing what were We believe that customers’ voices represent thorough implementation of the basic acquired through trainings. SUBARU has established the SUBARU Customer Center their expectations of SUBARU. Therefore, we activities unified throughout the nation and (operated by the Customer Relations Department) as a point would like to continue to serve and give each individual effort for improvement. of contact for customer inquiries, requests for assistance, satisfaction to our customers through good demands and suggestions. Since communication is exchanged mainly by means of telephone and e-mail, we communication with each and every one of ensure quick, on-target responses to inquiries and requests them. Reinforcing Efforts toward CS for assistance from our customers based on our action policy Improvements. of promptness, sincerity and attentive listening. We have been working together as a team Responsibility of the CS Promotion Section since the FY2008 to improve CS with the goal to be “CS No.1” in each territory. The content We are conducting activities to support and of the questionnaire used in our own customer promote customer satisfaction throughout the satisfaction survey was largely changed in The look of the SUBARU Academy entire SUBARU team, which includes Communication with Customers April, 2008. The new one is designed not only SUBARU dealers and all the divisions and to gauge if our actions were satisfactory to Practice room departments within the company. Using our Social Report customers, but also to grasp their expecta- *1 customers opinions obtained from SUBARU Activities of Customer Relations Department tions for immediate remedial actions. Souce: questionnaires and from these SUBARU The 2008 Japan Sales Also, the 6 members of the group for Education and trainings for all the Satisfaction Index (SSI) SUBARU has established the SUBARU dealers, to reflect on our products, the quality, StudySM by J.D. Power domestic system promotion go to the work dealership personnel Customer Center (operated by the Customer the sales, and all the after-services, etc, we Asia Pacific,Inc. sites of their assigned dealerships to support The 2008 study is based Relations Department) as a point of contact also want to ensure that our customers are The staff people of Fuji Heavy Industries, on the response from and guide them for CS and work improve- 8,252 new passenger car for customer inquiries, requests for assis- looked after at our dealers by the highest having developed their skill as trainer, give ments. buyers(excl. mini cars) tance, demands and suggestions. Since standards, and are carrying out inspections education and trainings (off-job training) to regarding how they are On the other hand, the 2 members now treated by dealers at the communication is exchanged mainly by and supervision at each location. all the dealership personnel at every level exclusively assigned to improve CS at dealer- time of purchase. means of telephone and e-mail, we ensure and job category. In addition, they provide ships overseas began their activities. While quick, on-target responses to inquiries and a mechanism and learning materials to they modify the methods domestically proven requests for assistance from our customers shore up on-job training on the front lines Customers Our for is do we Everything The Japan Sales Satisfaction Index effective in CS surveys and on-site diagnosis based on our action policy of promptness, SM*1 and to help staff members of dealerships (SSI) Study as well as in communication with customers sincerity and attentive listening. upgrade their skills through such means as to suite each market situation for introduction We feed the invaluable opinions, demands In the 2008 Japan Sales Satisfaction Index running the certification system and hosting overseas. At the same time, successful and suggestions from customers back to the (SSI) Study by a third-party survey body J.D. contests competing over their skills in sales examples overseas are taken in for domestic relevant departments/divisions to increase Power Asia Pacific, Inc.SM, SUBARU was and service. application. In this way, we are gearing up for customer satisfaction by improving quality, ranked 7th out of the 12 companies surveyed. strengthening the framework to enhance But the score was higher than the industry group profits, centered on the well-developed SUBARU Customer Center average of 594 by 5 points, only one point Education and trainings for overseas education and CS improvement at home and behind those for Honda and Nissan each with dealerships SUBARU Call： 0120-052215(Domestic) overseas. +81-3-3347-2626 (International) 600 points that were ranked high among the (Note that your call will be recorded to confirm the content) We are aggressively driving the introduction Please contact SUBARU Customer Center if you have any ◆Trends in requests for assistance from customers of a certification system for dealerships inquiries as below, overseas in addition to various trainings for (1)Opinions / Comments / Guidance FY Number of requests Compared to previous year SUBARU Academy (catalogue, dealership, changing address, etc) 2004 60,000 130% their chief mechanics and instructors-to-be ( ) 2 Inquiries / Request for assistance 2005 59,000 99.7% The SUBARU Academy which opened in and working out a mechanism to recognize Office Hours 9:00am – 5:00pm (weekdays) 2006 59,000 100% January, 2005 has training facilities including their skills. (Japan Time) 9:00am – 12:00am / 1:00pm – 5:00pm 2007 62,000 105% 133 rooms for accommodation, a 4-wheel Moreover, we are working to expand the (Saturdays, Sundays and Public holidays) *1 *1 4-wheel chassis dynamo 2008 60,500 97.8% chassis dynamometer , test track and scope of training to managers and people *2 meter: low-friction road . Here, many training working at the front desk. A equipment to measure the programs are carried out to help the gamut amount of house power, fuel efficiency, exhaust gas with Co-working with Dealerships staffs from management officers to the newly simulating same condition employed in the whole job spectrum from as real drive. As a member of the domestic service system promotion group, I have been dealer sales staff to service mechanics to *2 Low-friction road: Test track which simulates working to strengthen the capabilities of our dealerships to deal with customers develop their skills systematically. It also slippery road surfaces. in after-sales service. It takes more than simply meeting or greeting customers. accepts people responsible for entire What we are working with staff people of dealerships is establishing a system to management, sales and services, and Yutaka Nishigaya make customers feel assured, safe and pleasant in leaving maintenance service instructors from both domestic and overseas Planning department of their cars to us through such practices as easy reservations for legally dealers to offer human resources development Customer center required safety inspection and periodical checkups and timely completion of programs from global perspectives. service work as scheduled. In FY2008, 5,500 people including 2,800 Technical training for mechanical staffs of overseas salespersons and 1,800 mechanics took partner companies. classes in total.

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 31 2009 CSR Report 2009 CSR Report 32

P9 特集参照提出日時稿数備考

2009 7/28 5稿

Everything We Do is for Our Customers

direction due to their “new ring-shaped To provide the products with the enhance the safety of the mobility society with the surrounding environments and people’s reinforcement frame structure”. They are also highest level of quality Approaches to TRANSCARE Vehicles safety in mind. In this regard, envisaging many designed to secure the compatibility perfor- modes of possible accidents, SUBARU has mance for mutual mitigation of damages in Quality Policy been involved in the development of vehicle an accident involving an oncoming vehicle The New released car, “EXIGA”, is also safety technologies including “active safety or pedestrian. The FORESTER and the added on the lineup of TRANSCARE FHI considers customer satisfaction as technology” to prevent an accident and EXIGA selected in 2008 JNCAP were highly series*2. the first priority, and will work constantly “passive safety technology” to minimize credited for impact safety performance to improve products and services to damages in the case of an accident. (driver and passengers) and pedestrian SUBARU has been playing its role for devel- provide world-class quality. Also, we are actively taking part in such head protection performance, winning the opment and dissemination of welfare vehicles industry-government-academia projects as “JNCAP EXCELLENT CAR 08/09*1”, follow- that allow the disadvantaged and the aged to Intelligent Transport Systems (ITS)*1 and ing the IMPREZA that won the “JNCAP ride at ease, aspiring for “sharing the happi- Advanced Safety Vehicle (ASV)*2. GRAND PRIX 07/08” in FY2007. ness to live with cars with each and every body”. Product Quality Management System SUBARU has started producing and selling welfare vehicles for the disabled since 1982, SUBARU promotes the Product quality manage- Approaches to Active Safety and now it is known to people called Social Report ment system based on the Quality Policy in “TRANSCARE series”. The SUBARU’s unique “Symmetrical AWD” each manufacturing divisions. We aims to develop labor-saving devices offers sure and pleasant driving to the drivers 1.Establish Quality Management System (QMS) that can be handled by care givers and care and passengers thanks to the low center of based on the Quality Policy and ISO 9001 recipients. gravity of the horizontally opposed engine Standard and put it into practice for orderly There are a wide selection of TRANSCARE and the excellent weight balance due to the *1 and effective operations. automobiles from mini-wagon car, Samber, JNCAP(The Japan New Car symmetrical and in-line arrangement of the Assessment Program): 2.Clarify the quality targets acceptable to and mini-car, STELLA to standard-sized car, power train. The advanced driving assist The Ministry of Land, Infra- customers at the planning stage. FORESTER, and EXIGA released in 2008. In structure, Transport and Tour- 3.Realize the quality targets through quality system “EyeSight”*3 was installed on the ism and National Agency for FY2008,the number of Trance care series sold Automotive Safety & Victims’ assurance activities at each stage from LEGACY remodeled in May, 2008. This Source: NASVA ( National Agency for Automotive Aid (NASVA) jointly conduct as- Safety and Victim’s Aid) was 374 for mini-cars and 90 for standard- development to sales and service. system is a driving assist system which sessment tests for vehicle sized cars. safety and disclose their results

4.Attend to complaints and requests from the provides excellent pre-crash safety to reduce to the public. Customers Our for is do we Everything The JNCAP EXCELLENT CAR market quickly and appropriately to live up the extent of impact injuries suffered by Approaches to ASV is awarded to the vehicle that *1 ITS: to the trust of customers. persons involved including pedestrians and has received the highest rating Intelligent Transport Systems of 6 stars for both driver and using the newest information bicycle riders with a new type of stereo SUBARU has developed a vehicle “SUBARU passenger seats in the overall communicate technology with camera and newly developed 3D image ASV-4” equipped with the “Vehicle- assessment of impact safety sending and catching performance together with the information among human, processing engine. It has such functions as Infrastructure Cooperative Safe Driving highest rating level of 5 in the road, and vehicle. It’s aiming Response to recalls the “world-first*4 pre-crash control at Assist System” that is designed to prevent an assessment of pedestrian at the future which has no head protection performance. car accidents, no traffic extremely low speeds of less than 15 accident at an intersection by means of jam and coexistence with The total number of recalls in FY2008: 4 km/hour in jammed traffic”, “unintended AT inter-vehicle and road-vehicle communica- environment friendly. Our website has an open page for recall. *2 TRANSCARE: It is coined by combining start-up prevention control”, “lane deviation tions using such infrastructural devices as *2 ASV: We are taking measures to prevent “Transportation” and “Care”. Advanced Safety Vehicle is warning”, “sway warning” and “cruise control sensors set on the road. We participated with accidents and protect drivers and The wording was registered as the new vehicle which has the with any-speed follow-up function”. this vehicle in the validation tests on public EXIGA with Wing Seat trademark in 1997 as generic driver support system with passengers. name for SUBARU’s welfare advanced technologies. ASV roads in the Tochigi region and the new Tokyo vehicles. project has been promoted by the Ministry of Land for 5years waterfront sub-center district, and in the a term ( first term was from public demonstration “ITS Safety 2010” held 1991) and now is in the ◆ middle of forth terms (from Please visit our website for the detail in February, 2009. We are proceeding with Number of TRANSCARE series sold 2006 to 2010). of our response to recalls.( in Japanese only) further verifications for practical application （units） Mini-cars *3 EyeSight: http://www.fhi.co.jp/recall/ and assessment of their effects on accident 600 Standard-sized cars The next generation ADA(Active reduction. 552 557 Driving Assist) announced by 464 427 SUBARU in October 2007. 500 465 464 401 *4 400 355 374 As of March 2008 by SUBARU 322 research Making Safe Vehicles 300

200 Fundamental philosophy Approaches to Passive Safety 100 130 110 SUBARU is working not only to enable all the 88 79 90 0 passengers to enjoy safe and comfortable SUBARU cars demonstrate excellent safety 2004 2005 2006 2007 2008 rides in diversified situations, but also to performance against crashes from any SUBARU ASV-4 （FY）

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 33 2009 CSR Report 2009 CSR Report 34 提出日時稿数備考

2009 7/28 5稿

Everything We Do is for Our Customers

Fuji Heavy Industries Ltd. Fuji Heavy Industries Ltd. 33 2009 CSR Report 2009 CSR Report 34