Our Approach to Work-life Balance

Subaru Group believes that it is important to establish an environment that allows each individual among our diverse employees to fully express their unique abilities.

Subaru works on promoting diversity in work styles as well as enhancing our schemes in order to respect the diversity of our employees and achieve Work-Life Balance. Subaru promotes initiatives to support work-life balance at affiliated companies in Japan and overseas in accordance with the business content of each company and regional characteristics.

Initiatives Aimed at Reducing Long Working Hours

No Overtime Days

In addition to the Set Hours Days (no overtime days) that had already been implemented, Subaru established a new “Ultra Set Hours Days” in FYE2016 in which all employees, including managers, of all Subaru sites leave work at the set time. This has require the formulation and implementation of even more efficient operations plans than in the past. As a result of this initiative, employee awareness about working hours has increased, including the improvement seen regarding the situation of leaving work on no overtime days.

Flexi-time Work

Subaru has introduced flexi-time work system since FYE1999. Starting in FYE2017, Subaru is reducing the core time of flexi-time work from four to two hours to facilitate work styles that are more tailored to various fluctuations in work. This contributes to the fulfilment of employees’ private life and reducing working hours, such as in cases where employees can go home early at times of low workload.

Leaving Work at 10 pm throughout the Office

Subaru has begun efforts to lock the office doors and leave work at 10 pm, mainly at the Development Department since FYE2018.
Clarifying the upper limit of overtime has been effective in reducing long working hours. Subaru is continuing this initiative, expanding the number of target workplaces from FYE2019.

Paid Vacation Acquisition Rate (Subaru non-consolidated)

Implementation Overview FYE2011 FYE2012 FYE2013 FYE2014 FYE2015 FYE2016 FYE2017 FYE2018
Paid vacation acquisition rate (%) Promotion of once per month 86.6 88.2 85.7 86.9 88.7 84.2 84.4 86.2

Supporting Each Employee’s Work and Elderly Care

Subaru produced and distributed an Elderly Care Support Handbook, which summarizes what to prepare to balance work and elderly care, with the aim of informing various internal and external systems and contact places.
In addition, Subaru has prepared an elderly care service menu in the cafeteria plan in order to make arrangements to reduce employees’ burden.

The Number of Employees Who Obtained Elderly Care Leave (Subaru non-consolidated)

Implementation Overview FYE2011 FYE2012 FYE2013 FYE2014 FYE2015 FYE2016 FYE2017 FYE2018
Elderly care leave (persons) System that enables employees to obtain leave to care for the elderly who are certified as in need of care. 5 6 3 5 5 9 4 5

Supporting Each Employee’s Work and Child Care

Subaru established systems equal to or greater than statutory requirements so that employees can balance their work with child care. Subaru is currently stepping up its support in order for them to be able to aspire for career advancement while balancing their work with child care.
Subaru also conducts lectures on these systems as part of our grade-specific training as well as make available the Maternity Leave and Childcare Handbook on our intranet, with the aim of promoting awareness and utilization of these various programs.

Childcare Leave System

Subaru stipulates that childcare leave can be extended to the end of the first April after the child becomes two years old.

Short Work-time System for Childcare

This is available until children commence 4th grade in elementary school, and is possible to be used with flexi-time work (core time: 2 hours).

The Number of Employees Who Obtained Childcare Leave (Subaru non-consolidated)

Implementation Overview FYE2011 FYE2012 FYE2013 FYE2014 FYE2015 FYE2016 FYE2017 FYE2018
System that enables employees to obtain leave for childcare Childcare leave (persons) Male 2 3 6 3 2 6 8 10
Female 90 68 124 68 91 101 88 88
Total 92 71 130 71 93 107 96 98
Rate of returning to work after childcare leave (%) Male 100 100 100 100 100
Female 98
Retention Rate one year after returning to work (%) Male 98.5 100 100 87.5 83.3
Female 98.9 95 100 97.2
The Kurumin Mark

In addition, in accordance with the Next Generation Education and Support Promotion Act, Subaru formulated and implemented our corporate voluntary action plan. As a result of achieving the targets in the action plan, Subaru acquired certification, the Kurumin Mark, from the Minister of Health, Labor and Welfare three times.

Going forward, Subaru promotes efforts with the hope of winning the Platinum Kurumin Mark certification in 2021.