Message on Sustainability from the CEO

Growing Together with
Local Communities
Through Synergy Born
from Resonance

Atsushi Osaki
Representative Director,
President and CEO

The Environment Around the SUBARU Group

The automotive industry is currently at a turning point, described as a once-in-a-century transformation. Furthermore, geopolitical risks, inflation in major economies, and the change of administration in the United States—a key market for the SUBARU Group—are leading to greater uncertainty not only for the automotive industry and the SUBARU Group, but for society as a whole. However, we feel that it is precisely because of this uncertain environment that stronger expectations are being placed on the SUBARU Group by our stakeholders. We stand at a juncture where we must think more deeply than ever before about what we can do to not only grow the SUBARU Group’s business but also link that growth to the sustainability of society, and demonstrate the unique value we have to offer.

Connection Between the SUBARU Group’s Sustainable Growth and Local Communities

We place emphasis on two key points that link the SUBARU Group’s growth and the sustainable development of society. One is the bonds between SUBARU and its customers, and the other is being “One SUBARU.”

・Bonds between SUBARU and its customers

I believe the relationship between SUBARU and its customers is something special, transcending the typical dynamic between manufacturers (or retailers) and consumers. A symbolic example of this is Subaru of America, Inc. (SOA)’s Love Promise in the United States. The Love Promise is an initiative by SOA and SUBARU dealerships across the U.S., collaborating with charitable organizations to carry out activities such as environmental protection and community support. A key feature of this initiative is that it allows customers, dealerships, and SUBARU to work together to address community challenges. For example, SOA runs an annual campaign where customers buying a SUBARU vehicle can select a charity aligned with their interests for SUBARU to donate to. SUBARU was ranked third among over 3,000 brands in the U.S. in the 2025 Best Brands for Social Impact published by U.S.-based Forbes magazine (ranked second in both 2023 and 2024). We believe one reason for this recognition is our contribution to local communities across the U.S. through our Love Promise activities. The SUBARU Group aims first and foremost to be an automaker whose customers cherish their vehicles. We also strive to use the bond between our customers and SUBARU to aid societal sustainability, becoming a presence that stays close to our customers throughout their lives. This is also true in Japan. We also aim to develop the Cherishing Every Life Project initiative by SUBARU and its domestic dealerships into activities that serve as a point of connection between customers, SUBARU, and society, similar to the Love Promise.

・One SUBARU

The other pillar is being “One SUBARU.” This refers to not only collaboration among employees and affiliated companies, but also with our business partners. As part of this, I have been actively breaking down internal organizational barriers, such as those between the development and manufacturing sides, to foster cross-departmental dialogue. Furthermore, we are inviting our business partners to join these efforts, working together to advance various initiatives. Within Japan, many of our business partners operate in the vicinity of the SUBARU Gunma Plant. This physical proximity is a strength and forms the foundation for the SUBARU Group to grow together in close collaboration with the local community. Going forward, we aim to deepen collaboration across the entire supply chain, including logistics and sales, to expand the potential for sustainable growth.

Sustainability Progress in FYE March 2025

In FYE March 2025, the SUBARU Group evolved its previous Six Priority Areas for CSR to Six Priority Areas for Sustainability. The purpose of this revision is to contribute to the sustainability of both the SUBARU Group and society, building on our CSR perspective of solving social issues as a company, while further leveraging SUBARU’s unique value and strengths. Our vision for the Six Priority Areas for Sustainability was defined to indicate a more universal direction without setting a specific timeframe. To achieve this, we have set priority themes, goals, and KPIs, and will strengthen each initiative. I believe this has also reaffirmed the SUBARU Group’s commitment to sustainability both internally and externally.

Six Priority Areas: Peace of Mind

Our global goal for the Peace of Mind area is to aim for zero fatal traffic accidents^*1 in 2030. To steadily advance initiatives toward this goal, we have established the KPI of the proportion of fatal traffic accidents^*2 in the U.S. avoidable with SUBARU’s latest technology.
Based on our All-Around Safety philosophy of delivering the world’s highest standard of safety and peace of mind for all passengers, we recognize the need to address more severe accident scenarios and will tackle this challenge accordingly.
Moving forward, the SUBARU Group intends to address broader challenges, such as what we can do to achieve zero traffic accidents for society as a whole and what strategies are available to achieve this.

*1: Aim for zero fatal traffic accidents among occupants of SUBARU vehicles and people involved in collisions with SUBARU vehicles, including pedestrians and cyclists.

*2: Excluding accidents involving violation of traffic rules or significant dangerous behavior by the other party.

Six Priority Areas: Diversity, Equity & Inclusion (DE&I)

SUBARU’s strengths lie in its people. I believe that an organization where every employee can fully express their diverse individuality and thrive is one that is resilient to change, fosters innovation, and enables sustainable growth. To date, we have respected the diverse values of all employees while advancing the creation of a workplace environment that is facilitative for many different kinds of individuals. As one such initiative, we have set the number of female managers as a KPI and established the goal of doubling the number by the end of FYE March 2026 versus FYE March 2022. This goal has already been achieved as of April 2025. Building on this success, we have set the new goal to have 100 or more female managers by FYE March 2031. The vision we are working toward is to enable women working at the SUBARU Group to realize their desired career paths and lead fulfilling professional lives, while also increasing the number of women who aspire to work at the SUBARU Group. Our efforts here are not limited to women. We are lucky to have many different kinds of employees. Our desire is to nurture these resources to create innovation, and evolve into “One SUBARU.”

Six Priority Areas: Environment

From initiatives previously advanced internally as the Environment Action Plan, we have designated mitigating climate change, realizing a circular economy, and coexisting with nature as priority themes. For mitigating climate change, we have also set the goal of achieving carbon neutrality along the entire product lifecycle. For Scope 3 emissions—which account for the majority of GHG emissions across the SUBARU Group’s entire value chain, particularly those from use of sold products—we position the market introduction of electric technologies as a key measure. In FYE March 2025, we announced the Crosstrek equipped with SUBARU’s unique next-generation hybrid system for the Japanese market, and the new Forester for both the Japanese and U.S. markets. For BEVs, SUBARU plans to introduce a total of eight models to the market: four SUVs by the end of 2026, followed by four additional models by the end of 2028. Among the planned BEV launches, the new Trailseeker, the second model jointly developed with Toyota Motor Corporation, was unveiled in April 2025, followed by the new Uncharted, the third such model, in July. While offering customers diverse choices such as electric vehicles and hybrids, we will advance our efforts to achieve environmental goals with flexibility and expandability.

Creating Synergies with Our Stakeholders

I want to connect with our customers and local communities through our products and services, enriching their lives. In addition, I would like to make SUBARU a brand that shines brightly as we work together to solve social issues.
To achieve this, collaboration based on resonance with our customers and local communities is essential. By sharing the SUBARU Group’s values and combining our respective knowledge, skills, and experience to create synergies, I believe we can realize our vision of being a company “Delivering Happiness to All.” Driven by the smiles of everyone involved with the SUBARU Group, we aim to realize an enjoyable and sustainable society and achieve the sustainable growth of the SUBARU Group.

Representative Director, President and CEO

Search