At the SUBARU Group, the Chief Quality Officer (CQO) leads quality assurance activities, with the Representative Director and President bearing ultimate responsibility. In addition, we have established a Quality Assurance Management Office to oversee and manage quality assurance. Under the purview of the CQO, the Chief General Manager of the Customer First Innovation Division oversees quality assurance activities for the Automotive Business, while the president of Aerospace Company oversees quality assurance activities for the Aerospace Business. We have established a system that enables us to respond quickly and consistently to quality issues across the entire Group, thereby increasing the speed and effectiveness of global quality improvement.

Quality Management System

Note:

The Quality Improvement Committee and Quality Meetings shown in the quality management system diagram are the principal bodies involved in quality assurance. Depending on the subject matter, discussions are also held by other bodies as appropriate.

The Automotive Business has established a quality management system aligned with the principles of ISO 9001. The deliberation results of the Quality Improvement Committee are reported to the Representative Director, President and CEO, who bears ultimate responsibility, and are reflected in the Company’s response policies and quality management across SUBARU.

[Quality Improvement Committee]

This is the highest body for promoting quality improvement in the Automotive Business. The committee is chaired by the Chief General Manager of the Customer First Innovation Division, and its members are responsible persons in planning, development, procurement, production, sales, customer service, quality assurance, and other functions. The committee generally meets monthly to discuss all aspects of quality related to the full range of Automotive Business operations.

Certification under ISO 9001 (Quality Management Systems)

All five of the SUBARU Group’s automotive manufacturing sites are certified under ISO 9001, the international standard for quality management systems (100% certification rate). In addition to automotive manufacturing, the planning, research, development, design, and quality assurance functions are also certified under ISO 9001.

ISO 9001 Certification Status at Automotive Manufacturing Sites (as of March 31, 2026)

Internal Audit

SUBARU conducts internal audits by qualified employees to verify that operations are being performed properly against the Automotive Business Quality Manual, which SUBARU established based on ISO 9001, and other quality-related standards, including customer requirements and statutory and regulatory requirements. These internal quality audits are conducted at four automotive manufacturing sites in Japan as well as in the planning, development, and quality assurance functions.

Identified Risks

Products offered by SUBARU are highly regarded in the market for their proven quality. Quality defects in automobiles pose a serious risk because they may directly affect customer safety. Furthermore, defects and recalls may not only undermine the trust in the SUBARU brand built over many years but also affect the Company’s finances and social reputation.
We are implementing various initiatives to appropriately address these risks.

Quality Assurance at Each Stage of Product and Service Delivery

SUBARU works to ensure quality at every stage, from development through production and shipment to the market (after-sales service).

Initiatives at Each Stage

	Initiative Details
Development	Ensuring Innate Quality by Building Quality In from the Development Stage Ensuring that designs incorporate ease of production beginning at the drawing stage Using a database of past defects to conduct a comprehensive review confirming that recurrence prevention measures have been incorporated into designs Identifying risks associated with new parts and changes, and verifying quality assurance measures for mass production in advance
Production	Building Quality through Own-Process Assurance At production plants, having line personnel ensure the quality of their own processes and rigorously prevent nonconforming products from proceeding to the next process (own-process assurance)
Shipment	Pre-Shipment Inspection Conducting rigorous pre-shipment inspections under clearly defined processes to prevent defects from escaping before shipment Using digital technology in well-controlled environments conducive to detecting abnormalities to improve inspection accuracy
Market (After-Sales Service)	Collecting and Analyzing Customer Feedback and Making Quality Improvements Collecting and analyzing customer feedback and incorporating it into quality improvements in collaboration with relevant internal functions, including quality, after-sales service, development, and production, as well as suppliers In the North American market, establishing FAST (Fast Action & Solution Team), a North American quality improvement team comprising relevant departments in the United States and Canada, to respond promptly to market needs

[Market Quality Improvement Meetings]

SUBARU operates forums for two-way communication with service managers at dealerships in Japanese and overseas markets, using the dialogue to drive quality improvement.

List of Quality Improvement Meetings

*1

CIS, Central Europe, Northern Europe, Southern Europe, Oceania, and Central and South America

*2

U.S., Canada, Russia, China, Australia, and Switzerland

[Collaboration with Suppliers]

SUBARU holds a Quality Policy briefing for suppliers once a year and maintains ongoing communication with them. In addition, SUBARU works with suppliers to ensure quality from development through post-market launch.
Main initiatives in this area are as follows:

• A manual for building in and stabilizing quality is provided to all suppliers.
• We set quality targets and quality indicators for SUBARU suppliers, and share quality improvement measures and key points for enhancing quality with suppliers.
• We promote activities based on the Advanced Product Quality Planning (APQP) process to encourage suppliers to ensure quality through their processes.

Training and Awareness

At SUBARU, to deliver high quality products to our customers, we believe it is important for each and every employee to work with an awareness of quality.

Quality Training and Awareness Initiatives

[Quality Training Tailored to Knowledge and Experience Levels]

Quality training is provided on an ongoing and regular basis tailored to factors such as the employee’s year of entry into the Company and their position. This instills a customer-centric, quality-first awareness, educating each and every employee so that they put quality first in their actions.

[Quality Caravan]

Every year, SUBARU holds a Quality Caravan for all employees, providing a range of information on the quality of SUBARU products through exhibits and in-person explanations.
In FYE March 2026, these were held for approximately two months beginning in November and included the following activities.

• Communicating that, in addition to development quality built in from the development stage, the product quality of the products actually delivered and service quality are also important elements of the quality customers experience
• Explaining recent quality issues from the customer’s perspective
• Collecting participant feedback through exhibits that simulate the customer experience and feeding it back into the development process
• Encouraging all employees to take ownership of actions to improve and enhance quality through video interviews with employees who interact directly with customers

In addition, we provide shared information to many suppliers. Furthermore, Subaru of Indiana Automotive, Inc., SUBARU’s production base in the U.S., has also been organizing Quality Caravan events to raise global awareness of quality across the entire SUBARU Group.

[Quality Excellence Awards]

We recognize cases at our automotive manufacturing units where a heightened focus on quality has resulted in the prevention of issues with a quality excellence award. Information on award recipients and their achievements is disseminated throughout SUBARU via the intranet.

[Company-Wide Efforts to Prevent Lessons Learned in the Past from Fading Away]

To ensure that important lessons from past events involving quality and regulatory compliance are never forgotten and continue to be applied, SUBARU conducts company-wide efforts involving all employees to prevent those lessons from fading away. Employees consider, in light of conditions at their own workplaces, issues that could sow the seeds of misconduct, such as risks hidden in daily operations and ambiguity in the application of rules. By exchanging views and sharing perspectives, everyone helps foster a culture in which employees feel comfortable speaking up and a transparent workplace.

Investigation of Defective Parts

When defective parts are found, SUBARU emphasizes conducting its own checks and verification rather than relying solely on supplier investigations. In the event of a defect, development and manufacturing functions initially lead efforts to identify the cause and implement countermeasures. For defects whose causes are particularly difficult to identify, quality assurance functions may lead verification and analysis at SUBARU's in-house QA Lab. These initiatives help accelerate responses to defects.

Response to Recalls

The SUBARU Group puts customer safety first and responds to recalls to prevent accidents.

Recall Committee

This body determines whether a recall is necessary. It is convened following a report of a defect and a subsequent thorough investigation. The CQO chairs the committee.

Response to Recalls

When implementing a recall, we promptly notify the relevant authorities. We also inform affected customers of free repairs through direct mail and other communications from dealerships. Furthermore, to minimize the scope of a defect's impact, speed up the response, and shorten the time required, we are strengthening parts traceability to quickly and reliably identify vehicles containing defective parts.