Approach to Human Capital Management: Management System

SUBARU regards the improvement of employee health as one of its management priorities and is promoting collaborative health initiatives in collaboration with the Subaru Health Insurance Association and the Subaru Labor Union. The Employee Health Promotion Section within the Human Resources and General Administration Division is the dedicated organization driving initiatives in this area. It coordinates weekly meetings attended by health promoters from each of our sites, industrial physicians and other staff in charge of industrial health, and the health insurance association to advance Company-wide health promotion measures.
These health management measures are regularly reported to the Executive Management Board Meeting and the Board of Directors to review their progress and effectiveness, identify challenges, and discuss improvement strategies, fostering continuous improvement.

Health Promotion Framework (As of April 2026)

SUBARU has set three health management indicators in its efforts to contribute to management issues: reducing absenteeism, reducing presenteeism, and increasing work engagement. Furthermore, regarding support for each employee’s autonomous health promotion activities and Company-led initiatives, we have categorized these efforts into three areas—mental health, physical health, and organizational health—and are systematically implementing measures in each area.

Health Management Strategy Map

Final Health Management Indicators (SUBARU)

(FYE March)

Absenteeism:

A state in which work becomes difficult due to tardiness, early departure, or absence from work due to physical or mental illness.
Percentage of days of absence due to mental illness as a share of the number of scheduled working days.

Presenteeism:

A state in which a person is working while suffering from some kind of illness or symptom, and their ability to perform their work or their productivity is reduced.
Measured using the 80-item version of the new occupational stress check (The University of Tokyo, Single-Item Presenteeism Question).

Work engagement:

Measured using the 80-item version of the new occupational stress check.

Major Targets and Results for Health Management (SUBARU)

(FYE March)

SUBARU is engaged in health promotion activities from three perspectives: mental health, physical health, and organizational health. In particular, we consider creating a workplace where employees can work with vigor and enthusiasm to be a key priority. Furthermore, to prevent performance losses caused by health issues, we are continuously working to implement various measures and evaluate their effectiveness.

Mental Health (Prevention of Mental Illness)

For the prevention and early detection of mental illness among employees, our measures take a two-pronged approach: stress checks, as well as initiatives focused on employees’ self-care and efforts by managers to recognize and address changes in their subordinates (line care). We have also set up a consultation service with industrial health staff, and for employees who took leave due to mental illness, we support them when they return to their workplaces.

Stress Checks

At SUBARU, we not only conduct stress checks to comply with legal requirements, but we also use the results to improve the workplace environment. By providing feedback on the results to each department, we encourage managers to implement improvements; at the same time, for departments identified as high-risk, industrial health staff are involved to promote environmental improvements. In FYE March 2026, we held seminars on workplace improvement, targeting entire divisions with significant issues, and created action plans for departments deemed to be particularly high risk.

Self-Care

We support each employee so they can recognize their own mental state and take appropriate action. In addition to offering self-care workshops and stress checks, we provide new employees with training, and provide young employees with education using internet-based cognitive behavioral therapy (iCBT), part of our commitment to creating an environment where employees can become aware of their mental health from an early stage.

Line Care

We are promoting line care initiatives to help managers notice changes in their subordinates and respond appropriately. We have formulated the Line Care Guidelines for managers and conduct collective training sessions twice a year to improve managers’ understanding of communication with subordinates and collaboration with industrial health staff.

Return to Work Program (for Return to Work on a Trial Basis and Gradual Return to Full-Time Work), Recommending Mental Support Programs for Returning to Work

We have implemented a program to support the smooth return to the workplace for employees who have taken leave due to mental health issues. To facilitate their return, employees can return to work on a trial basis and gradually step up their hours so that employees can acclimate to their duties step by step, and we provide support tailored to each individual’s circumstances. We also encourage employees to participate in mental support programs for returning to work as necessary, helping to prevent the need to take mental leave again.

Physical Health

By encouraging employees to undergo regular health checkups, and by determining the rate of employees with checkup findings and supporting them in better dietary and exercise habits, we are striving to promote better habits and therefore preventing lifestyle-related diseases among employees.

Initiatives for Regular Health Checkups and Reexaminations

In addition to regular health checkups, we recommend 100% of employees who are subject to reexamination or require detailed examination to undergo medical checkups, supporting our employees in receiving appropriate medical treatment. We use the high-risk approach to provide those determined to be at high health risk with advice from public health nurses and provide guidance to raise their health awareness.

Activities for Better Physical Fitness and Dietary Habits

We use the population approach^*1 in our preventive activities, mainly for lifestyle diseases, and have introduced body composition analyzers at all SUBARU sites to visualize not only BMI but also muscle mass and fat mass. We are also expanding activities to make people aware of the importance of balanced physical fitness. In addition, we have implemented a total health promotion plan (THP), visualizing physical fitness and proposing a variety of physical exercise programs for employees derived from this information, while also holding seminars to help them improve their dietary habits.

*1

The act of working to promote health and prevent disease to reduce the health risks to the population as a whole.

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 can enjoy meals with a strong nutritional balance. We also provide low-salt, low-fat, high-protein, and low-sugar dishes alternatively from day to day, aiming to help employees raise their health awareness by eating at the canteens.

Taking Measures Against Smoking

At SUBARU, we are working to reduce the smoking rate and prevent secondhand smoke. We have closed all smoking areas and prohibit smoking on the premises of all our sites.

Measuring Physical Fitness

At SUBARU, physical fitness testing is conducted at each business site to maintain and improve physical fitness so that employees can work vigorously for many years to come. Approximately 823 employees took part in testing in FYE March 2026. We focus on young employees who have recently been hired in an effort to prevent industrial accidents. Furthermore, we are working to maintain and improve future productivity by quickly identifying physical fitness issues and promoting the maintenance of physical fitness.

Organizational Health (Improving Psychological Safety)

At SUBARU, we are carrying out praise, acknowledgment, and appreciation activities to improve employees’ intrinsic motivation and psychological safety. Using IT tools, we are working to create workplaces where employees can work with greater peace of mind and where they can take on challenges in their own unique way by strengthening peer bonds between employees and visualizing the exchange of appreciation in the workplace.

Improving Employee Health Literacy

SUBARU is also working to improve the health literacy of each and every employee. We have introduced an app that allows employees to view past health checkup results and watch free seminars, as well as an app for recording health behavior, and are encouraging employees to use these.
In addition, particularly for health issues, which have a deep connection to individual employees’ performance, we believe it is important not only for the company to provide support, but also for employees to autonomously think about and act regarding their own health. Therefore, as part of our efforts to promote the health of both employees and the organization, we have established the SUBARU Health Six Stars—a set of key health indicators—effective from FYE March 2025, and are working to embed them throughout the Company. In FYE March 2026, we designated a Health Improvement Month with the aim of raising awareness among more employees and promoting independent health-conscious behavior.

SUBARU Health Six Stars

External Assessments

For the sixth consecutive year, SUBARU has been recognized as a Certified Outstanding Organization of KENKO Investment for Health Program in the large enterprise category for 2026 by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi (Japan Health Council). In addition, SUBARU was recognized for its support and promotion of sports activities for health promotion, and has been certified as a Sports Yell Company.