Our aim is to create human resources who will provide “Enjoyment and Peace of Mind” to customers, and therefore “Deliver Happiness to All.”
In the rapidly changing business environment, the SUBARU Group is committed to human capital management with the approach that the human resources that drive our operations are the foundation of our competitiveness and sustainable growth.
We believe that creating competitiveness comes from linking the growth of the individual, in which people think and act on their own initiative in response to various changes, to the growth of the organization. To achieve this, we have been taking a range of actions focused on encouraging autonomy, polishing individual ability, and building empathy, under priority themes such as human resource development and corporate culture reforms, with the goal of building human resources who will lead the future of SUBARU.
In order to be a powerful driver of the impending wave of vehicle electrification, we will use our new management structure to further deepen these efforts and build an environment where these innovation leaders, who will bring about “monozukuri innovation” and “value creation”, can fully demonstrate their abilities. By linking the growth of the individual to the growth of the organization in this way, we will continuously strive toward our vision of becoming a company “delivering happiness to all.”
Employee Attitudes Survey
SUBARU conducts the Employee Attitudes Survey to assess changes in employee awareness and the workplace environment using objective data, and utilizes its results as a KPI for the evaluation of the Company’s efforts. Survey results are also used to identify issues and formulate countermeasures at each workplace, and are utilized in personnel policies and corporate culture reform efforts. Evaluation results become part of our PDCA cycle, part of our efforts to become a company “delivering happiness to all.”
Employee engagement (employee satisfaction rating) is a rating in the Employee Attitudes Survey that reflects fulfillment from work and pride in the company. We are implementing various initiatives aimed at boosting this rating to 70% by 2025. This indicator has also been used in qualitative (non-financial) evaluation for executive compensation since FYE March 2023. In the FYE March 2023 survey, employee engagement results showed a downward trend (from 50% to 47%), due in part to instability in the global economy and social conditions. Survey participation was strong, with 97% of all regular employees responding in FYE March 2023. Our analysis of the FYE March 2023 survey suggests that the impact of temporary factors such as poor performance due to unstable operating conditions during the COVID-19 pandemic and uncertainty about future market conditions led to the lower overall score. In FYE March 2024, we will work toward greater employee understanding by providing them with timely and easy-to-understand information on SUBARU's future strategies and on its management, as well as by creating opportunities for dialogue, as part of our efforts to eliminate uncertainty about the future.
Risks in Securing and Training Human Resources
In securing human resources, we are hiring more aggressively than ever in specialized areas such as electrification, evolution of advanced safety technologies, and enhancement of IT fields.
Also, in order to continue offering customers our unique value, SUBARU employees need to be able to exert their unique talents informed by their own personal values and characteristics. This is why SUBARU values the differences in gender, nationality, culture, and lifestyle among its employees and promotes employees without discrimination, striving to create workplace environments where everyone can make a meaningful contribution.
However, if we are unable to secure human resources due to a tight labor market, intensifying competition for human resources, including from other industries, or labor problems that could lead to compliance issues, or if there is sustained turnover, the SUBARU Group’s business activities and management may be affected. Similarly, inadequate human resource development or the inability to create a workplace environment in which everyone can play an active role and in which employee diversity is respected may also affect the SUBARU Group’s business activities.