Corporate Governance Guidelines
- Corporate Governance GuidelinesPDF/91kB (October 1, 2016)
Basic Corporate Governance policy
Subaru is working to strengthen its corporate governance policies to ensure that it can measure up to the trust and confidence placed in the Company by all its shareholders, customers, and other stakeholders.
- Since June 1999, the Company has employed an executive officer system that helps clarify responsibilities for operational execution in each division.
- Since June 2003, the Company has reduced the terms of directors and executive officers from two years to one.
- Since June 2004, the Company has given responsibility for the nomination of corporate officers to its Executive Nomination Meeting and given responsibility for evaluating performance and determining the remuneration of corporate officers to its Executive Compensation Meeting.
All these measures are designed to clarify management decision making and operational execution functions, increase management transparency, and accelerate management functions.
The Board of Corporate Auditors Meeting consists of four corporate auditors, including two outside corporate auditors, and is responsible for receiving reports on important auditing issues and deliberates accordingly.
The Executive Management Board performs preliminary reviews of issues before their presentation to the Board of Directors Meeting and deliberates on companywide management strategies and the execution of important business operations.
As Subaru proceeds with the implementation of the revised FDR-1 plan, it will be taking various measures to further strengthen its internal control systems and auditing systems while also considering whether to recruit outside directors.