In the medium term management plans up to FY2010, aiming to be "A Compelling Company with Strong Market Presence," we proceeded with reshuffling all operational targets from the perspective of "Customers Come First," modifying our past somewhat overly technology-oriented propensity.
Under the new mid-term management plan for FY2011 through FY2015, with the "Customers Come First" as the unchanged cornerstone, we will keep setting new targets to win the confidence of more stakeholders towards "A Compelling Company with Strong Market Presence." In merchandising, we mounted a driving assist system "EyeSight (Ver.2)" developed with "a collision-free vehicle" as a goal, on the LEGACY that already realized comfortable interior, superb driving performance and fuel economy all in one package, and released the model for sale. We are fully aware of our responsibility for traffic safety as a manufacturer of transportation equipment and involved not only in fabricating safe vehicles, but also in reducing traffic accidents towards peace of mind and enjoyment. We also responded to environmental issues by improving fuel economy of mainstream gasoline engines, specifically by fully remodeling the horizontally-opposed engines for the first time in 21 years. In addition, the alliance with Toyota group enhanced the mini-car product lineup, and the launching of "the TREZIA" helped us to reinforce the system to reflect customers' needs in products and to offer better sales and service.
In the area of the environment, all SUBARU dealerships acquired the "Eco-Action 21" certification formulated by the Ministry of the Environment at all their outlets. Their approach to the environment and their efforts focused on restructuring sales networks and trimming costs have contributed to improving customer satisfaction and enhancing the SUBARU brand, which eventually leads to giving specific shape to the vision "A Compelling Company with Strong Market Presence."
Furthermore, we will focus on the development of human resources through education and training, while revitalizing discussions in-house and within the whole SUBARU group based on "the three criteria,*1" thus building up corporate vitality for ever-lasting growth.
It is our dream and wish that we could set an example of a company where employees work with pride in its every business field through promoting such activities step by step and evolving them into the future, while establishing the SUBARU brand supported by customers.
The CSR Policy was revised with the approval of Committees related to CSR to clearly indicate the fundamental aspect of CSR focused on observance of the Corporate Code of Conduct and other vital rules and the strategic aspect of CSR focused on contribution to solving social issues as a corporate citizen through business activities, which requires the involvement of the whole corporate organization for a company which makes goods favored by customers.
Our CSR activities are the mission of the Fuji Heavy Industries Group to contribute to the sustainable development of society through global business activities with focus on the relationships with our diversified stakeholders.
"A company that provides products and services that contribute to solving social issues" and the "A company that values the relationship with diversified stakeholders" are the themes set forth in the latest 5-year medium term management plan that ends with FY2015. These themes are indispensable to the realization of our long-term vision "A Compelling Company with Strong Market Presence." As before, we are determined to enhance corporate value by working hard to turn Fuji Heavy Industries into a company trusted by many diversified stakeholders, while contributing to sustainable social development.
◆Relationship to Stakeholders
We have set up a CSR committee and an Environmental Committee and had promoted CSR activities. In FY2010, the CSR Committee was newly established headed by top management to identify such activities in 8 CSR-related categories more clearly and promote them more systematically. The CSR Committee consists of specialized committees and existing organizational units, each of which is closely linked to any one of the 8 CSR-related categories, and all organizational units are engaged in these activities acting on their own initiatives under company-wide control. The CSR Committee also has the North American CSR Committee as its component for global promotion of CSR activities.
Based on CSR activities that have been unfolded since FY2006, we will become further involved in activities for the solution of important CSR issues.
■Review of FY2010
Amid the surging importance of CSR in all aspects of business operations, we reviewed the promotion system so that each employee could go ahead with CSR-oriented actions through their jobs systematically in FY2010. We also defined in detail activities under the 8 CSR-related categories for embodiment. We studied ISO and Japan Business Federation guidelines as references and comments from stakeholders when formulating the content of such activities.
Scene of the North American CSR Committee (held on November 12, 2010 at SIA Head Office, Indiana, USA)
■Approach to FY2011
In FY2011, while promoting activities centered on the 8 CSR categories that address CSR issues, which have been taken up as one of the themes of the most recent mid-term management plan, we will push forward approaches to solve various social challenges. Specifically, based on the type of activity, we will sort out issues to be resolved in each of the 8 CSR categories. CSR-related communication will be revitalized company-wide so that each employee can recognize and pursue CSR activities through his or her assigned duties.