Our Approach

At SUBARU, we place focus on initial response during an emergency in accordance with our Emergency Response Policy. Here, crisis management headquarters are set up with the occurrence of a serious incident and a response system is quickly and accurately developed. This leads to the swift achievement of business restoration and contributes to business continuity and BCP*.

*
BCP: Business continuity plan

Emergency Response Policy

  1. Give first priority to people’s survival and physical safety.
  2. Minimize loss of stakeholder interests and corporate value.
  3. Act always with honesty, fairness, and transparency, even in an emergency.

Emergency Response

The Risk Management and Compliance Office plays a pivotal role in establishing regulations related to emergency response, and the CRMO centrally grasps Group-wide information, with a system to manage company-wide response established. In conjunction with this, during times of normalcy we work to enhance the speed and accuracy of risk recognition and identification when emergency situations arise to the best of our ability by clarifying the roles of each department and the domain of management responsibilities. Especially with the growing threat of large-scale natural disasters, the Risk Management and Compliance Office is currently playing a central role in reorganizing norms of behavior to ensure appropriate initial response that prioritizes human life above all.
In addition, each department regularly prepares and updates its own rules and regulations, conducts training sessions, and takes other action. Furthermore, each business site works to enhance its own BCP, including specifying key operations, establishing an emergency contact system, and developing a telework system. While closely collaborating with company-wide shared corporate operations departments, SUBARU is implementing measures to accurately and speedily carry out business continuity and early restoration of operations.
A company-wide emergency contact system is in place based on the Emergency Response Basic Manual, and we conduct regular drills in our Safety Confirmation System in preparation for information sharing in the event of disasters that may affect SUBARU.

Gunma Plant

A portion of the SUBARU Oizumi Plant premises was apportioned, three tennis courts were built there, and the land was donated to Oizumi Town. At that time, a 3,800 m2 storm water detention tank was installed under the tennis courts to help prevent flooding of the adjacent National Highway No. 354 bypass during periods of rainfall.


Construction of the storm water detention tank
Donated tennis courts

Utsunomiya Plant

In FYE March 2018, SUBARU conducted work to bolster storm water drainage capacity as a disaster response countermeasure. As a result, the plant has suffered no flood damage. The measures also helped to combat flooding of the surrounding area.
In FYE March 2020, SUBARU also registered for Utsunomiya City’s Registration System for Disaster Prevention Cooperation, building a cooperative system with the local community for times of disaster. Furthermore, in March 2020 SUBARU introduced a cogeneration system that can generate electricity using city gas even during lengthy power outages at the plant, and it will continue to take disaster countermeasures at the site, ensure the safety of employees, and establish cooperation with the local community.

Flood prevention measure (drainage grid) (Utsunomiya Plant)

Supporting Restoration at Suppliers Stricken by Disaster

Providing support to suppliers during times of emergency is a major pillar of SUBARU’s BCP and is an essential measure for SUBARU, which aims to achieve coexistence and co-prosperity with its suppliers.
In FYE March 2022, SUBARU dispatched a cumulative total of more than 500 workers from the Gunma Plant and supporting companies to provide support for restoration work to business partners affected by factory fires during the period immediately after the fires until the end of April 2021. Support work was primarily focused on cleaning areas where fires had occurred and restoring equipment damaged by soot and extinguishing water discharged to stop the fires. We also dispatched 90 employees for two months from mid-October to support the production of a supplier whose production system had been affected by semiconductor supply problems.
Going forward, SUBARU aims to derive and strengthen its own unique BCP vision.