• Sustainability
• Social

• Diversity of Human Capital

• Product Quality and Safety
• Reduction in Traffic Accidents
• Sustainable Local Community
• Respect for Human Rights
• Nurturing of Human Capital
• Diversity of Human Capital
• Occupational Health and Safety
• Stable Labor-Management Relations
• Establishing a Robust Supply Chain

Diversity of Human Capital

• Promoting Participation by Women

• System for Supporting Work and Family Balancing

• LGBTQ

• Employment of People with Disabilities

• Workforce Mobility

• Visualizing Human Capital

• Succession Plan

• Departments with Human Resources Function

Suzuki respects the individuality and will of each employee, regardless of gender, age, nationality, human rights, religion, or disability, and is committed to creating an environment and culture in which every employee can fully realize their potential and enhance their abilities through diverse work styles, while maintaining a balance between work and life.

Promoting Participation by Women

To further create workplaces where women can work successfully, since 2020, the Company has set a target to triple the number of female employees with job titles in 2025 compared with the number in FY2015, and it is working to increase the number with job titles who are managers in administrative positions or candidates. This target was achieved ahead of schedule, with the number of female employees with job titles reaching 223 in FY2024, which was 4.2 times more than in FY2015.

Meanwhile, the number of female managers was 31 as of FY2024 (ratio of female managers: 2.18%). In order to bring the ratio of female managers to the same level as the ratio of female employees in the future, we will first aim to increase the ratio of female managers to 5.0% by 2030 and will work not only to support a good work-life-balance but also career development. Furthermore, Suzuki considers the low ratio of women in the automobile industry to be an issue. Suzuki is striving to achieve ease of work so that everyone, regardless of gender, age, nationality, human rights, religion, or disability, can work comfortably in all its workplaces, including production plants. To that end, the Company will take steps such as fundamentally improving work environments through production technology innovation.

General Business Owner Action Plan based on the Act on Promotion of Women’s Participation and Career Advancement in the Workplace

1. Term of plan

From April 1, 2020 to March 31, 2025 (5 years)

2. Issues

• Low ratio of female managers
• Compared to women, men are less able to achieve a good work-life balance.

3. Target

(1) Increase the proportion of female workers in managerial positions to 5% or more.
(2) Achieve a 100% rate of male employees taking childcare leave or childcare-related vacation.

4. Actions to take

(1) To enable employees to build careers that reflect their individuality, initiatives will be implemented from the following perspectives:

• ① Provide “options” and the “perspective/information” needed to choose them.
• ② Create “communities” as places and fields for engagement.
• ③ Foster a “corporate culture” that supports individual success.

From April 2025:

• Build internal networks among female employees and hold roundtable discussions.
• Introduce employees who are active regardless of gender.
• Conduct unconscious bias training for managers.
• Provide career training for women.
• Consider and establish support measures for balancing work with infertility treatment.

(2) In FY2023, the male childcare leave acquisition rate was 63%, with an average of 99 days taken, indicating that a culture of male participation in childcare is being fostered. However, to further normalize “men’s participation in childcare,” the following initiatives will be implemented:

From April 2025:

• Hold male childcare circles.
• Continue hosting exchange meetings for employees on childcare leave.
• Review and improve awareness-raising activities.
• Conduct training for all employees.
• Conduct unconscious bias training for managers.
• Consider and implement system improvements to make applications easier.

System for Supporting Work and Family Balancing

We are creating a working environment where employees with motivation and ability can continue working through a system that enables employees to choose from various working styles. We are enhancing awareness of work and family balancing in the entire workplace and promoting an employee-friendly working atmosphere.

Short working hours system (childcare and family-care shortened working hours)

We have adopted a system to shorten daily working hours to six or seven hours based on application by employees raising children who are elementary school-aged or younger, or employees with family members in need of nursing care. In FY2024, 394 employees used this system.

Leave · Leave of absence (childcare and family-care leave)

Many employees, both men and women, who need to concentrate on childcare or nursing care use the leave of absence system. In FY2024, 372 employees used this system. From April 2022, to create an atmosphere in which it is easier for men to take part in child-raising, the newly established “Paternal Childcare Leave” of up to five days can be taken within eight weeks of the birth of a child, in addition to the existing two days of “Paternal Childcare Leave.” In FY2024, 267 male employees took childcare leave (65.7%), reflecting steady progress in fostering a supportive corporate atmosphere.

Telecommuting System

We have introduced a telecommuting system to enable employees to work efficiently and proactively without being restricted by time or location. By utilizing this system, employees can balance childcare or nursing care with work, creating an environment where they can harmonize work and family life.

Life (livelihood) support leave

Employees can carry over up to 40 days of paid leave beyond the two-year validity period after it is granted. We have also introduced the Life Support Leave system, which allows employees to take leave for injury or illness, nursing care of parents or children, infertility treatment, and bone marrow donation.

Acquired 2024 Platinum Kurumin accreditation

Information sharing seminar for parents

The seminar is intended for employees taking childcare leave and their spouses. It is held to create a system that allows employees to return to the workplace smoothly without feeling anxious, and to easily seek consultation after they are reinstated by sharing the experiences of employees who have returned to work from childcare leave and exchanging information among employees. The seminar is also held to give married couples a deeper understanding of childcare in dual-income households.

Information sharing seminar for parents

Suzuki has introduced a service that allows users to easily consult specialists on issues related to pregnancy, infertility, childbirth, childcare, and women’s health online from their smartphones anytime, anywhere. With this service, Suzuki aims to create an environment in which employees and their families in Japan, as well as personnel stationed overseas and their accompanying family members, can find solutions to issues and work with even greater peace of mind.

Suzuki has introduced the "Obstetrics and Pediatrics Online" service.* The linked page is available in Japanese only.

Partnerships with Local Nursery Schools

We have signed joint-use agreements with several company-led nursery schools, allowing employees to use them preferentially when spaces are available. We will continue to expand partnerships with company-led nursery schools to improve employee work environments while contributing to local community development.

LGBTQ

In addition to prohibiting harassment and discriminatory language and behavior related to sexual orientation and gender identity in our employment regulations, we are working to foster a culture of understanding and acceptance of sexual diversity among our employees, including addressing the issue of outing someone in the Compliance Handbook distributed to all employees to raise awareness. In addition, we have standardized uniforms for men and women and added gender-neutral restrooms.

Employment of People with Disabilities

Suzuki strives to create a working environment where people with disabilities can continue to work at ease. We appoint a specialist in charge of employing people with disabilities, as well as a psychiatric social worker in the Human Capital Division to provide individual consultations periodically and also assign a vocational life consultant for persons with disabilities to each workplace to care for their problems.

Suzuki Support Co., Ltd., a special subsidiary company established in February 2005, has been conducting business activities for 20 years. As of the end of March 2024, 79 employees with disabilities, including those with severe disabilities, are performing janitorial services at Suzuki’s head office, employee dormitories and related facilities and stationery management services, as well as farm work at Suzuki’s farm together with supervisors. Their sincere and cheerful attitude toward work greatly encourages all the people in Suzuki. Suzuki will, through Suzuki Support, continue to actively employ people with disabilities for them to feel happiness through working and to grow as people through social participation in line with the philosophy behind the establishment of Suzuki Support, which is to contribute to society.

Summary of Suzuki Support

• Company name Suzuki Support Co., Ltd.
• Capital ¥10 million
• Capital investor Suzuki Motor Corporation
• Location 300 Takatsuka-cho, Chuo-ku, Hamamatsu, Shizuoka
• Establishment February 2005
• Business category Janitorial services, stationery management, farming production
• Representative Takashi Hukuda
• Number of employees 154 (incl. 96 employees with disabilities)

Workforce Mobility

In a social climate where the mobility of human capital and labor shortages are accelerating, we strive to create a company and workplace environment where people feel that working for Suzuki is both attractive and conducive to personal growth.

Mid-career recruitment

To secure a diverse range of human capital, Suzuki has been focusing on mid-career recruitment in recent years in addition to new graduate recruitment. In FY2024, the Company hired 276 people (a 152% (181 person) increase over the previous year). Furthermore, Suzuki has established a new employment format that is not limited to the existing personnel system for certain human capital who possess knowledge and experience in new fields that have not been accumulated within the Company. This new employment format was implemented beginning in June 2023.

Alumni recruitment

We are actively pursuing alumni recruitment to rehire former Suzuki employees. We believe that they will be able to utilize the knowledge gained while working at Suzuki and combine it with knowledge and experience gained outside in order to once again become an immediate asset to Suzuki as a familiar workplace environment. We also expect them to contribute to the Company’s further growth by recognizing its strengths and weaknesses, further developing the strengths, and addressing the weaknesses.

Referral recruitment

We are engaged in referral recruitment in which we encourage current Suzuki employees to introduce their friends and acquaintances to the Company. By having our employees provide detailed explanations about Suzuki beforehand, applicants can gain a deeper understanding of the Company. We believe this will help them become familiar with Suzuki before joining, thereby enhancing employee retention.

Recruitment of digital professionals for next-generation technology development

Securing digital professionals necessary for the development of next-generation technologies, including CASE, has become an urgent priority. Amid the shortage of digital professionals in Japan, we have been focusing on India, which has produced a large number of talent in this field, and have been recruiting directly from the Indian Institutes of Technology Hyderabad since 2018. (A cumulative total of 27 employees have been hired as of May 2025 .) In the Indian market, which is one of Suzuki’s strengths, we are working together with our subsidiary Maruti Suzuki India Limited to improve our competitiveness through the exchange of human capital.

Communication environment	We are improving both the English language skills of Japanese employees and the Japanese language skills of non-Japanese employees to reduce communication gaps caused by language barriers. We are gradually expanding English versions of Company notices, various guides, internal systems, posted material, etc. A multilingual translation tool has been introduced as part of our internal IT environment to support daily written communication.
Japanese language education program	We provide foreign employees with educational opportunities and funding to acquire the minimum Japanese language skills necessary for independent daily life at the Company and in society. Additionally, we support self-education to achieve higher levels of Japanese language skills.
Providing food and housing environment	In terms of food, we offer authentic Indian cuisine in the Company cafeteria to accommodate Indian employees, who make up the majority of our foreign staff and have distinct food cultures. In terms of housing, our Company dormitories provide Western-style rooms, vegetarian-only kitchens, and fully private shower rooms to cater to the needs of foreign employees with different lifestyles.
Utilization of external services	We provide detailed services for foreign employees in cooperation with external providers who offer consultations on daily life and concerns.

　

Support for Foreign Employees

We provide social learning programs for foreign employees.
These programs aim not only to teach skills, but also Japanese language, culture, and manners, helping to facilitate smooth communication in daily life and in the workplace.

Visualizing Human Capital

By breaking down tasks by individual division, visualizing the workflow and skills required, and linking the skills needed by each employee, the tasks that are dependent on specific individuals will become clear. This allows for an understanding of the allocation of human capital in one’s own department, clarifying plans for supplementing or training of staff in anticipation of any personnel vacancies. Through dialogue between supervisors and their team members during target challenges and skill development interviews, personal development plans, career paths and achievements are continuously shared, encouraging and evaluating individual growth and contributing to the growth of and reinforcing the organization. In the future, a “task breakdown chart (skill map)” created by each department will be incorporated as human capital data in the human resource base system and utilized in understanding the state of human capital and for recruiting and assignment, reskilling, talent management and so on.

Succession Plan

The Company is working to develop a succession plan for next-generation leaders (officers, Executive General Managers, Division Managers) with the goal of maintaining continued corporate growth. In conjunction with human resource system reforms carried out in April 2024, we defined the competencies, personal and behavioral attributes required of each position, clarifying the roles of employees with job titles. In addition, we have established a talent pool of those at the executive and managerial levels, allowing for flexible assignment of these individuals in key management positions within the organization. Position promotions are determined at meetings of the Executive Committee, where the president and other executives exchange opinions based not only on recommendations from supervisors but also on a list of successor candidates drawn up by the Human Capital Department. Going forward, we will conduct multi-faceted evaluations of managers to assess their suitability as leaders from every perspective, and will work to engage in appropriate placement of personnel and human capital development.

Departments with Human Resources Function

To respond more accurately and promptly to on-site issues closer to the field based on the three reality principles, a new department-specific human capital function, independent of the Human Capital Development Division, was established within the Automobile Engineering and Manufacturing fields in 2023. In July 2025, we will establish a dedicated HR function within the Japan Sales Division to promote workplace improvements and talent development. This HR function will gather feedback from the field, work together with employees to resolve individual issues and concerns, and escalate unresolved matters to the Human Resources Development Headquarters for workplace improvement and problem-solving. These efforts aim to boost motivation and improve retention rates, enabling employees to work with vitality.