Basic Concept

The Suzuki Group has grown with the support of many customers, suppliers, and local communities through our products such as automobiles and motorcycles, as well as our services. Our history has also been shaped by our connections with many people, including employees, customers, suppliers, and local communities. These human connections have always been, and will continue to be, Suzuki’s most valuable asset.
We hope that everyone involved in Suzuki’s business activities, including our employees, can lead healthy, safe, and fulfilling lives with peace of mind. Our initiatives to respect human rights are not undertaken merely to comply with laws, regulations, or international requirements.
We believe it is our responsibility to value each and every person involved in our business activities and to respect their human rights.
Caring for and valuing people. The trust built through these consistent efforts is the driving force that has supported Suzuki’s growth.
Going forward, we will continue to walk together with everyone involved in our business through our initiatives to respect human rights, leading to the realization of “coexistence and mutual prosperity,” a principle Suzuki has always valued.

Promotion structure

To sustainably promote respect for human rights, Suzuki has established the Human Rights Promotion Council and appointed responsible officers to oversee the development and implementation of policies across the Group. In collaboration with each department and affiliated company, we also identify and address human rights risks and monitor the progress of related initiatives.

Revisions to Suzuki Group’s Basic Policy on Respect for Human Rights

In 2025, we revised Suzuki Group’s Basic Policy on Respect for Human Rights (hereinafter referred to as the “human rights policy”). We updated the human rights policy by expanding and re-clarifying the scope of stakeholders and organizing and clarifying the human rights issues we should prioritize.

Internal promotion of the human rights policy

Based on the human rights policy published in September 2025 as a message from the president, we will raise awareness within the Company, share the Suzuki Group’s policy on respect for human rights, and promote initiatives to embed respect for human rights into daily decision-making and actions.
In addition, we will conduct regular education on respect for human rights for all Suzuki Group employees to ensure that this policy is embedded throughout the entire Group.

Human rights due diligence

Vision

The Suzuki Group is committed to fulfilling its responsibility to respect human rights in accordance with the “human rights policy.” In addition, to ensure that this is not merely a policy on paper but is effectively implemented in business activities, we are promoting human rights due diligence.
The purpose of this initiative is to systematically identify and assess human rights risks in the Group’s business activities and value chain, and to continuously implement measures for prevention, mitigation, correction, and remedy, thereby advancing human rights risk management and achieving sustainable growth in corporate value.
In addition, rather than stopping at investigation and assessment, we will ensure that these efforts lead to concrete improvement actions in each department and at each site. This will embed initiatives to respect human rights throughout the entire Suzuki Group.

Overview of Human Rights Due Diligence

Key human rights issues (key human rights issues in Suzuki Group’s business)

Taking into account international human rights norms, characteristics of our corporate activities, and the value chain, the Suzuki Group positions the following as human rights issues to focus on in its business activities and advances efforts to respect human rights. In addition to these human rights issues, if potential or actual adverse impacts on human rights are identified in the value chain related to the Suzuki Group’s business, we will take necessary actions in accordance with “2. Addressing Human Rights Risks.”

Identifying human rights issues and priorities through an expansion of stakeholders

In revising the human rights policy, we have included a variety of stakeholders in the policy’s scope, and have sorted through and organized the human rights issues to identify which ones should be emphasized.

Risk identification and assessment

Identification

The Suzuki Group identifies negative impacts on human rights throughout its entire value chain, focusing on human rights issues organized in accordance with the human rights policy.
Specifically, we organize the impacts on stakeholders, including employees, suppliers, customers, and local communities, at each stage of the process from raw material procurement through manufacturing, sales, use, and disposal, and comprehensively identify potential human rights risks that may arise at each stage.
In this process, we analyze potential negative impacts on human rights throughout the value chain, taking into consideration sectoral risks, geographic risks, product risks, and other factors.

Assessment

For identified human rights risks, we conduct assessments based on a risk-based approach aligned with international standards, assessing them from two perspectives of “severity” and “likelihood.”
Severity is assessed based on “scale,” “scope,” and “irremediability,” and likelihood is assessed based on human rights risk indicators by country and industry.
We score these factors comprehensively to quantitatively assess the risk level of each human rights issue.
Based on these assessment results, we identify human rights risks that should be addressed as a priority, which leads to the selection of key human rights issues.

Addressing

Prevention

• Establishing the human rights policy and code of conduct and ensuring thorough awareness both internally and externally
• Implementation of human rights education and training for employees and suppliers
• Revision of the Suzuki Supplier Sustainability Guidelines (to align with and reflect the content of the human rights policy)
• Establishment of a focused monitoring system for high-risk areas

Correction and improvement

• Prioritizing identified risks and formulating specific improvement plans
• Currently implementing corrective action requests to suppliers and follow-ups
• Establishing a rapid response process for critical risks

Remedy

Grievance Mechanism

• Establishment of reporting hotlines available to internal and external stakeholders
• For internal use and consolidated subsidiaries: Suzuki Group internal reporting hotline (Suzuki Group Risk Management Hotline)
• For suppliers and local residents: Supply Chain Consultation Hotline

Suzuki Group initiatives

Forced labor and child labor

In accordance with the human rights policy, the Suzuki Group prohibits all forms of modern slavery, including forced labor, child labor, and human trafficking, across all business activities and the entire supply chain. We have established the Supplier Sustainability Guidelines, requiring suppliers to respect human rights and prohibit forced labor and child labor. We also conduct human rights due diligence to identify and mitigate human rights risks in areas such as raw material procurement and manufacturing processes.

Furthermore, the Suzuki Group reports on its initiatives to eradicate forced labor in accordance with the UK Modern Slavery Act,^*1 the Australian Modern Slavery Act,^*2 and the laws and regulations of various countries.

Working hours

We appropriately manage employees’ working hours and days off and are committed to reducing long working hours and overtime work. In Japan, administrative departments work to prevent excessive working hours through measures such as visualizing working hours using PC operating time records, designating a No Overtime Day on the last working day of each week, introducing a flextime system, and encouraging employees to take paid leave. In addition, we have introduced web conferencing and remote work systems to reduce travel and commuting time.

Wages

Suzuki has built a mutual trust and a good relationship with Suzuki Union, which represents Suzuki employees. Among the labor union’s goals are stable employment and maintaining and improving work conditions. In order to achieve these goals, stable development of the Company is essential. When negotiating salaries, bonuses, working hours, and other terms, as distributions of the results of corporate activities, we share the same goal of developing the Company in a stable manner while having discussions from the standpoints of the Company and the labor union.

The Suzuki Group strives to ensure that every employee can work with peace of mind and lead a stable life. To this end, the Group pays fair wages in compliance with the laws and regulations of each country and region, while also working to improve employee benefits based on the concept of a living wage.

In addition, we provide social insurance and income protection programs and promote the creation of a workplace environment where employees can continue working with confidence and peace of mind.

Starting salaries in Japan

Stakeholder engagement

Dialogue with Stakeholders

At Suzuki, we value various opinions we receive from shareholders and other investors, customers, suppliers, employees, people from the community, and various other stakeholders. We regularly put out questionnaires or hold meetings so that we can engage in direct dialogue with stakeholders regarding their requests and ideas. The details are then shared internally to help our efforts to improve our business and services. This kind of bilateral communication will help us create a more accessible and open company.

Grievance Mechanism

The Suzuki Group has established a reporting hotline for receiving concerns and complaints from stakeholders. If it becomes clear that the Group has been involved in negative impacts on human rights, we will strive to correct and remedy the situation using appropriate measures.

Consultation desk for the supply chain (local residents and the general public)

In accordance with the United Nations “Guiding Principles on Business and Human Rights,” with the aim of enhancing the effectiveness of dialogue and remedy, Suzuki has joined the “Engagement and Remedy Platform” provided by the Japan Center for Engagement and Remedy on Business and Human Rights (JaCER) as a regular member.
Through this platform, we accept reports regarding violations or suspected violations of international codes of conduct or laws and regulations of various countries, not only from internal employees but also from all stakeholders along value chains (such as suppliers and local communities).
By utilizing a third-party organization as a point of contact, we aim to ensure fairness and transparency in the handling of complaints, while also promoting constructive dialogue between the parties involved and working to resolve fundamental human rights issues.
Furthermore, we have established mechanisms to appropriately protect the anonymity of whistleblowers and the confidentiality of the information reported, and to prevent any disadvantageous treatment.

Employee consultation desk

We opened the Human Capital and Administration Consultation Service as a consultation service that specializes in human capital matters including harassment in the workplace and in consultations relating to safety, health, and mental health. In addition to the consultation service, an Improvement Proposal Box is located at cafeterias and offices, allowing every employee to easily make proposals on workplace improvements or request consultations.

We have also set up the Mental Health Consultation Room with a psychiatrist and clinical psychologist and introduced an external counseling service (EAP).

Counseling service

Suzuki has established the “Career Counseling Desk” to support each employee’s career development and the creation of a comfortable work environment.
In addition to career-related consultations, this desk accepts a wide range of inquiries, including those regarding workplace culture, personal relationships, compensation, harassment, and concerns related to work, family, and personal life.

Customer and general inquiries

Inquiries about Suzuki products

The Customer Service Center is also available for inquiries about Suzuki products.

Suzuki Motor Corporation Customer Service Center

By phone
Phone number: Toll-Free 0120-402-253
Operating hours: 9:00 a.m. to 12:00 p.m., 1:00 p.m. to 5:00 p.m.

• Online inquiries
• Handling of personal information at the Customer Service Center (Please read)
• Handling of suggestions and ideas from customers
• Our approach to customer harassment

Labor-management relations

Suzuki has built a mutual trust and a good relationship with Suzuki Union, which represents Suzuki employees. The number of labor union members is 18,008 as of the end of FY2025, and the unionization rate of full-time employees (excluding managers and non-union members defined in the labor agreement) is 100%.

Toward labor-management relations where we share issues and work together to resolve them

Labor-management negotiations had primarily been held once a year in spring, the Shunto labor-management wage negotiation. The main topic at Shunto was largely on salary raises and bonuses; however, information exchange and discussion about other issues between employees and management was limited, and the exchange of opinions was only a formality. Given this situation, to enliven communication between managers and their teammates at each workplace, the core site of labor-management trust, we tried holding debates at each level, and at the 2022 spring management-labor negotiations, we conducted measures to realize this. These efforts have been continued since 2023 and beyond.

Activities during Shunto labor-management wage negotiations

Suzuki designated “a place of dialogue,” in which the Company conveys its initiatives for the future, and shares with the union the issues that should be addressed, while both sides align their positions and discuss ways to reach solutions. Based on the belief that it would be effective for union members and managers to work together on labor-management negotiations, all employees, including managers, participate in the negotiations online, and the president also delivers a message to all managers.

Continuous activities after labor-management negotiations

Conducting union member attitude survey

Suzuki Union, which represents Suzuki employees, conducts an attitude survey of all union members in collaboration with the Federation of Suzuki Automobile Workers’ Unions (a federation of Suzuki-related labor unions whose members are Suzuki Group labor unions). This survey has been conducted every year since 2018 in order to create a better company and workplace by grasping the strengths and weaknesses of the Suzuki Group as a whole from an inside perspective. Issues identified through the survey results are reported to union members and incorporated into union activities. Concurrently, labor and management share the issues, which are put to good use in joint labor-management activities to solve workplace issues, thereby maintaining a stable labor-management relationship.

Summary of 2025 survey results

• Survey Target: All union members
• Survey Period: June 2025
• Response Rate: Valid response rate 78.7%
• Survey Categories:
  1. 1. Strategy & Organizational Culture
  2. 2. Management
  3. 3. Communication & Motivation
  4. 4. Working Environment
  5. 5. Union Activities

Building a stable relationship with the labor unions in the Suzuki Group

The Suzuki Group has 121 member companies (manufacturers, non-manufacturers, sales distributors) in Japan and abroad. We hope that those 121 member companies are individually trusted by the local residents, society, and customers.
At Suzuki, we hold seminars for union officials and staff at human capital departments from overseas Group companies to make them understand the importance of trusting relationships and smooth communication between labor and management, as well as the need for a fair and equal personnel management system. We also work with the Suzuki Union to promote global personnel exchanges both domestically and abroad, and we strive to establish a work environment that allows our approximately 70,000 employees in 121 companies to work with creativity and enthusiasm, and to maintain a stable labor-management relationship.

India

Maruti Suzuki India Limited

Freedom of Association and Collective Bargaining

The Company respects freedom of association and promotes collective bargaining. There are four workers’ unions. The Company allows collective bargaining and actively collaborates with all the unions. Recently, union elections at the Manesar car manufacturing plant (January’26) and Gurugram manufacturing plant (April’26) were successfully conducted with strong participation in a peaceful and orderly manner.

Long-Term Wage settlement

The wage settlement for workers at the Hansalpur facility was concluded in FY 2025-26 and will remain effective till FY 2028-29. The wage settlements for workers represented by unions at the Gurugram and Manesar facilities were concluded in FY 2024-25 and will remain effective till FY 2026-27

Compensation

The Company offers industry-leading benefits with the average compensation being higher than the industry benchmark. The Company’s compensation policies are gender-neutral. To improve productivity and help achieve business goals, the Company has also put in place a structured performance-based incentive pay structure that covers all categories of its workforce. For its non-regular workforce, the Company undertook a comprehensive revision of wage and welfare policies, and a contributory group term life insurance policy, reflecting its commitment to welfare and financial security across workforce categories.

Employee Welfare

The Company has a fund exclusively earmarked for employee welfare. The fund is used to provide welfare measures, such as housing loan subsidies, educational support for employees’ children, developing common infrastructure facilities in employee housing projects, and to provide social security measures, such as post-retirement medical benefits for employees as well as their spouses. At the housing project being undertaken in Dharuhera, Haryana, 289 houses have been delivered to employees.

Capability Development and Career Advancement

The Company has been partnering with various academic institutions to provide access to higher education programs for its employees. Under this program, the shopfloor workers are eligible to participate in 3-year diploma program. Eligible employees who complete the higher education programs are considered for promotions to take up higher responsibilities.

Overseas Skill Development Training

The Company continued its programs to help shop floor workers develop skills through visits to Suzuki Motor Corporation (SMC) in Japan. This initiative reflects the Company’s commitment to equipping its workforce with current industry knowledge and best practices.

Employee Well-Being and Multi-layered Connect

The Company places utmost importance on maintaining and improving the physical, emotional, financial, and social well-being of its employees. During the year, wellness initiatives reached more than 18,000 employees, while over 7,000 employees and family members participated in Marathon 2026. The Company launched a dedicated helpline to support employees in addressing their emotional needs. Over 1,500 counselling sessions were held during the year, with 94% of the employees finding it useful. Health Talk sessions focused on healthy living, lifestyle diseases, eating habits and risk awareness relating to alcohol and smoking.
Recognizing that employee well-being is closely linked to family support, the Company continued to strengthen Employee and Family Connect initiatives through marathons, monthly family events at plant locations and recognition policies for employee descendants. To engage with the families of employees, communication done through an in-house magazine and MD & CEO messages on special occasions plays an important role.

Gender Diversity and Inclusion

The Company continued to promote diversity, inclusion, and equal opportunity. Female representation in total regular employees improved to around 5.2% in FY 2025-26, continuing the upward trend from previous years. The Company is increasingly deploying a female workforce on the production shopfloor. This initiative assumes greater significance given the limited availability of the female workforce in the country, especially in the skills that are required for performing production operations. Over the past few years, the Company has taken measures to train women on the shopfloor-specific skillsets.

Grievance Redressal Mechanism

To address any grievances reported by its workforce, including the temporary workforce, the Company has a well-structured grievance redressal mechanism in place. Periodic grievance redressal camps are organized to address their issues.

Awards and Recognition

The Company’s people practices continued to receive external recognition during the year. These recognitions spanned key areas including employee engagement, capability development and learning. The Company received the prestigious Golden Peacock HR Excellence Award 2025 in recognition of its people-centric human resource practices. It also received several recognitions for employee engagement initiatives, including the Brandon Hall Excellence Award 2026 for Best Employee Engagement Strategy, the ET Human Capital Award 2026 for Excellence in Use of Employee Feedback and Engagement Initiatives, and the Financial Express HR Award for Excellence in Use of Employee Feedback and Surveys. Further, the Company’s focus on capability development and continuous learning was recognised through the TISS LeapVault CLO Award 2025 for Learning & Development Team of the Year and the L&D Confex and Awards 2025 for Best Blended Learning Strategy of the Year.