• Sustainability
• Social

• Nurturing 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

Nurturing of Human Capital

• Governance

• Basic Operations

• Human Capital Development Policy

• Internal Environment Development Policy

• Personnel System

• Allowances

• Re-Employment System

• Human Capital Development

• Improving Workplace Communication

• Career Development Initiatives

• Foreign Language Training Program

Governance

Basic Operations

In accordance with our Mission Statement and Philosophy of Conduct: “Sho-Sho-Kei-Tan-Bi (Smaller, Fewer, Lighter, Shorter, Beauty),” “Genba, Genbutsu, Genjitsu (Actual place, Actual thing, Actual situation)” and “YARAMAIKA (Entrepreneurial Spirit),” we will encourage employees to demonstrate their potential and create value based on our human capital development policy and in-house environment creation policy. We will strive to be “an infrastructure company closely connected with people’s lives,” aiming to play a necessary role for people and society.

Mid-Term Management Plan (FY2025-FY2030)

Initiatives to Strengthen the Management Foundation: Human

To enhance employees’ job competencies, foster individual growth, and promote well-being, we introduced a new personnel system in April 2024. We will continue to update initiatives and systems as needed, creating an environment where each employee can focus on personal growth while putting our corporate creed and action principles into practice.

Human Capital Development Policy

Our Mission Statement sets three goals for all employees of the Suzuki Group to understand and strive for: 1) a goal toward carrying out a company’s social missions (product development), 2) a goal for the corporate organization that they belong to (building the Company), and 3) a goal for themselves (developing human capital), respectively. Based on the spirit of the Mission Statement and the Corporate Philosophy of Conduct for putting it into practice, the President is standing on the front line and leading various reforms related to human capital development in keeping with the belief that human capital development is the top priority of a company. In October 2022, the organizational structure was reshaped with the reorganization of the Human Capital/General Affairs into the Human Capital Development. The Company is focused on developing people unique to Suzuki who embody the Mission Statement and Philosophy of Conduct. Moreover, we seek to overcome major changes that cannot be fully dealt with in the form of a conventional automobile manufacturer, such as responding to a once-in-a-century major transformation for automobiles known as CASE and realizing a carbon-neutral society, which is the Company’s social mission. To do so, we will strive to recruit and develop diverse human capital who will look beyond our conventional operations and approaches and resolutely take on new challenges, who have diverse experiences and values for generating new ideas, who have a high degree of professional expertise, and who are able to work in a global context.

Internal Environment Development Policy

Personnel System

In April 2024, Suzuki fully reformed its personnel system. Suzuki will foster individual growth to ensure that all of its diverse employees can implement the Mission Statement and Philosophy of Conduct. By developing each individual’s occupational ability—the abilities necessary to fulfill their individual duties-, the earning capacity of each individual will be improved, leading to the Company’s sustained growth. At the same time, through each employee’s value creation, we aim to become an indispensable presence for people and society by pursuing “infrastructure mobility closely connected to daily life” and contributing to society. We encourage diverse employees to take on “challenge and action” with motivation, and to engage in ongoing dialogue between supervisors and subordinates about the results of their efforts. This process of evaluation and feedback will enhance motivation, lead to further challenges, and improve competencies. By repeating this human resource development cycle, we promote individual growth. Employees will understand basic principles, proactively acquire the knowledge and skills needed for their duties, inherit expertise from supervisors and senior employees, and gain firsthand frontline experience. Through this process, Suzuki is working to enhance their occupational ability.

Job system and ability qualification

We have reviewed job qualification systems for each job category and level, introducing a “job competency qualification system” that clarifies the roles, skills, and behavioral requirements necessary for job performance. By defining the knowledge, skills, know-how, and experience required for each department’s duties, and organizing the job content required for each job category, we deepen mutual communication between supervisors and subordinates, enabling them to work from a shared understanding and effectively improve job competencies.

Evaluation

We have separated performance evaluation and competency evaluation, which were previously conducted together. Short-term performance is now reflected in bonuses, while job competencies are reflected in salary increases and promotions. This change allows us to properly evaluate the abilities required for each job category and level, fostering an environment that encourages further “challenge and action.” In addition to the existing “Goal Challenge System,” which sets semiannual goals and evaluates performance based on achievement, we have introduced a “Job Competency Development System.” This system evaluates the demonstration and improvement of abilities over a one-year period based on evaluation items (competency standards) defined for each qualification, promoting individual growth through mutual communication between supervisors and subordinates.

Wages

Allowances

Commuting allowance

Previously, Suzuki paid commuting allowances based on distance from home to workplace, regardless of the commuting method. To make the allowance more acceptable to recipients, Suzuki has decided to pay the actual commuting expenses incurred by employees based on each employee’s commuting method, route, and number of workdays, and other relevant factors.

Childcare support allowance

Previously, the child-raising support allowance was paid for parents raising children until the first March after they turned 15. However, Suzuki has extended this allowance to parents raising children until the first March after they turn 18. This extension was made to help create a better environment for employees to balance their work and child-raising responsibilities, while also improving retention rates, motivation and performance. In addition, Suzuki has established new congratulatory allowances for life events, such as the birth of a child, and admission to elementary or junior high school.

Previously, this allowance was paid for up to three years when employees lived apart from their spouses and children due to a job transfer. Suzuki decided to remove the time limit to provide an environment that reduces the financial burden for employees on assignment without their families, allowing them to focus on their work. The Company will continue to pay the allowance as long as necessary.

Homecoming travel allowance for domestic unaccompanied assigned employees

Suzuki has decided to provide a new travel allowance equivalent to the actual expenses incurred for employees on assignment without their families to temporarily return home to their families. As with the domestic unaccompanied assignment allowance, this travel allowance aims to create an environment that reduces the financial burden for these employees, thereby allowing them to focus on their work.

Re-Employment System

Suzuki has revised the re-employment system to allow employees who wish to continue working after the age of 60 to maintain the same duties as full-time employees, as well as the same level of pay they received at the age of 60. The new system aims to support these employees in pursuing Challenge and Action, regardless of age. In addition, Suzuki has realized personnel assignments optimized to match individual work abilities through Company-wide human capital matching and retraining, thereby creating an environment where personnel can work vibrantly.

Human Capital Development

Strengthening “Individual Growth” and “Individual Earning Power”. We are fostering an environment and culture that promote self-growth, encouraging and supporting autonomous learning, and advancing company-wide human resource development.

Dissemination of Corporate Creed and Action Principles

To earn customer satisfaction and trust in Suzuki, we are working to deepen understanding and dissemination of our corporate creed and action principles through reaffirmation of our “Founding Spirit” and “Manufacturing Spirit.” We ensure that employees—from new hires to executives—can put these principles, which serve as Suzuki’s operating system (OS), into practice through tiered training and on-the-job experience in each workplace.

Improving Job Competencies

Across all departments, we have introduced an on-demand training library system that allows employees to acquire the basic knowledge and job execution skills required for their job qualifications. We also conduct group training sessions for each qualification level, led by internal and external instructors, enabling employees to work on acquiring and improving the abilities necessary for their duties.

Department-Specific Job Competency Improvement

Through on-the-job training (OJT) by supervisors and senior colleagues, as well as off-the-job training (OFF-JT) via internal training and external seminars, employees work to acquire and improve specialized knowledge and skills. In technical and production engineering departments, we have published “skill maps” that visualize all skills required in each department, supporting career planning and reskilling.

Support for Self-Development

We support employees’ voluntary efforts to improve job competencies, acquire specialized knowledge, and relearn skills through correspondence courses, subscription-based content, and subsidies for purchasing self-development books or attending language schools via our “Cafeteria Plan” benefits program.

Improving Workplace Communication

When conducting each seminar, Suzuki will provide lectures on the importance of two-way communication based on a foundation of psychological safety in conjunction with the completion of all training, as part of efforts to foster workplace communication.

■ FY2024 training data

Number of employees on a standalone basis (as of March 31, 2025)	17,414
Number of training participants	313,200
Annual training expense per employee*	¥39,600

* Excludes costs for on-the-job training, in-house personnel expenses and facility operations, etc.

Dispatching young employees to startups and other business ventures

To return to Suzuki’s entrepreneurial spirit of “facing challenges and pioneering our own path” and broaden perspectives, we dispatch young talent to startup companies regardless of industry or size. In Japan we have collaborated with M-Square Lab to jointly develop “Mobile Movers,” combining Suzuki’s mobility development expertise with M-Square Lab’s know-how in solving agricultural and regional issues since 2020. Since August 2022, we have dispatched employees to SkyDrive to nurture “flying car” projects as a new mobility business alongside automobiles, motorcycles, and marine products. Overseas, we have operated the Suzuki Innovation Center (SIC) within the Indian Institute of Technology (IIT), serving as an open innovation platform for Japanese companies and startups to take on new challenges in India since November 2022. Young employees from various headquarters work with IIT students to develop IT products and create innovations that address everyday social issues.

From November 2024, we began intensive training at the Indian Institute of Management Ahmedabad to cultivate employees who can collaborate with Indian partners, learning the “Jugaad” spirit of resourceful problem-solving and a “try first” mindset. Participants attend lectures by top faculty, visit rural areas, and interact with social entrepreneurs to foster a passion for growing together with India beyond mobility. In FY2024–2025, two sessions were held with a total of 25 participants from across the Company.

Training in Silicon Valley

Suzuki began dispatching staff to Silicon Valley in September 2017 to gain exposure to the venture spirit of taking on challenges without fear of failure, and learn design thinking, which is a problem-solving method. So far, Suzuki has dispatched a total of 192 people, representing a wide range of both male and female personnel from executives to young staff, to Silicon Valley on 19 occasions to learn from local startups that embody a “focus on the customer,” which is a major element of Suzuki’s Mission Statement. Additionally, 15 domestic and online training sessions have been conducted for 146 participants. Lessons in design thinking and a mindset of challenging without fear of failure are applied to daily work and human resource development.

Digital education

We provide digital education at three levels: for all employees, for DX promotion personnel, and for executives and managers in administrative positions.

For all employees, we provide DX literacy education with the aim of improving operational efficiency, creating added value, and promoting the active use of digital tools in each department. For DX promotion personnel, we provide DX promotion skills training for them to acquire more advanced data analysis skills, introduce digital tools, and deploy them internally. In this way, we have established a system in which DX promotion personnel take the lead in digitalization within the Company.

For executives and managers, we provide DX management education to ensure our competitive advantage and transformation through the use of digital technology.

Category	Content	All employees	DX promotion personnel				Executive Officers / Managers in administrative positions
			Data analysis personnel	Process improvement personnel	Security personnel	Software development personnel
DX literacy education	Microsoft 365 basic skills acquisition	○
	Information security education	○
	Education on data utilization concepts	○
Utilization of business digitalization tools	Utilization of cloud storage	○
	Utilization of robotic process automation (RPA) tools	○
	Utilization of low-code development tools	○
	Utilization of business intelligence (BI) tools	○
	Utilization of generative AI	○
Internal sharing of know-how	Generative AI, data utilization, etc.	○
DX promotion skills training	Education to enhance data analysis skills		○
	Promotion of data analysis using BI tools		○
Promotion of process improvement using digitalization tools	Promotion of process improvement using RPA tools			○
	Promotion of process improvement using low-code development tools			○
Security professional development education	Education for information security personnel in each department				○
	Security core personnel development education (dispatch to external organizations)				○
Software personnel development	Nurturing of in-house development personnel					○
	Nurturing of global talent (engineer exchange with Maruti Suzuki, joint research with Indian Institute of Technology)					○
DX management education	Training by top IT vendors						○
	DX training by internal and external instructors						○
Data utilization management education	Training in problem solving through data analysis						○

DX management training

Based on the recognition that DX is a management issue, management has adopted the slogan, “Executive Officers and Executive General Managers form the No. 1 digital team in the industry,” and has exchange meetings with top IT vendors that are actively promoting DX, as well as DX training by internal and external instructors. This training is designed to provide officers and Executive General Managers with hands-on experience and an understanding of principles and guidelines for fields such as software, networking, and security. In FY2024, the third year of the program, we held six hands-on sessions on generative AI, data utilization, and security. Similar content was delivered to approximately 200 department-level managers, and generative AI training was made available to all employees via e-learning, with 3,500 employees completing the course by March 2025.

Developing and Supporting Citizen Developers

We aim for all employees to master digital tools and solve their own departmental issues. To this end, we train citizen developers in low-code development and BI, and operate internal communities to share know-how and deliverables, ensuring company-wide optimization rather than isolated departmental solutions.

1. Provision of Skill Development Opportunities through Accompanied Support

We conducted training sessions on low-code development tools and workshops aimed at solving issues within each department. In FY2024, 100 employees from 19 divisions participated. The citizen developers who learned through these programs also serve as evangelists, playing a key role in expanding citizen development within their respective departments.

2. Operating Citizen Developer Communities

(Low-code development community: 846 members, BI community: 967 members)

• Sharing of development methods, procedures, and self-study materials
• Posting and sharing of chat-based technical Q&A
• Online technical consultation sessions, and development support in face-to-face or group formats
• Cataloging of developed applications and sharing of related information

3. Progress of development

	Number of Developed Applications			Number of Developers
	March 2024	March 2025	Same month year-on-year comparison	March 2024	March 2025	Same month year-on-year comparison
Low-code development	162	880	543%	145	780	538%
Business intelligence (BI)	950	1,143	120%	850	1,094	129%

Data Analysis and Utilization Training

We conducted conceptual training to build basic understanding of data utilization, management training to develop decision-making skills, and training to enhance data analysis capabilities (basic, advanced, and practical courses). By FY2024, participation reached:
- Conceptual training: 12,057 employees (71% of all employees)
- Management training: 736 employees
- Data analysis training: 1,398 employees
We also offer a “Data Utilization Quiz” to provide an enjoyable, always-accessible environment for self-development and skill improvement, enhancing understanding and retention of data analysis skills.

1. Education on data utilization concepts (Target: 80% of all employees)

Enable employees to visualize what they will be able to achieve through data analysis.

2. Education to enhance data analysis skills (Target: 80% of DX promotion and data analyst personnel)

Basic course:
Learn to predict events based on data trends and characteristics

Applied course:
Learn to examine analysis results and assess their validity
Learn to identify key takeaways from analysis failures that can be applied to future analyses

Practical course:
Lower the barriers to using AI and learn to apply it in one’s own work

Construction and utilization of a platform for generative AI use

We introduced ChatGPT, a generative AI model, on March 21, 2023, ahead of other companies in our industry. Currently, nearly 10 in-house apps are in operation. In order to improve the productivity of all employees, we are promoting the in-house development of applications using generative AI and fostering an environment in which employees can independently develop applications using generative AI (i.e., citizen development using generative AI).

In-house development of applications using generative AI

We introduced large language model (LLM) generative AI ahead of industry peers on March 21, 2023, and currently operate nearly 10 in-house applications. By March 2025, 8,787 employees were using generative AI. This accelerates in-house application development and maintains an environment where employees can independently improve productivity.

We will continue expanding the scope of generative AI utilization to further improve operational efficiency and create new value.

1. Improving Operational Efficiency through AI

In addition to common uses such as summarization, text generation, and code generation, we developed applications that create chatbots capable of referencing internal know-how (documents and internal web pages) to provide answers. We also implemented AI agent functions that use these chatbots as tools to generate responses. Over 900 chatbots have been deployed to support internal operations, improving efficiency.

2. Expanding the Scope of AI Utilization

We provide internal APIs that allow employees to integrate generative AI into workflows and applications, enabling anyone to engage in development without specialized knowledge.

Career Development Initiatives

We believe that for individual growth, each employee must repeatedly engage in “challenge and action,” leading to improved job execution capabilities. At Suzuki, we implement human resource development programs that support and accelerate each employee’s challenges and actions.

Self-declaration system

This system is to provide employees with opportunities to review their work and capabilities once a year, reconfirm their own strength and weakness, and lead them to further improvement in capabilities. In addition, they can clarify jobs and departments that they want to try as a career plan, and submit it to their supervisors and the departments of human capital. The submitted contents are effectively utilized as basic data for development and optimal assignment of human capital.

Rotation system

Suzuki implements systematic rotations of human capital by preparing the Company-wide personnel change plan in order to improve employees’ knowledge and technical skills and revitalize our organizations. The goal we set in this system is to have all young employees in engineering, clerical, and sales positions experience the transfer to different departments within 10 years of joining the Company.

Foreign Language Training Program

To improve the foreign language skills of employees, Suzuki offers support as follows:

• Implemented a system where employees can take the TOEIC test for free, with examination fees covered by the Company.
• Introduced online English conversation courses and other programs, with the Company subsidizing a part of the expenses of employees who complete such programs.