By 2020: Becoming a high-quality company with strong distinctive characteristics, though not a large company
First written in FY2016. 8 of 17 entries say "Restated". Latest entry: 2026-09-30.
No other company in this theme has enough history to compare yet.
- 2026-09-30RestatedGovernance
「SUBARU has published the “Integrated Report 2026” and “Sustainability Web 2026.”* The SUBARU Group has defined its vision as a “Company that Creates Smiles” and aims to achieve both a “Fun and Sustainable Society” and the sustainable growth of the SUBARU Group.」
The Company reconfirmed its direction of pursuing both a sustainable society and sustainable growth, with “Company that Creates Smiles” as its vision. - FY2026RestatedAnnual report
「Under its management philosophy of “aiming to be a company with presence and appeal, with ‘customer first’ as our guiding principle,” the Group will enhance “peace of mind and enjoyment,” its customer value proposition, toward realizing its desired position of “a company that makes people smile.”」
The company continues to uphold its corporate profile, customer value proposition and management philosophy of “a company that makes people smile,” “peace of mind and enjoyment,” “customer first,” and “a company with presence and appeal.” - 2026-05-15ReframedEarnings presentation
「We formulated and announced the “2025 Policy” as a roadmap for remaining a “company with presence and appeal” while strengthening our management foundation.」
The new policy name, “2025 Policy,” was presented as a roadmap for maintaining the existing corporate vision of being a “company with presence and appeal.” - FY2024RestatedAnnual report
「Under its management philosophy of “aiming to be a company with presence and appeal, with ‘customer first’ as our guiding principle,” the Group will enhance “peace of mind and enjoyment,” its customer value proposition, toward realizing its desired position of “a company that makes people smile.”」
The company continues to uphold its corporate profile, customer value proposition and management philosophy of “a company that makes people smile,” “peace of mind and enjoyment,” “customer first,” and “a company with presence and appeal.” - FY2024-Q2RestatedAnnual report
「Toward its desired position of “a company that makes people smile,” the Group aims to be “a company with presence and appeal,” based on “peace of mind and enjoyment,” the value it provides to customers, and “customer first,” its management philosophy. It will sustainably grow SUBARU as an attractive global brand in the automotive and aerospace businesses and seek to enhance corporate value over the medium to long term.」
Following the transition to the new management structure, the company continues to uphold its existing corporate profile, customer value proposition and management philosophy: “a company that makes people smile,” “peace of mind and enjoyment,” “customer first,” and “a company with presence and appeal.” It also explained that the 3 directions set out in STEP remain unchanged. - FY2023RestatedAnnual report
「In May 2021, the Group reported on the progress of its medium-term management vision “STEP” and announced it as “STEP2.0.” On this occasion, it consolidated the multiple corporate guidelines that had previously existed and revised them as follows.」
The company continues to pursue STEP2.0, its desired position of “a company that makes people smile,” “peace of mind and enjoyment,” “customer first,” and the direction of enhancing corporate value over the medium to long term. - FY2022RestatedAnnual report
「In May 2021, the Group reported on the progress of its medium-term management vision “STEP” and announced it as “STEP2.0.” On this occasion, it consolidated the multiple corporate guidelines that had previously existed and revised them as follows. Amid major changes in the business environment, we will aim to be “a company with presence and appeal,” based on “peace of mind and enjoyment,” the value we provide to customers, and “customer first,” our management philosophy, toward our desired position of “a company that makes people smile.” We will sustainably grow SUBARU as an attractive global brand in the automotive and aerospace businesses and seek to enhance corporate value over the medium to long term.」
The company continues to pursue the STEP2.0 announced in the previous fiscal year, its desired position, customer value proposition, management philosophy and direction toward becoming a global brand. - FY2021ReframedAnnual report
「In May 2021, the Group reported on the progress of its medium-term management vision “STEP” and announced it as “STEP2.0.” On this occasion, it reviewed and revised its previous corporate guidelines, including its corporate philosophy, management philosophy and code of conduct, as follows. Amid major changes in the business environment, we will aim to be “a company with presence and appeal,” based on “peace of mind and enjoyment,” the value we provide to customers, and “customer first,” our management philosophy, toward our desired position of “a company that makes people smile.” We will sustainably grow SUBARU as an attractive global brand in the automotive and aerospace businesses and seek to enhance corporate value over the medium to long term.」
On the occasion of its progress report, the company reorganized the previous STEP as “STEP2.0” and revised its desired position, customer value proposition, management philosophy and basic policies toward becoming “a company that makes people smile rather than a company that makes things.” - FY2020RestatedAnnual report
「Based on the corporate philosophy, management philosophy and basic policies set out below, the Group is pursuing selection and concentration and maximizing the use of its limited management resources to develop a highly profitable business model. It will sustainably grow SUBARU as an attractive global brand in the automotive and aerospace businesses and seek to enhance corporate value over the medium to long term.」
The company reaffirmed its commitment to “STEP” and the 2025 Vision, as well as to selection and concentration, a highly profitable business model, a global brand and enhancing corporate value over the medium to long term. - FY2019AdvancedAnnual report
「In addition, we subdivided the measures to prevent recurrence described above into 65 individual measures and have been implementing them. As of the filing date, implementation of 57 measures had been completed.」
In connection with the “STEP” initiative to reform the organizational culture and restore trust, the company disclosed that 57 of the 65 measures to prevent recurrence had been implemented, providing specific evidence of progress. - FY2019-Q3AdvancedAnnual report
「Going forward, with top management continuing to lead from the front and instilling a thorough commitment to “quality first,” we will make every effort to engage genuinely with the front line and restore everyone’s trust as quickly as possible.」
In response to the final-inspection issue, the company progressed from dialogue with the front line, verification of measures to prevent recurrence, and suspension of all lines at the Gunma Plant to renewing the executive responsible for manufacturing and disclosing progress on 65 measures to prevent recurrence, making its response to restoring trust more concrete. - FY2019-Q2AdvancedAnnual report
「On 28 September of the same year, we received the report on the investigation results, submitted it to the Ministry of Land, Infrastructure, Transport and Tourism, and disclosed its contents. … Based on the report, we determined that improper conduct relating to final inspections had continued through the end of December 2017 and filed a recall notification on 11 October 2018 covering approximately 6,000 vehicles.」
The response to the final-inspection issue became more concrete through an investigation by external experts, submission and disclosure of the report, implementation of the recall, and disclosure of progress on measures to prevent recurrence. - FY2019-Q1ReframedAnnual report
「To become an entity that earns customers’ empathy and trust by providing “peace of mind and enjoyment,” we formulated and announced our new medium-term management vision, “STEP,” on 10 July 2018. Under the new medium-term management vision “STEP,” and based on our “unchanging management philosophy,” “aiming to be a company with presence and appeal, with customer first as our guiding principle,” we will pursue the following 3 initiatives as our “2025 Vision” toward our desired position, announced on the occasion of our 100th anniversary in 2017: “from a company that makes things to a company that makes people smile.”」
Replacing the previous “Stand Out 2020,” the company announced the new medium-term management vision “STEP” and its 2025 Vision. While maintaining its aim of becoming a trusted entity, it reorganized its desired position as “from a company that makes things to a company that makes people smile,” together with 3 elements of the 2025 Vision. - FY2018Expanding the restoration of trust into fundamental corporate reform and genuine improvement in capabilitiesAnnual report
「We recognize the pressing need to sincerely reflect on these incidents, disclose the facts identified in detail without concealing anything, foster an awareness that places compliance first in all operations, and fundamentally reform our corporate culture. With top management leading from the front and all officers and employees acting as one, we intend to thoroughly implement these measures to prevent recurrence and restore the trust we have lost.」
While maintaining its goals for the company’s 2020 profile and customer trust, the company linked the restoration of trust to fundamental corporate reform, thorough implementation of measures to prevent recurrence, and genuine improvement in capabilities. - FY2018-Q3Making the restoration of trust an urgent management priorityAnnual report
「Our most important and urgent management priority is to thoroughly implement the measures to prevent recurrence announced on this occasion, under the responsibility of management and with all employees acting as one. Through these efforts, we intend to restore the trust that our company has lost.」
In addition to its existing goals for customer trust and brand strength, the company explicitly identified restoring trust following the final-inspection issue, linked to the thorough implementation of measures to prevent recurrence, as an urgent management priority. - FY2017RestatedAnnual report
「Under the medium-term management vision “Stand Out 2020,” the Group defined its desired position in 2020 as “a high-quality company with strong distinguishing characteristics, though not large.” It aims to build a powerful brand and achieve an industry-leading profit margin so that it can be recognized as “No. 1 in customer trust.”」
The Group continues to pursue an integrated set of objectives covering its 2020 corporate profile, customer trust, brand strength and profitability. - FY2016First statedAnnual report
「Under the medium-term management vision “Stand Out 2020,” we defined our desired position in 2020 as “a high-quality company with strong distinguishing characteristics, though not large.” We aim to build a powerful brand and achieve an industry-leading profit margin so that we are recognized as “No. 1 in customer trust.”」
The company’s 2020 profile, customer trust, brand strength and profitability are presented as an integrated set of objectives.