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  2. 2. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT TABLE OF CONTENTS 1. Introduction 2. Do’s & Don’ts 3. Company Names, Websites & Topics 4. Map of Japan 5. Flight Details 6. Stay Details 7. Japan (Brief About the Country) 8. Asahi Beer Factory 9. Panasonic 10.UNEP 11.Honda 12.Suzuki 13.Mitsubishi GOTA HANDBOOK 2
  3. 3. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Personal Information First Name: _____________________________________ Middle Name: ___________________________________ Last/Family Name: _______________________________ Passport No.: ____________________________________ Travel Insurance No.: _____________________________ Date of Birth: __/__/____ Parents/Guardian name and Telephone Number: _________________________________________________ Address (in India): ________________________________ State: ___________ Pin code: _______________________ Home No. : ____________________________ E-mail Address: __________________________________ GOTA HANDBOOK 3
  4. 4. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Introduction THE PROGRAM The Indian Institute Of Planning and Management pioneered the innovative endeavor called the Global Opportunity and Threat Analysis in 1997. OBJECTIVE The primary objective of the program is to expose the students to the various functional aspects of global corporations by creating an ongoing engagement at various levels with these global corporations and institutions. It is a week long study tour to a selected country in Australia, Africa, Asia, America, Europe or China. LEARNING OUTCOMES The delivery of the program is through seminars and classes, conducted by professionals and academicians with exceptional expertise and academic backgrounds. The learnings they bring in helps the students to develop a global perspective of management theories, principles and practice. The idea is to make students aware of how a truly global economy works and also to bring a fresh outlook to life conducive to entrepreneurial learning. THE NETWORK IIPM’s networking and strategic alliances has been instrumental in interactions with Geneva Financial Centre Foundation, Federation of the Swiss Watch Industry FH-i, WTO, WIPO, UN, ILO, Nestle, European Free Trade Association, UNCTAD, Graduate Institute of International studies, Webster, The World Bank, Credit Suisse, INSEAD, to name a few. GOTA HANDBOOK 4
  5. 5. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT DO’S & DONTS’  Always keep your passport and air ticket with yourself. If you loose them then that simply means that you are in TROUBLE.  Do not take the hand book as the only material to prepare for the pre- departure GOTA test.  If any student misbehaves or bunks any lecture during their GOTA trip, should be prepared for a serious action against him/her by IIPM.  All the students will always take their IIPM ID card for all the lectures.  Be polite to everyone you meet with during your GOTA trip (even to the bus drivers).  Before you click picture at any of he appointment venue, please seek permission first for the same.  Always move around in the city in a group (at least a group of two).  Always be with your group when traveling.  Do not argue or fight with any of the local people.  You all are carrying the tag of IIPM and India on your shoulder to the place you are visiting, PLEASE DO NOT SPOIL IT. GOTA HANDBOOK 5
  6. 6. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Flight Details  DELHI TO OSAKA: - AI314 04OCT DEP: 2315 ARR:1250( 5TH Oct)  TOKYO TO DELHI:- AI307 18OCT DEP:1200 ARR:1655 Faculty Details  Mr. Dinesh Raghav  Prof. Hari Parmeshwar  Prof. Tannu Pawra GOTA HANDBOOK 6
  7. 7. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT JAPAN Japan is an island country in East Asia. Located in the Pacific Ocean, it lies to the east of China, Korea and Russia, stretching from the Sea of Okhotsk in the north to the East China Sea in the south. The characters that make up Japan's name mean quot;sun-originquot;, which is why Japan is sometimes identified as the quot;Land of the Rising Sunquot;. Japan's capital and largest city is Tokyo. Japan comprises over three thousand islands, the largest of which are Honshū, Hokkaidō, Kyūshū and Shikoku, together accounting for 97% of land area. Most of the islands are mountainous, many volcanic; for example, Japan’s highest peak, Mount Fuji, is a volcano. Japan has the world's tenth largest population, with about 128 million people. The Greater Tokyo Area, which includes Tokyo and several surrounding prefectures, is the largest metropolitan area in the world, with over 30 million residents. Archaeological research indicates that people were living on the islands of Japan as early as the Upper Paleolithic period. The first written mention of Japan begins with brief appearances in Chinese history texts from the first century AD. Influence from the outside world followed by long periods of isolation has characterized Japan's history. Thus, its culture today is a mixture of outside influences and internal developments. Since adopting its constitution in 1947, Japan has maintained a unitary constitutional monarchy with an emperor and an elected parliament, the Diet. A great power, Japan is the world's second largest economy by nominal GDP after the United States of America. It is a member of the United Nations, G8, G4 and APEC, with the world's fifth largest defense budget. It is the world's fourth largest exporter and sixth largest importer. Government and politics Japan is a constitutional monarchy where the power of the Emperor is very limited. As a ceremonial figurehead, he is defined by the constitution as quot;the symbol of the state and of the unity of the peoplequot;. Power is held chiefly by the Prime Minister of Japan and other elected members of the Diet, while sovereignty is vested in the Japanese people.The emperor effectively acts as the head of state on diplomatic occasions. Akihito is the current Emperor of Japan. GOTA HANDBOOK 7
  8. 8. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Japan's legislative organ is the National Diet, a bicameral parliament. The Diet consists of a House of Representatives, containing 480 seats, elected by popular vote every four years or when dissolved and a House of Councillors of 242 seats, whose popularly-elected members serve six-year terms. There is universal suffrage for adults over 20 years of age, with a secret ballot for all elective offices.The liberal conservative Liberal Democratic Party (LDP) has been in power since 1955, except for a short-lived coalition government formed from opposition parties in 1993.The largest opposition party is the social liberal Democratic Party of Japan. The Prime Minister of Japan is the head of government. The position is appointed by the Emperor of Japan after being designated by the Diet from among its members and must enjoy the confidence of the House of Representatives to remain in office. The Prime Minister is the head of the Cabinet (the literal translation of his Japanese title is quot;Prime Minister of the Cabinetquot;) and appoints and dismisses the Ministers of State, a majority of whom must be Diet members. Shinzo Abe currently serves as the Prime Minister of Japan. Historically influenced by Chinese law, the Japanese legal system developed independently during the Edo period through texts such as Kujikata Osadamegaki. However, since the late nineteenth century, the judicial system has been largely based on the civil law of Europe, notably France and Germany. For example, in 1896, the Japanese government established a civil code based on the German model. With post-World War II modifications, the code remains in effect in present-day Japan. Statutory law originates in Japan's legislature, the National Diet of Japan, with the rubber-stamp approval of the Emperor. The current constitution requires that the Emperor promulgates legislation passed by the Diet, without specifically giving him the power to oppose the passing of the legislation. Japan's court system is divided into four basic tiers: the Supreme Court and three levels of lower courts. The main body of Japanese statutory law is a collection called the Six Codes. Foreign relations and military Japan maintains close economic and military relations with its key ally the United States, with the US-Japan security alliance serving as the cornerstone of its foreign policy. A member state of the United Nations since 1956, Japan has served as a non-permanent Security Council member for a total of 18 years, most recently in 2005–2006. It is also one of the G4 nations seeking permanent GOTA HANDBOOK 8
  9. 9. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT membership in the Security Council. As a member of the G8, the APEC, the quot;ASEAN Plus Threequot; and a participant in the East Asia Summit, Japan actively participates in international affairs. It is also the world's second-largest donor of official development assistance, donating 0.19% of its GNP in 2004. Japan contributed non-combatant troops to the Iraq War but subsequently withdrew its forces from Iraq. Japan is engaged in several territorial disputes with its neighbors: with Russia over the South Kuril Islands, with South Korea over the Liancourt Rocks, with China and Taiwan over the Senkaku Islands and with China over the status of Okinotorishima. Japan also faces an ongoing dispute with North Korea over its abduction of Japanese citizens and its nuclear weapons and missile program. Japan's military is restricted by Article 9 of the Constitution of Japan, which renounces Japan's right to declare war or use military force as a means of settling international disputes, although the current government is seeking to amend the Constitution via a referendum. Japan's military is governed by the Ministry of Defense, and primarily consists of the Japan Ground Self-Defense Force (JGSDF), the Japan Maritime Self-Defense Force (JMSDF) and the Japan Air Self-Defense Force (JASDF). The forces have been recently used in peacekeeping operations and the deployment of Japanese troops to Iraq marked the first overseas use of its military since World War II. Economy Close government-industry cooperation, a strong work ethic, mastery of high technology, and a comparatively small defense allocation have helped Japan become the second largest economy in the world, after the United States, at around US$4.5 trillion in terms of nominal GDP and third after the United States and China in terms of purchasing power parity. Banking, insurance, real estate, retailing, transportation and telecommunications are all major industries. Japan has a large industrial capacity and is home to some of the largest and most technologically advanced producers of motor vehicles, electronic equipment, machine tools, steel and nonferrous metals, ships, chemicals, textiles and processed foods. It is home to leading multinational corporations and commercial brands in technology and machinery.Construction has long been one of Japan's largest industries, with the help of multi-billion dollar government contracts in the civil sector. Distinguishing characteristics of the Japanese economy have included the cooperation of manufacturers, suppliers, distributors and banks in closely-knit groups called keiretsu and the GOTA HANDBOOK 9
  10. 10. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT guarantee of lifetime employment in big corporations. Recently, Japanese companies have begun to abandon some of these norms in an attempt to increase profitability. With a market capitalization of more than US$4 trillion, the Tokyo Stock Exchange is the second largest in the world. Japan is home to the world's largest bank, the Mitsubishi UFJ Financial Group, which has roughly US$1.7 trillion in assets; the world's largest postal savings system; and the largest holder of personal savings, Japan Post, holding personal savings valued at around US$3.3 trillion. It is home to the world's second largest stock exchange, the Tokyo Stock Exchange, with a market capitalization of over US$4 trillion as of December 2006. It is also home to some of the largest financial services companies, business groups and banks. For instance several large keiretsus (business groups) and multinational companies such as Sony, Sumitomo, Mitsubishi and Toyota own billion- and trillion-dollar operating banks, investment groups and/or financial services such as Sumitomo Bank, Fuji Bank, Mitsubishi Bank, Toyota Financial Services and Sony Financial Holdings. From the 1960s to the 1980s, overall real economic growth has been called a quot;miraclequot;: a 10% average in the 1960s, a 5% average in the 1970s and a 4% average in the 1980s.Growth slowed markedly in the 1990s, largely due to the after-effects of over-investment during the late 1980s and domestic policies intended to wring speculative excesses from the stock and real estate markets. Government efforts to revive economic growth met with little success and were further hampered in 2000 to 2001 by the deceleration of the global economy. However, the economy showed strong signs of recovery after 2005. GDP growth for that year was 2.8%, with an annualized fourth quarter expansion of 5.5%, surpassing the growth rates of the US and European Union during the same period. Because only about 15% of Japan's land is suitable for cultivation, a system of terrace farming is used to build in small areas. This results in one of the world's highest levels of crop yields per unit area. However, Japan's small agricultural sector is also highly subsidized and protected. Japan must import about 50% of its requirements of grain and fodder crops other than rice, and it relies on imports for most of its supply of meat. In fishing, Japan is ranked second in the world behind China in tonnage of fish caught. Japan maintains one of the world's largest fishing fleets and accounts for nearly 15% of the global catch. Japan relies on foreign countries for almost all oil and food. GOTA HANDBOOK 10
  11. 11. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Transportation in Japan is highly developed. As of 2004, there are 1,177,278 km (731,683 miles) of paved roadways, 173 airports, and 23,577 km (14,653 miles) of railways. Air transport is mostly operated by All Nippon Airways (ANA) and Japan Airlines (JAL). Railways are operated by Japan Railways among others. There are extensive international flights from many cities and countries to and from Japan. Japan's main export partners are the United States 22.9%, China 13.4%, South Korea 7.8%, Taiwan 7.3% and Hong Kong 6.1% (for 2005). Japan's main exports are transport equipment, motor vehicles, electronics, electrical machinery and chemicals. With very limited natural resources to sustain economic development, Japan depends on other nations for most of its raw materials; thus it imports a wide variety of goods. Its main import partners are China 21%, U.S. 12.7%, Saudi Arabia 5.5%, UAE 4.9%, Australia 4.7%, South Korea 4.7% and Indonesia 4% (for 2005). Japan's main imports are machinery and equipment, fossil fuels, foodstuffs (in particular beef), chemicals, textiles and raw materials for its industries. Overall, Japan's largest trading partner is China. Science and technology Japan is a leading nation in the fields of scientific research, technology, machinery and medical research. Nearly 700,000 researchers share a US$130 billion research and development budget, the third largest in the world. Some of Japan's more important technological contributions are found in the fields of electronics, machinery, industrial robotics, optics, chemicals, semiconductors and metals. Japan leads the world in robotics, possessing more than half (402,200 of 742,500) of the world's industrial robots used for manufacturing. It also produced QRIO, ASIMO and Aibo. Japan is also home to six of the world's fifteen largest automobile manufacturers and seven of the world's twenty largest semiconductor sales leaders. Japan has significant plans in space exploration, including building a moonbase by 2030. The Japan Aerospace Exploration Agency (JAXA) conducts space and planetary research, aviation research, and development of rockets and satellites. It also built the Japanese Experiment Module, which is slated to be launched and added to the International Space Station during Space Shuttle assembly flights in 2007 and 2008. GOTA HANDBOOK 11
  12. 12. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Culture and recreation Japanese culture has evolved greatly over the years, from the country's original Jōmon culture to its contemporary culture, which combines influences from Asia, Europe and North America. Traditional Japanese arts include crafts (ikebana, origami, ukiyo-e, dolls, lacquerware, pottery), performances (bunraku, dance, kabuki, noh, rakugo), traditions (games, tea ceremony, budō, architecture, gardens, swords) and cuisine. The fusion of traditional woodblock printing and Western art led to the creation of manga, a typically Japanese comic book format that is now popular within and outside Japan. Manga-influenced animation for television and film is called anime. Japanese-made video game consoles have prospered since the 1980s. Japanese music is eclectic, having borrowed instruments, scales and styles from neighboring cultures. Many instruments, such as the koto, were introduced in the ninth and tenth centuries. The accompanied recitative of the Noh drama dates from the fourteenth century and the popular folk music, with the guitar-like shamisen, from the sixteenth. Western music, introduced in the late nineteenth century, now forms an integral part of the culture. Post-war Japan has been heavily influenced by American and European modern music, which has led to the evolution of popular band music called J-Pop.Karaoke is the most widely practiced cultural activity. A November 1993 survey by the Cultural Affairs Agency found that more Japanese had sung karaoke that year than had participated in traditional cultural pursuits such as flower arranging or tea ceremony. The earliest works of Japanese literature include two history books the Kojiki and the Nihon Shoki and the eighth century poetry book Man'yōshū, all written in Chinese characters. In the early days of the Heian period, the system of transcription known as kana (Hiragana and Katakana) was created as phonograms. The Tale of the Bamboo Cutter is considered the oldest Japanese narrative. An account of Heian court life is given by The Pillow Book written by Sei Shōnagon, while The Tale of Genji by Lady Murasaki is often described as the world's first novel. During the Edo Period, literature became not so much the field of the samurai aristocracy as that of the chōnin, the ordinary people. Yomihon, for example, became popular and reveals this profound change in the readership and authorship. The Meiji era saw the decline of traditional literary forms, during which Japanese literature integrated Western influences. Natsume Sōseki and Mori Ogai were the first quot;modernquot; novelists of Japan, followed by Akutagawa Ryūnosuke, Tanizaki Junichirō, Kawabata Yasunari, Mishima Yukio GOTA HANDBOOK 12
  13. 13. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT and, more recently, Murakami Haruki. Japan has two Nobel Prize-winning authors—Kawabata Yasunari (1968) and Oe Kenzaburo (1994). KYOTO UNIVERSITY International Environment and Disaster Management Research Field targets to reduce the gap between knowledge and practice through pro-active field-level, community-based project implementation. The target areas are mainly developing countries in Asia, which have the highest population growth, and high vulnerability, due to different types of natural and man-made disasters. The focus of this research field is to learn lessons from the field experiences through effective environment and disaster related project management. Disaster issues are directly related to environmental degradation, and global climate change. Disasters hit poor people, affecting their lives, properties and livelihoods. Thus, disaster, environment, and development are closely linked to each other, under the broad umbrella of human security. The key of environment and disaster management is the end-user participation, which are the communities, and its people. Added to this, is education and learning through formal/ non-formal education, and community/ family interactions. Working closely with the governments, non-governments (NGO/ NPO), international organizations (United Nations and other bilateral and multilateral development agencies) and regional bodies, this research field is developing a unique process-oriented participatory approach of environment and disaster management through direct involvement and ownership of the community.      STAFF Prof. Rajib Shaw Associate Professor GOTA HANDBOOK 13
  14. 14. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Being graduated from Yokohama National University, and Osaka City University, Rajib Shaw joined a private consulting firm in Tokyo, and worked for the overseas projects of Japanese ODA (JICA) and United Nations. He joined the United Nations Centre for Regional Development (UNCRD) in 1999, and worked there till 2004 March, before joining Kyoto University as an Associate Professor from April onward. He also worked for the National Research Institute of Earth Science and Disaster Prevention (NIED) for two years as a research coordinator. Rajib Shaw worked in different context in the developing countries in Asia for several UN projects, working closely with the local communities, NGOs, governments and international organizations. Beside UNCRD, he has worked closely with UNESCO, UNU, UNDP, UNEP and UNISDR. He worked on the following countries: Afghanistan, Azerbaijan, Bangladesh, Cambodia, China, India, Indonesia, Japan, Mongolia, Nepal, Philippines, Tajikistan, Thailand, Turkmenistan, Turkey, Uzbekistan, and Vietnam Rajib Shaw is a member of Architectural Institute of Japan, Japan Society of Natural Disaster Science, Japan Society of International Development and Japan Earthquake Engineering Association. He is the recipient of different fellowships, including Monbusho Scholarship, and National Government scholarships in India. He published 13 books and edited volumes, and more than 40 research papers in international journals and conferences. Message from the President GOTA HANDBOOK 14
  15. 15. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Kyoto University welcomes students from all over the world who aspire to learn, and to foster their interest in taking an active part in international society. Kyoto University is proud of its efforts to create a safe and pleasant campus in which students can concentrate on their studies free from care. Founded in 1897, Kyoto University has deeply considered its traditions of liberal and academic freedom, educating many. We continue to actively maintain these principles, which are the foundation of academic freedom. Kyoto University places top priority on basic research, develops advanced technology leading to the acquisition of intellectual property, and then returns this knowledge to society through education, social cooperation, and the opportunity for lifelong education. In the 21st century, people stand at the crossroads of survival in a changing natural environment. Kyoto University understands this struggle as it grapples with the problems of education in man's future. Kyoto University has 3 campuses nestled in the basin which forms the main part of Kyoto, a city rich in tradition and culture, of which Kyoto University is a part. We are always pleased to hear from you, and if you have any suggestions or questions regarding Kyoto University, please do not hesitate to contact us. Kazuo Oike . GOTA HANDBOOK 15
  16. 16. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT KYOTO UNIVERSITY’S – MISSION STATEMENT Kyoto University states its mission to sustain and develop its historical commitment to academic freedom and to pursue harmonious coexistence within human and ecological community on this planet. Research 1. Kyoto University will generate world-class knowledge through freedom and autonomy in research that conforms to high ethical standards. 2. As a university that comprehends many graduate schools, faculties, research institutes and centers, Kyoto University will strive for diverse development in pure and applied research in the humanities, sciences and technology, while seeking to integrate these various perspectives. Education 3. Within its broad and varied educational structure, Kyoto University will transmit high-quality knowledge and promote independent and interactive learning. 4. Kyoto University will educate outstanding and humane researchers and specialists, who will contribute responsibly to the world’s human and ecological community. Relationship with society 5. As a university committed to a broad social engagement, Kyoto University will encourage cooperation with local and national society, and will disseminate knowledge informed by the ideals of freedom and peaceful coexistence. 6. As an international institution, Kyoto University will promote foreign academic exchange and thereby strive to contribute to the well-being of the world. Administration 7. In order to enhance the free development of learning, Kyoto University will pay due respect to the administrative independence of each of its component institutions, while promoting cooperation among them. 8. Kyoto University will conduct its administration with regard for the environment and respect for human rights and will be accountable to society at large. GOTA HANDBOOK 16
  17. 17. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT EMBLEM & SCHOOL COLOUR The emblem of Kyoto University combines the camphor tree that stands in front of the Clock Tower with a logo made from the Chinese characters for quot;Universityquot;, the latter having been used to represent the university since its pre-World War II days as Kyoto Imperial University. Mr. Ogawa, a faculty member in the 1950s, suggested the original design. Since that time, it has been used on all manner of printed materials issued by the administrative bureau, as well as on the university's official letterhead. The need for an official emblem increased as the university became involved to an ever-increasing degree in international academic exchanges, leading to design studies that eventually resulted in the present form of the university emblem as shown here, which was officially adopted by the University Council on November 16, 1990. School Color In 1920, The University of Tokyo and Kyoto University, which were known at the time as The Imperial University of Tokyo and Kyoto Imperial University, GOTA HANDBOOK 17
  18. 18. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT had their first regatta on the Seta River. As with Oxford and Cambridge Universities in England, Kyoto and Tokyo Universities chose a dark blue and a light blue for their team colors, respectively. The color for the Kyoto University team, chosen by lot, was a dark shade of blue called quot;nouseiquot;, which has been both the school color and the color of the sports association at Kyoto University ever since. SUZUKI MOTOR CORPORATION Starting business in 1909 as Suzuki Loom Works, the firm was incorporated in 1920. Since foundation Hamamatsu, Japan, SUZUKI has steadily grown and expanded. During the post-W.W.II period, our motorized bike 'Power free'* which earned a good reputation was followed by our 125cc motorcycle 'Colleda', and later by the pioneering 'Suzulight'* lightweight car that helped bring Japan's automotive revolution. Each of these was epoch-making in their own right as they were developed and manufactured by optimizing the most advanced technologies of that period. Today, constantly going forward to meet changing lifestyles, the SUZUKI name is seen on a full range of motorcycles, automobiles, outboard motors and related products such as generators and motorized wheelchairs. The trademark is recognized by people throughout the world as a brand of quality products that offer both reliability and originality. SUZUKI stands behind this global symbol with a sure determination to maintain this confidence in the future as well, never stopping in creating such advanced 'value- packed products' Company Name SUZUKI MOTOR CORPORATION Date of March 1920 Incorporated as Suzuki Loom Manufacturing Co. Incorporation June 1954 Name changed to Suzuki Motor Co., Ltd. October 1990 Name changed to Suzuki Motor Corporation Capital Yen 120,210 million (as of March 31, 2006) Chairman & CEO Osamu Suzuki President & COO Hiroshi Tsuda GOTA HANDBOOK 18
  19. 19. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Members of the Chairman & CEO Board and Osamu Suzuki Auditors President & COO Hiroshi Tsuda Senior Operating Officer Takashi Nakayama Senior Operating Officer Shinzo Nakanishi Senior Operating Officer Akihiro Sakamoto Senior Operating Officer Takao Hirosawa Senior Operating Officer Kazuo Suzuki Senior Operating Officer Takeo Shigemoto Senior Operating Officer Hirotaka Ono Senior Operating Officer Minoru Tamura Senior Operating Officer Eiji Mochizuki Senior Operating Officer Toshihiro Suzuki Senior Operating Officer Takumi Kunikiyo Senior Operating Officer Toyokazu Sugimoto GOTA HANDBOOK 19
  20. 20. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Personnel over the years Items 2000 2001 2002 2003 2004 2005 2006 Total number of employees 14,800 14,460 14,260 13,920 13,700 13,760 14,180 Sales Consolidated:Yen 2,746,453 millions Non-consolidated:Yen 1,690,169 millions (2005) Main Products Motorcycles, automobiles, outboard motors, boats, motorized wheelchairs, electro-scooters, industrial equipment. HISTORY OF SUZUKI In 1909, Michio Suzuki founded the Suzuki Loom Company in the small seacoast village of Hamamatsu, Japan. Business boomed as Suzuki built weaving GOTA HANDBOOK 20
  21. 21. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT looms for Japan's giant silk industry. Suzuki's only desire was to build better, more user-friendly looms. In 1929, Michio Suzuki invented a new type of weaving machine, which was exported overseas. Suzuki filed as many as 120 patents and utility model rights. For the first 30 years of the company's existence, its focus was on the development and production of these exceptionally complex machines. Despite the success of his looms, Suzuki realized his company had to diversify and he began to look at other products. Based on consumer demand, he decided that building a small car would be the most practical new venture. The project began in 1937, and within two years Suzuki had completed several compact prototype cars. These first Suzuki motor vehicles were powered by a then- innovative, liquid-cooled, four-stroke, four-cylinder engine. It featured a cast aluminum crankcase and gearbox and generated 13 horsepower from a displacement of less than 800cc. With the onset of World War II, production plans for Suzuki's new vehicles were halted when the government declared civilian passenger cars a quot;non- essential commodity.quot; At the conclusion of the war, Suzuki went back to producing looms. Loom production was given a boost when the U.S. government approved the shipping of cotton to Japan. Suzuki's fortunes brightened as orders began to increase from domestic textile manufacturers. But the joy was short-lived as the cotton market collapsed in 1951. Faced with this colossal challenge, Suzuki's thoughts went back to motor vehicles. After the war, the Japanese had a great need for affordable, reliable personal transportation. A number of firms began offering quot;clip-onquot; gas- powered engines that could be attached to the typical bicycle. Suzuki's first two- wheel ingenuity came in the form of a motorized bicycle called, the quot;Power Free.quot; Designed to be inexpensive and simple to build and maintain, the 1952 Power Free featured a 36cc two-stroke engine. An unprecedented feature was the double-sprocket gear system, enabling the rider to either pedal with the engine assisting, pedal without engine assist, or simply disconnect the pedals and run on engine power alone. The system was so ingenious that the patent office of the new democratic government granted Suzuki a financial subsidy to continue research in motorcycle engineering. And so was born Suzuki Motor Corporation. In 1953, Suzuki scored the first of countless racing victories when the tiny 60cc quot;Diamond Freequot; won its class in the Mount Fuji Hill Climb. GOTA HANDBOOK 21
  22. 22. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT SuzulightBy 1954, Suzuki was producing 6,000 motorcycles per month and had officially changed its name to Suzuki Motor Co., Ltd. Following the success of its first motorcycles, Suzuki created an even more successful automobile: the 1955 Suzulight. Suzuki showcased its penchant for innovation from the beginning. The Suzulight included front-wheel drive, four-wheel independent suspension and rack-and-pinion steering -- features common on cars half a century later Historical Timeline 1910 - Suzuki Loom Works founded in Hamamatsu, Shizuoka Prefecture, by Michio Suzuki. 1920 - Reorganized, incorporated, and capitalized at 500,000 yen as Suzuki Loom Manufacturing Co. with Michio Suzuki as president. 1952 - 'Power Free' motorized bicycle marketed. 1954 - Company name changed to Suzuki Motor Co.,Ltd. 1955 - Lightweight car 'Suzulight' (360cc, 2-stroke) marketed helping to usher in Japan's light-weight car age. 1961 - Suzuki Loom Manufacturing Co. established by separating the loom machine division from the motor works and lightweight truck 'Suzulight Carry' marketed. 1962 - Suzuki won the 50cc class championship at the Isle of Man (U.K.) 1963 - U.S. Suzuki Motor Corp., a direct sales subsidiary, opened in Los Angeles. 1965 - 'D55' (5.5hp, 2-stroke) outboard motor marketed and makes early inroads and Fronte 800 marketed. 1967 - Thai Suzuki Motor Co., Ltd. established as a local assembly plant. 1968 - Carry full-cab van marketed. 1970 - LJ-Series 4X4 marketed. 1971 - GT750 motorcycle marketed. 1973 - Suzuki Canada Ltd., opened in Ontario, Canada. 1974 - P.T. Suzuki Indonesia Manufacturing established in Jakarta, Indonesia, entry into medical equipment field by marketing the Suzuki Motor Chair Z600 motorized wheelchair, expansion into the housing field initiated with Suzuki Home marketing two models of prefab 'Mini-House' and three types of storage sheds. 1975 - Antonio Suzuki Corp., a joint venture for knockdown production and sales, established in Manila, the Philippines. 1976 - GS-Series motorcycles marketed. 1977 - LJ80 4x4 vehicle marketed and exports of GS1000H motorcycle began. 1979 - Alto marketed. 1979 - SC100 marketed in the UK. GOTA HANDBOOK 22
  23. 23. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT 1980 - Suzuki Australia Pty. Ltd. established in Sydney, Australia and entry into general purpose engine field by marketing three electric power generator models. 1981 - Business ties with General Motors (U.S.) and Isuzu Motors, Ltd.(Japan) signed. 1982 - 4X4 production began at PAK Suzuki Motor Co., Ltd. in Karachi, Pakistan and won maker championship for 7th consecutive year at the World Road Race Grand Prix 500. 1982 - SC100 Discontinued in favour of Alto. 1983 - Cultus/Swift 1.0-liter passenger car marketed and 4X4 production started at Maruti Udyog Ltd. in New Delhi, India. 1984 - Suzuki New Zealand Ltd. established in Wanganui, New Zealand and began export of Chevrolet Sprint to the United States. Car production technical assistance contract signed with China National Aerotechnology Import & Export Beijing Corporation. Operation of Suzuki Motor GmbH Deutschland began in Heppenheim,Germany. 1985 - SUZUKI of AMERICA AUTOMOTIVE CORP. established with the introduction of the Samurai, and the sensational GSX-R750 motorcycle with an oil-cooled engine marketed and scooter production started at Avello S.A. of Spain. Agreement with Santana Motors to to produce Suzuki cars in their Linares factory in Andalusia, Spain. 1986 - American Suzuki Motor Corp. is formed merging U.S. Suzuki Motor Corp and Suzuki of America Automotive Corp. 1987 - Cultus/Swift production began in Colombia and total aggregate car exports reached 2 million units. 1988 - Escudo/Vitara 4x4 marketed and total aggregate car production reached 10 million units.. 1989 - CAMI Automotive Inc. established and began operation in Ontario, Canada. Swift GT and Sidekick sales begin in the United States. 1990 - Corporate name changed to Suzuki Motor Corporation. 1991 - Car production started in Korea through technical ties with Daewoo Shipbuilding & Heavy Machinery Ltd and Cappuccino 2-seater marketed. 1993 - Passenger car production/sales began at Suzuki Egypt S.A.E., opening ceremony for new car production plant held at Magyar Suzuki Corp. in Esztergom, Hungary and Wagon R passenger car marketed. 1994 - Maruti Udyog Ltd. of India total aggregate car production reached 1 million units. 1995 - Total aggregate motorcycle export reached 20 million units 1996 - Start of production in Vietnam (Motorcycles and automobiles) 1997 - Achieved 10 million cumulative automobile sales for overseas market and 4-stroke outboard motors win the Innovation Award at The International Marine Trade Exhibit and Conference (IMTEC) in Chicago. GOTA HANDBOOK 23
  24. 24. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT 1998 - Suzuki and General Motors form strategic alliance and Chongqing Changan Suzuki Automobile Co., Ltd. received official approval from the Chinese government for production of passenger cars. 1999 - Aggregate motorcycle production reaches 40 million units and Jiangxi Changhe Suzuki Automobile Co., Ltd. receives official approval from the Chinese government for production of commercial vehicles. 2000 - The company commemorates the 80th anniversary, aggregate car production at Kosai Plant reaches 10 million units and Suzuki production starts at General Motors de Argentina S.A. 2001 - Aggregate worldwide sales of SJ-Series reaches 2 million units, production of Alto reaches 4 million units and Suzuki achieves quot;Zero-Levelquot; target of landfill waste 2002 - Achieved 30 million cumulative automobile sales for worldwide market and America's #1 warranty: 100,000/7-year powertrain limited warranty. 2003 - Suzuki is #1 in Keicar sales for the 30th consecutive year and Twin, the first hybrid Keicar in Japan, marketed. 2004 - Aggregate domestic automobile sales reach 15 million units 2005 - Swift was awarded the 2006 RJC Car of the Year. 2006 - New XL7 is marketed particularly to the North American market and GM divested, selling 92.36 million shares and reducing their stake to 3%. Motorcycles 2002 Suzuki FXR150Suzuki started manufacturing motorcycles in 1952, the first models being motorized bicycles. During the 1950s, 1960s and the better part of the 1970s, the company manufactured motorcycles with two-stroke engines only, the biggest two-stroke model being the water-cooled triple-cylinder GT750. A large factor in Suzuki's success in two- stroke competition was the East German Grand Prix racer Ernst Degner, who defected to the West in 1961, bringing with him expertise in two- stroke engines from the East German manufacturer MZ. Suzuki hired Degner, and he won the 50cc World Championship for them in 1962. However, it wasn't until 1976 when Suzuki introduced its first motorcycle with a four-stroke engine, the GS400 and GS750. Since then, Suzuki has established a reputation as a manufacturer of well- engineered sport motorcycles. In 1994, Suzuki partnered with Nanjing Jincheng Machinery to create a Chinese motorcycle manufacturer and exporter called Jincheng Suzuki. GOTA HANDBOOK 24
  25. 25. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT HONDA MOTOR CORPORATION Dreams drive our creativity quot;A company that always takes on new challenges and provides joys and excitement beyond imagination.quot; What makes Honda unique is our commitment to meet such expectations that people have for Honda. The source of Honda's competitiveness lies both in our desire to bring joy to our customers and society and in the passion of Honda associates. The most important challenges for Honda now are to strengthen ourselves as a manufacturing company. This will enable us to continue fulfilling customers' expectations, and to further pursue those core characteristics that make Honda unique, by focusing on the creation of new value. Toward this end, we will further strengthen our focus on quot;Initiative, Technology and Quality.quot; All Honda associates will maintain their pride, passion and positive spirit, honing our technologies and skills in every field, including R&D, manufacturing and sales, by building upon our collective creativity and ingenuity. And we will improve the quality of our work through even greater teamwork. These efforts ultimately will enable us to achieve the creation of advanced new technologies and products. Honda will continue taking on new challenges, with the pursuit of Initiative, Technology and Quality as our driving force. By achieving the three themes of our 2010 Vision ... creating new value, glocalization and commitment for the future ... as an integrated effort throughout the company, we would like to share even greater joys with people around the world and be recognized as a company that society wants to exist. Takeo Fukui, President and CEO Honda Philosophy Basic Principles Respect for the individual. The Three Joys (buying, selling and creating) Company Principle (Mission Statement) Maintaining a global viewpoint, we are dedicated to supplying products of the highest quality at a reasonable price for worldwide customer satisfaction. Management Policies Proceed always with ambition and youthfulness. Respect sound theory, develop fresh ideas, and use time effectively. Enjoy work and encourage open communication. Strive constantly for a harmonious workflow. GOTA HANDBOOK 25
  26. 26. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Be ever mindful of the value of research and effort. Dreams inspire us to create innovative products that enhance mobility and benefit society. To meet the particular needs of customers in different regions around the world, we base our sales networks, research & development centers and manufacturing facilities in each region. Furthermore, as a socially responsible corporate citizen, we strive to address important environmental and safety issues. Research and Development Creating advanced new technologies and products Through leading-edge research and development, Honda continuously creates original technology that opens up new possibilities in mobility. Honda is always tackling new challenges for the current and future benefit of individuals, society and the environment. R&D for the future Honda is constantly involved in the research and development of technology that will benefit people in the future. These technologies range from new materials and new sources of energy, including mass-produced solar panels, to new powertrains that maximize joy while minimizing environmental impact. They also include advances in biotechnology, such as Honda's work in decoding the rice genome for application in various fields. Honda is studying human anatomy and physiology, as well, in its efforts to produce innovative products that enhance safety in various ways. ASIMO lends a hand In 1986, Honda began conducting original research and development toward the creation of biped humanoid robots that will serve society in harmony with humans. The latest ASIMO, introduced in 2005, employs new posture control technology that allows it to run and move in concert with a human partner. Able to carry objects, it can also handle various reception and delivery tasks. ASIMO continues to evolve and will soon acquire the abilities to turn around and run 6km/h, making it an even better partner for humans. Reaching for the skies One of Honda's earliest dreams was the development of jet planes. In pursuit of this dream, Honda recently established Honda Aero Inc. and developed a compact jet engine that has passed the experimental stages. The manufacture and procurement of components for this jet engine will be handled by a joint venture between Honda and General Electric. GOTA HANDBOOK 26
  27. 27. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Next-generation powertrains Honda's Automobile R&D Center (Tochigi) in Japan includes research facilities dedicated to the development of next-generation powertrains. Here, Honda engineers are developing new means of propulsion that may one day contribute to human mobility. Manufacturing and Distribution Consistent quality worldwide Honda is a global company with manufacturing operations and sales networks all over the world. Furthermore, our products are enjoyed by people in numerous countries. This global success is built upon the renowned quality of Honda’s products and made possible by the passion and dedication of Honda associates everywhere. Wherever you are, you can always count on the quality of Honda products. Localizing production to meet local needs Honda began manufacturing motorcycles in Belgium in 1963. In 1982, Honda became the first Japanese automaker to produce passenger cars (the Accord) in the U.S. Since then, Honda has established independent local operations around the world for research, development, marketing, and production. Through the introduction of Honda's flexible manufacturing system, Honda continues reducing the time and resources necessary to launch new models into production and improving the efficiency of manufacturing operations that meet regional needs. Moreover, the grouping of production processes into cohesive units has improved the working environment, raised product quality, and further accelerated production. In the future, Honda plans to further localize the production of engines and key components for automobiles, motorcycles, and power products, while simultaneously raising quality and efficiency and accelerating our response to the dramatically changing world. Sales and Services Inspiring our customers By creating products and services that highlight the core values that make Honda unique, we would like to provide our customers with joy and excitement beyond their expectations. Honda will continue to create such inspiring experiences for our customers by offering mobility that is always ahead of the times. In this way, Honda products will be loved and enjoyed by customers of all generations. Expanding New Values for customers worldwide GOTA HANDBOOK 27
  28. 28. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT The ultimate goal of our sales activities worldwide is to satisfy our customers so that they will continue to come back for more Honda quality products. That's why we put heartfelt effort into our services, responding to changing values and increasingly sophisticated needs. We’re always working to improve the quality of our customer relations — providing friendly and attentive sales, responsive service support, thorough maintenance and repairs — so customer satisfaction constantly grows. Honda also continues to develop sales and service systems best suited to community needs. In that way, quot;life with a Hondaquot; brings new joy to people and places worldwide. Starting in Japan in 2006, Honda will unify our multiple car-dealership channels into a single Honda sales channel — seeking to strengthen the Honda brand, enhance customer satisfaction, and help ensure lifetime customer loyalty. In addition, beginning in fall 2008, Honda will introduce in Japan our premium Acura brand, which was born in America, and is known for its advanced driving performance and unique character, allowing us to gain from the rising popularity of luxury-class sedans, especially in metropolitan areas. Thus, we will continue to enrich our customers' lifestyles with Honda vehicles. Financial Data Corporate Governance GOTA HANDBOOK 28
  29. 29. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Basic Stance Based on its fundamental corporate philosophy, the Company is working to enhance corporate governance as one of its most important management issues. Our aim is to have our customers and society, as well as our shareholders and investors, place even greater trust in us and to ensure that Honda is quot;a company that society wants to exist.quot; To ensure objective control of the Company's management, outside directors and corporate auditors are appointed to the Board of Directors and the Board of Corporate Auditors, which are responsible for the supervision and auditing of the Company. Honda has also introduced an operating officer system, aimed at strengthening both the execution of business operations at the regional and local levels and the supervision by the Board of Directors. The term of office of each director is limited to one year, and the amount of remuneration payable to them is determined according to a standard that reflects their performance in the Company. Our goal in doing this is to maximize the flexibility with which our directors respond to changes in the operating environment. With respect to business execution, Honda has established a system for operating its organizational units that reflects its fundamental corporate philosophy. For example, separate headquarters have been set up for each region, business and function, and a general manager from the Board of Directors or an operating officer has been assigned to each headquarters and main division. In addition, the Management Council deliberates important matters concerning management, and regional operating councils deliberate important matters concerning management of their respective regions. The result is a system that functions effectively and efficiently, and addresses the needs of customers and societies around the world in a swift and appropriate manner . With respect to internal control, each division within the Company is working autonomously to reinforce legal and ethical compliance and risk management. The task of the Audit Office is to carry out effective audits of the performance of each division's business. To enhance even further the trust and understanding shareholders and investors have in it, Honda's basic policy emphasizes the appropriate disclosure of company information, such as by disclosing financial results on a quarterly basis and timely and accurately giving public notice of and disclosing its management strategies. Honda will continue raising its level of transparency in the future. Conduct Guideline GOTA HANDBOOK 29
  30. 30. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Guided by Honda Philosophy, Honda has expanded its business globally based on the pursuit of new dreams and the determination to make them come true. Through these efforts, we have shared a “joy” and established a trust with customers and society around the world. In order to further advance our global business in each region, every Honda associate in various countries around the world needs to share a common value at Honda and become even more self- reliant. The “Honda Conduct Guideline” represents the important values that have guided our actions to date. With each one of us sharing these values, we will be able to further gain the trust of our customers and society, helping Honda strengthen our position as“a company that society will want to exist.” Compliance I) Respect for the Law Proper understanding of the law We will understand and abide by the letter as well as the spirit of applicable laws, stay informed of any revisions to the law and take the necessary courses of action. What to do in case of unclear interpretation Whenever there is a doubt or unclear interpretation of the law, we will consult with the legal department, government bodies and/or outside experts. What to do if the law has been violated Whenever a violation of the law or the risk of such an occurrence is noticed, we will immediately report to or consult with the supervisor or the legal department, or make a proposal to the Business Ethics Proposal Line. Report/notification to government agencies We will properly make reports/notifications to government agencies as required by law. II) Respect for Company Rules Proper understanding of company rules GOTA HANDBOOK 30
  31. 31. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT We will understand and abide by the letter as well as the spirit of related company rules, stay informed of any revisions and take the necessary courses of action. What to do in case of unclear interpretation Whenever there is a doubt or unclear interpretation of a company rule, we will consult with the department that created the rule to confirm proper understanding. What to do if rules have been violated Whenever a violation of a company rule or the risk of such an occurrence is noticed, we will report to or consult with the supervisor or make a proposal to the Business Ethics Proposal Line. Report/notification We will properly make reports/notifications as required by company rules. III) Respect for Social Norms As a member of society, we will behave ethically and in accordance with the common sense of the community in which we operate. Traffic Safety In order for Honda to be a leader in traffic safety, we will abide by traffic rules and drive safely. Environmental Protection To help Honda actively promote environmental protection, we will proactively seek the means to protect the environment. Proper processing of waste and pollutants We will strive to minimize and properly process waste and pollutants at each step of our activities, in development, production, logistics, sales, service, and, ultimately, disposal. Efficient use of natural resources and recycling We will strive to make efficient use of energy and other natural resources, and continue to advance our recycling efforts. Legally required measurements, recording and reporting GOTA HANDBOOK 31
  32. 32. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT We will conduct measurements, recording and reporting on the environment related to soil, underground water, air, noise, smells, etc., as required by environmental laws or company rules. Contributions to Society In order for Honda to be a good corporate citizen with strong roots in the community and society at large, we will actively participate in activities that contribute to the well being of society. Community Participation We will become active members of the local community and participate in local activities. Social welfare We will actively support people with mental and physical difficulties. Disaster relief We will actively support disaster relief activities. Volunteer activities We will actively encourage, support and participate in volunteer activities. Management of Information In order for Honda to properly manage customer- and business partner-related information, we will pay the utmost attention to the appropriate handling of confidential information. Management of Information Security We will appropriately manage information security such as the locking of storage cabinets, and carefully managing computers and security passwords. Confidential Information Disclosure Prevention We will not release confidential information or personal information regarding customers, business partners, and associates. Safety and Hygiene We will strive to provide a safe, hygienic and comfortable work environment for every Honda associate. GOTA HANDBOOK 32
  33. 33. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Providing for a comfortable working environment We will provide a comfortable working environment by maintaining an orderly, well-organized and clean workplace. Respect for smoking rules We will respect rules and etiquette regarding smoking. Accident prevention We will strive to manage potentially dangerous processes and areas to prevent injuries on the job. Action to be taken when an unsafe operation is discovered Whenever an unsafe process or area is noticed, we will immediately report to the supervisor. What to do in case of disaster Whenever a disaster occurs, priority must be given to protecting human life and preventing the disaster from worsening. Emergency contacts To ensure quick action, everyone will be informed in advance of what to do and who to contact in the event of an emergency situation. Discrimination In order to make sure Honda is a fair, discrimination-free company, we will affirmatively accept the uniqueness and differences of people around the world and act in adherence to the principle that all people are created equal. Prevention of discrimination We will not discriminate according to place of birth, nationality, beliefs, religion, sex, race, ethnic origin, age, physical or mental disability, legally protected medical condition, hobbies, education, or status within society. Prohibition of Use of Discriminatory Language We will not use words/expressions considered discriminatory or that may be interpreted as discriminatory. GOTA HANDBOOK 33
  34. 34. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Protection of Privacy To make sure Honda emphasizes the privacy of individuals, we will do our utmost to respect and protect privacy. Respect for Privacy Protection Laws We will abide by the letter as well as the spirit of laws protecting individual privacy. Prevention of Unauthorized Revelation of Private Information Before providing private information to a third party, we must first obtain the approval of the person(s) concerned. Business Transactions To make sure Honda maintains a fair and sound relationship with our business partners, we will conduct fair, sound transactions. Selection of business partners When we need to purchase products or services, we will select a business partner by comparing and evaluating in an impartial manner the terms and conditions offered by various business partners Prohibition on excessive gifts and benefits In our dealings with business partners, we will neither offer nor accept gifts or benefits beyond that normally considered appropriate. Prohibition on improper exercise of positions and authorities We shall not exercise positions or authorities inappropriately to exact improper benefits from business partners; nor will we give business partners improper benefits. Relationships with Governmental Agencies As representatives of an independent corporation, we will keep our relationships with government officials in a straightforward and sincere manner. Abiding laws and regulations for ethics We will act in a manner that recognizes government officials’ ethics and what are considered conflicts of interest under the relevant laws and regulations. Prohibition on excessive gifts and benefits GOTA HANDBOOK 34
  35. 35. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT We will not offer government officials any gift or benefit exceeding the social custom or socially accepted limits. Communication As a highly accountable company, we will value communications with society. Directors President and Takeo Fukui Representative GOTA HANDBOOK 35
  36. 36. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Director Executive Vice President and Representative Satoshi Aoki Director Senior Managing and Chief Operating Officer for Motorcycle Operations Representative Minoru Harada Purchasing Operations Support Director Senior Managing and Motoatsu General Supervisor, Quality Representative Director Shiraishi President and Director of Honda R&D Co., Ltd. Senior Managing and Satoshi Chief Operating Officer for Regional Sales Operations Representative Director Dobashi (Japan) Senior Managing and Chief Operating Officer for Regional Operations (China) Atsuyoshi Representative President of Honda Motor (China) Investment Director Hyogo Corporation, Limited Senior Managing and Satoshi Representative Chief Operating Officer for Power Product Operations Director Toshida Senior Managing and Chief Operating Officer for Production Operations Representative Koki HirashimaRisk Management Officer Director General Supervisor, Information Systems Chief Operating Officer for Regional Operations (North Senior Managing and America) Representative Koichi Kondo President and Director of Honda North America, Inc. Director President and Director of American Honda Motor Co., Inc. Chief Operating Officer for Business Support Operations Senior Managing and Chief Officer of Driving Safety Promotion Center Representative Mikio Yoshimi Compliance Officer Director Government & Industrial Affairs Managing Director Toru Onda Chief Operating Officer for Purchasing Operations Managing Director Akira Takano Chief Operating Officer for Customer Service Operations Chief Operating Officer for Regional Operations (Europe, Managing Director Shigeru Takagithe Middle & Near East and Africa) President and Director of Honda Motor Europe Limited Managing Director Hiroshi Kuroda Chief Operating Officer for Automobile Operations Chief Operating Officer for Regional Operations (Latin America) Tetsuo President and Director of Honda South America Ltda. Managing Director Iwamura President and Director of Moto Honda da Amazonia Ltda. President and Director of Honda Automoveis do Brasil Ltda. Chief Operating Officer for Regional Operations (Asia & Tatsuhiro Managing Director Oceania) Oyama President and Director of Asian Honda Motor Co., Ltd. Director Satoru Kishi Director Kensaku GOTA HANDBOOK 36
  37. 37. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Hogen Hiroyuki Director and Advisor Yoshino Chief Operating Officer for Business Management Director Fumihiko Ike Operations PRODUCTS & TECHNOLOGY AUTOMOBILES  Automobiles are an essential part of modern living. From light trucks to minivans to sports cars, Honda continues to transform original ideas into unique vehicles. Delivering unrivaled driving enjoyment and turning trips with family and friends into memorable occasions.  Innovative car-making for the world Despite entering the Japanese automotive industry as late as 1963, Honda quickly took the spotlight in Japan and worldwide with the acclaimed Civic and Accord. Today, Honda makes a wide auto lineup for a world of diverse needs and lifestyles, bringing the joy of driving and outdoor enjoyment to millions of satisfied customers. Minicars, sedans, wagons, minivans, sports cars and more — all our vehicles demonstrate Honda leadership with high performance, superior fuel economy, optimum safety, and driving pleasure. Honda sales and product development activities are increasingly successful, not just in the U.S. — the world's largest automotive market — but also in many regions worldwide. For instance, a total of 16 million Civics have been sold in 160 nations, and in 2005, Honda designed a full-model change of this popular vehicle and started global production of the eighth-generation Civic. Honda's unique innovation has earned respect worldwide. That's how we now sell a yearly total of more than 3.5 million vehicles around the globe. Honda's outstanding R&D has introduced a long line of unique technological achievements to the planet. These include the low-emission CVCC engine, first to comply with the 1970 U.S. Clean Air Act; the VTEC powerplant, which uses variable valve control for high fuel efficiency and high performance; an anti-lock braking system (ABS), which helps maintain vehicle stability in emergency braking; the Supplemental Restraint System (SRS) for airbag protection, designed GOTA HANDBOOK 37
  38. 38. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT for enhanced occupant safety; the Collision Mitigation Brake System (CMBS), which assists brake operation to reduce the vehicle's speed to help reduce the force of the collision; the E-Pretensioner, which retracts the seatbelt in anticipation of impact, and the Super Handling All-Wheel Drive (SH-AWD), which enhances the sheer pleasure of driving. Moreover, there are numerous recent innovations in natural gas, hybrid, and fuel cell vehicles. The Honda commitment to eco-friendly car-making knows no limits, because it's our responsibility to the world. TECHNOLOGY R&D Honda's R&D is implemented in two stages: in the first, basic research is carried out, and in the second, the results of this research are applied to develop new products and technologies. In the initial stage, long-term research is carried out into the technical aspects of durability, reliability, and basic performance, to establish a creative, innovative technical foundation. At our Wako R&D Center, basic research is carried out in electronics, biotechnology, new materials, and other fields to develop the core technologies that will one day help address the world's environmental, energy, and resource issues. On the development side, four facilities are taking the lead in designing new products to meet tomorrow's needs: the Asaka R&D Center is responsible for general R&D for motorcycles; the Tochigi R&D Center handles general R&D for cars; the Wako R&D Center is primarily responsible for design development; and the Asaka East R&D Center for the development of utility engines, generators, and a variety of other power products. In a design room at our Wako R&D Center, designers take turns standing in the customer's shoes, to pursue the car's ideal form and develop a new generation of automobile designs that incorporate innovative concepts and devices. Research and Development Progress Thanks to Contributions from People Around the World Honda research is carried out around the globe. In major locations throughout the world, we have established overseas offices and local subsidiaries to do R&D work that ensures the timely development of products that meet the needs of GOTA HANDBOOK 38
  39. 39. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT that region's markets. For example, vehicle models developed exclusively for North American use include the Acura MDX and the Acura CL, while the City was designed to meet the needs of Asian markets. In Europe as well, research facilities in Britain, Germany, and Italy carry out R&D in line with independent European planning. Honda's research is turning dreams into reality, going beyond our present sphere of operations to face challenges in new, unknown fields. The message delivered by ASIMO, our humanoid robot, is of a limitless world of future possibilities, in which technology contributes to the betterment of human society. MOTORCYCLES Why do people ride motorcycles? To go places with good friends. To get a direct feel for the rhythms of the city. To run errands or do business. That's why we make scooters, electric-motor- assisted bicycles, sports bikes, large touring cycles, and more. To bring the joy of Honda cycles to as many people as possible. 150 million cycles and counting In 1949, Honda manufactured our first commercial motorcycle, the quot;Dream Type D,quot; in Japan; in 1963, we opened our first overseas plant, in Belgium. Ever since, Honda has followed one basic rule: build products close to the customer. The result has been a worldwide succession of manufacturing facilities for a total of 28 motorcycle plants in 21 countries, as well as Honda R&D operations in the U.S., Germany, Italy, Thailand, China, and India — all working to develop motorcycles that match national needs. In 2005, the 150-millionth Honda motorcycle rolled off the production line. While this feat owes much to sharp market growth in Asia, we intend to build on it by expanding in world markets — from the U.S. and Europe, where mature markets are dominated by sports motorcycles and leisure bikes, to Asia, where motorcycles are primary transportation. Our goal? To make Honda cycles more popular than ever. GOTA HANDBOOK 39
  40. 40. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Advanced technology for reduced eco-impact Honda is constantly enhancing cycle convenience, safety, and eco-friendly performance. For example, we are incorporating front-and-rear-wheel synchronized braking and ABS (anti-lock braking system) on some models, and also outfitting most Honda motorcycles with cleaner, more efficient four-stroke engines. And, we are equipping even small-displacement models with our electronically controlled PGM-FI programmed fuel injection system. All of our efforts are aimed at a reduction of exhaust emissions and improved fuel economy HONDA AVIATION  2006: Honda announces that it will commercialize HondaJet at the EAA AirVenture 2006 in Oshkosh, Wisconsin, July 25, 2006.  2005: HondaJet makes its public “world debut” at the EAA AirVenture 2005 in Oshkosh, Wisconsin, July 28, 2005.  2004: Honda and GE Aviation announce the establishment of a joint venture, GE-Honda Aero Engines, LLC, in October 2004, to pursue the development, production and sales of Honda’s HF118 turbofan engine in the light business jet market.  In July 2004, Honda establishes Honda Aero, Inc. to manage its engine aviation business in the U.S. and the Wako Nishi R&D Center in Japan to research and develop turbofan jet and piston aviation engines. GOTA HANDBOOK 40
  41. 41. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT  2003: HondaJet takes first test flight, December 3, 2003. Honda makes first public announcement of the achievement days later.  2002: Honda conducts high altitude tests of the HF118 engine starting in June 2002.  Honda publishes and reports its first technical paper in June 2002 concerning technological achievements of the new airframe. Honda continues publishing technical papers, with the most recent paper in June 2005.  2000: Honda R&D Americas establishes a research facility at Piedmont Triad International Airport in North Carolina in October 2000 for the purpose of researching, fabricating and flight testing of HondaJet.  1999: Development begins of the HF118 turbofan jet engine in the 1,000 to 3,500-pound thrust class. Compact, lightweight, low emission, fuel efficient.  1993: Honda begins research on composite body aircraft with Mississippi State University (MSU), leading to development of aircraft called “MH- 02” that is jointly fabricated and tested by Honda and MSU. Research continues until 1996.  1986: Honda begins research in Japan on both small aircraft and jet engines. ASIMO ASIMO Is Born! GOTA HANDBOOK 41
  42. 42. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT As exemplified by P2 and P3, the two-legged walking technology developed by Honda represents a unique approach to the challenge of autonomous locomotion. Using the know-how gained from these prototypes, research and development began on new technology for actual use. ASIMO represents the fruition of this pursuit. ASIMO Features ASIMO was conceived to function in an actual human living environment in the near future. It is easy to operate, has a convenient size and weight and can move freely within the human living environment, all with a people-friendly design. GOTA HANDBOOK 42
  43. 43. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT PANASONIC Panasonic is an international brand name for Japanese electric products manufacturer Matsushita Electric Industrial Co., Ltd. Under this brand Matsushita sells plasma and LCD display panels, DVD recorders and players, Blu-ray Disc players, camcorders, telephones, vacuum cleaners, microwave ovens, shavers, projectors, digital cameras, batteries, laptop computers (under the sub-brand Toughbook), portable CD, analog tape decks and home stereo equipment, electronic components and semiconductors, all of which are marketed under their slogan quot;Ideas for Life.quot; On January 10, 2008 Matsushita announced that it intends to change the company name to Panasonic Corporation, effective October 1, 2008.The proposal to change the company's name was approved at the firm's annual shareholder's meeting on June 26.Non-audio/visual products (mostly home appliances) currently branded quot;Nationalquot; in Japan will be marketed under the Panasonic brand. The brand Panasonic was created by Matsushita in 1955 for the Americas region because the National brand was already registered by others. The Panasonic GOTA HANDBOOK 43
  44. 44. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT brand was created from the elements quot;panquot; meaning quot;allquot; combined with quot;sonicquot; meaning quot;soundquot;, because it was first used for audio equipment. Based on 2004 annual sales of electronics, Matsushita is the largest Japanese electronics maker ahead of Hitachi. Within the category of white goods, Matsushita is the world’s largest manufacturer.In the past, due to its imitation tactics Matsushita has been ridiculed in Japan as quot;Maneshitaquot; (quot;manequot; means imitation), but in fact Matsushita does vast amounts of its own product planning, research and development. Including its related companies, Matsushita has developed a wide variety of enterprises, centering on home electronics, industrial equipment, and telecommunications equipment. Though not widely advertised before, in recent years its notebook computer line (Toughbook) has gained popularity and commercials for it are being aired on television. Other brand names associated with Panasonic include its Viera televisions and Lumix digital cameras. The company's management style and corporate culture have been often compared to competitor Sony. When Sony is doing well, the number of books that praise Sony management increases, when conditions reverse, then more books that praise Panasonic management style are displayed in bookstores.[ Regardless of favorable sales and conditions, Sony and Panasonic are often viewed as rivals. This view probably arose from the videotape format wars between VHS (supported by Panasonic) and Betamax (supported by Sony). The largest direct competition between Sony and Panasonic is currently in the segment of audio products; Panasonic is also considered as Sony's rival in sales of flat panel TVs, digital cameras and DVD recorders—areas where Panasonic is focusing its production, marketing and sales efforts. In contrast, Sony has recently diversified into the cinema, video game, and financial areas, whereas Panasonic's whitegoods have no competition from Sony. After Sony's acquisitions of CBS Records and Columbia Pictures, Panasonic purchased MCA (including MCA Music and Universal Pictures) in 1991 but sold it out in 1995. Matsushita's current corporate strategy is to seek cooperation and joint ventures in the development of certain technologies (such as LCDs), while continuing to compete against other companies such as Toshiba, Hitachi and Minebea to become the benchmark for Japanese electronics. GOTA HANDBOOK 44
  45. 45. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT MITSUBISHI The Mitsubishi Group, Mitsubishi Group of Companies, or Mitsubishi Companies is a Japanese conglomerate consisting of a range of autonomous businesses which share the Mitsubishi brand, trademark and legacy. The Mitsubishi group of companies form a loose entity, the Mitsubishi Keiretsu, which is often referenced in US and Japanese media and official reports; in general these companies all descend from the zaibatsu of the same name. A keiretsu is a common feature of Japanese corporate governance and refers to a collaborative group of integrated companies with extensive share crossholdings, personnel swaps and strategic co-operation. The top 25 companies are also members of the Mitsubishi Kin'yōkai, or quot;Friday Clubquot;, and meet monthly. The Mitsubishi.com Committee is meant to facilitate communication and access of the brand through a portal web site. History The first Mitsubishi company was a shipping firm established by Yataro Iwasaki (1834–1885) in 1870. In 1873, its name was changed to Mitsubishi Shokai The GOTA HANDBOOK 45
  46. 46. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT name Mitsubishi has two parts: quot;mitsuquot; meaning quot;threequot; and quot;hishiquot; (which becomes quot;bishiquot; in the middle of a word) meaning quot;water caltropquot; (also called quot;water chestnutquot;), and hence quot;rhombusquot;, which is reflected in the famous company's logo which symbolizes the propeller of a ship. It is also translated as quot;three diamondsquot;. The company bought into coal mining in 1881 by acquiring the Takashima mine and Hashima Island in 1890, using the produce to fuel their extensive steamship fleet. They also diversified into shipbuilding, banking, insurance, warehousing, and trade. Later diversification carried the organization into such sectors as paper, steel, glass, electrical equipment, aircraft, oil, and real estate. As Mitsubishi built a broadly based conglomerate, it played a central role in the modernization of Japanese industry The merchant fleet entered into a period of diversification that would eventually result in the creation of three entities:  Mitsubishi Bank (now a part of the Mitsubishi UFJ Financial Group) was founded in 1919. After its mergers with the Bank of Tokyo in 1996, and UFJ Holdings in 2004, this became Japan's largest bank.  Mitsubishi Corporation, founded in 1950, Japan's largest general trading company  Mitsubishi Heavy Industries, which includes these industrial companies. o Mitsubishi Motors, the 6th largest Japanese auto manufacturer. o Mitsubishi Atomic Industry, a nuclear power company. o Mitsubishi Chemical, the largest Japanese chemicals company Mitsubishi participated in Japan's unprecedented economic growth of the 1950s and 1960s. For example, as Japan modernized its energy and materials industries, the Mitsubishi companies created Mitsubishi Petrochemical, Mitsubishi Atomic Power Industries, Mitsubishi Liquefied Petroleum Gas, and Mitsubishi Petroleum Development. The traditional Mitsubishi emphasis on technological development was in new ventures in such fields as space development, aviation, ocean development, data communications, computers, and semiconductors. Mitsubishi companies also were active in consumer goods and services. In 1970, Mitsubishi companies established the Mitsubishi Foundation to commemorate the centennial anniversary of the founding of the first Mitsubishi company. The companies also individually maintain charitable foundations. GOTA HANDBOOK 46
  47. 47. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Mitsubishi pavilions have been highlights of expositions in Japan since the historic EXPO'70 in Osaka in 1970. In 1999 and 2000, Mitsubishi launched a zero-percent interest advertising campaign called quot;zero zero in zero zero.quot; No reference to the Mitsubishi Zero was made at the time. As of 2007, Mitsubishi Corporation, a member of the Mitsubishi Group, is Japan's largest general trading company (sogo shosha) with over 200 bases of operations in approximately 80 countries worldwide. Together with its over 500 group companies, Mitsubishi employs a multinational workforce of approximately 54,000 people. Mitsubishi has long been engaged in business with customers around the world in many industries, including energy, metals, machinery, chemicals, food and general merchandise. Mitsubishi Motors reached 1.3 million cars of total production in 2007. UNITED NATIONS ENVIRONMENT PROGRAMME (UNEP) UNEP AROUND THE WORLD UNEP’s global base is in Nairobi, Kenya. It is one of only two UN programmes headquartered in the developing world (the other is UNEP’s sister agency UNHABITAT, which is also located in Nairobi). Being based in Africa gives UNEP a first-hand understanding of the environmental issues facing developing countries. UNEP’s global and cross- sectoral outlook is reflected in its organizational structure, its activities and its personnel. UNEP staff come from nearly 100 countries. About one-third of UNEP’s approximately 1,000 staff live and work in Nairobi; the majority are located around the world in more than 28 cities in 25 countries. UNEP has a major office in Paris, France, where its Division of Technology, Industry and Economics (DTIE) is headquartered. UNEP DTIE also has branches in Geneva, Switzerland, and Osaka, Japan. UNEP is represented across the globe by six regional offices: • Africa: Nairobi, Kenya • Asia and the Pacific: Bangkok, Thailand. • Europe: Geneva, Switzerland. • Latin America and the Caribbean: Mexico City, Mexico. GOTA HANDBOOK 47
  48. 48. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT • North America: Washington DC, USA. • West Asia: Manama, Bahrain. Mission: To provide leadership and encourage partnership in caring for the environment by inspiring, informing, and enabling nations and peoplesto improve their quality of life without compromising that of future generations. UNEP's global headquarters are in Nairobi, Kenya and UNEP is represented across the globe by six regional offices and five liasion office UNEP is the United Nations system’s designated entity for addressing environmental issues at the global and regional level. Its mandate is to coordinate the development of environmental policy consensus by keeping the global environment under review and bringing emerging issues to the attention of governments and the international community for action. The mandate and objectives of UNEP emanate from: • UN General Assembly resolution 2997 (XXVII) of 15 December 1972; • Agenda 21, adopted at the UN Conference on Environment and Development (the Earth Summit) in 1992; • the Nairobi Declaration on the Role and Mandate of UNEP, adopted by the UNEP Governing Council in 1997; • the Malmö Ministerial Declaration and the UN Millennium Declaration, adopted in 2000; and • recommendations related to international environmental governance approved by the 2002 World Summit on Sustainable Development and the 2005 World Summit. THE UNEP GOVERNING COUNCIL The UNEP Governing Council reports to the UN General Assembly through the Economic and Social Council. Its 58 members are elected by the General Assembly for four-year terms, taking into account the principle of equitable regional representation: • 16 seats for African States. • 13 seats for Asian States. • 6 seats for Eastern European States. • 10 seats for Latin American and Caribbean States. • 13 seats for Western European and other States. FROM STOCKHOLM TO RIO, 1972-1992 UNEP was established after the 1972 UN Conference on the Human Environment, held in Stockholm, Sweden, proposed the creation of a global body to act as the environmental conscience of the UN system. In response, the UN General Assembly adopted Resolution 2997 on 15 December, 1972 creating: • the UNEP Governing Council, composed of 58 nations elected for four-year terms by the UN General Assembly, responsible for assessing the state of the global environment, GOTA HANDBOOK 48
  49. 49. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT establishing UNEP's programme priorities, and approving the budget; • the UNEP Secretariat, with its headquarters in Nairobi, Kenya, to provide a focal point for environmental action and coordination within the UN system, headed by an Executive Director, with the rank of UN Under-Secretary-General; and • a voluntary Environment Fund to finance UNEP’s environmental initiatives, to be supplemented by trust funds and funds allocated by the UN regular budget. UNEP’S RESPONSIBILITIES INCLUDE: •Promoting international cooperation in the field of the environment and recommending appropriate policies. •Monitoring the status of the global environment and gathering and disseminating environmental information. •Catalyzing environmental awareness and action to address major environmental threats among governments, the private sector and civil society. •Facilitating the coordination of UN activities on matters concerned with the environment, and ensuring, through cooperation, liaison and participation, that their activities take environmental considerations into account. •Developing regional programmes for environmental sustainability. •Helping, upon request, environment ministries and other environmental authorities, in particular in developing countries and countries with economies in transition, to formulate and implement environmental policies. •Providing country-level environmental capacity building and technology support. •Helping to develop international environmental law, and providing expert advice on the development and use of environmental concepts and instruments. THE MAJOR RESULTS OF UNEP ACTIVITIES: • International arrangements to enhance environmental protection. • Periodic assessments and scientifically sound forecasts to support decision making and international consensus on the main environmental threats and responses to them. • Support for more effective national and international responses to environmental threats, including policy advice to governments, multilateral organizations and others to strengthen environmental protection and incorporate environmental considerations into the sustainable development process. GOTA HANDBOOK 49
  50. 50. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT • More effective coordination of environmental matters within the UN system. • Greater awareness and capacity for environmental management among governments, the private sector and civil society. • Better understanding of the nexus between environment and human security, poverty eradication, and preventing and mitigating natural disasters. UNEP HAS FIVE PRIORITY AREAS:  Environmental assessment and early warning.  Development of policy instruments.  Enhanced coordination with environmental conventions.  Technology transfer.  Support to Africa. ASAHI BEER FACTORY GOTA HANDBOOK 50
  51. 51. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT Greetings from the Management Since 2004, Asahi Breweries Group has been working under its Second Medium-term Management Plan to transform its business structure and organizational quality and strengthen its foundations for growth to ensure we remain a corporate group that is capable of continually growing and prospering in the next decade. In 2006, which had been identified as the year for completing the transformation, we worked on establishing a solid profit structure and diversified framework for growth by optimizing the Group’s production and distribution bases, including the transformation of the Ibaraki Plant into a comprehensive beverage plant and bringing in Wakodo Co., Ltd., a pioneer in baby food products, as a consolidated subsidiary. In addition, we launched projects that demonstrated our vision for the future, including an agricultural business in Shandong Province, China, and a pilot-plant verification test for the practical use of biomass ethanol on Ie Island, Okinawa. In 2007, we will set the Group on a new growth track by generating Group synergies and ensuring the expansion of individual businesses. In the domestic alcoholic beverage business, our greatest challenge and the source of the Group’s strength, we will focus on beer and increase our competitiveness in happoshu (low-malt beer) and new genre products while further developing brands in shochu, low-alcohol beverages, whisky and spirits, and wine. This year, Asahi Super Dry, which was originally inspired by customer requests and has prospered from the support of consumers, will celebrate its 20th anniversary. As a manufacturer, we believe our mission is to win customer support and loyalty and ensure customer satisfaction through our products. We continue to value our interactions with customers. Every executive and employee is determined to sincerely respond to customer feedback as the wellspring of ongoing innovation. Each of us—from top- level executives to front-line employees—will place the highest value on the customer’s point of view and the unique Asahi character throughout our business activities. You can count on the Asahi Breweries Group to boldly take on every challenge. Thank you for your continued support. GOTA HANDBOOK 51
  52. 52. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT With “Asahi Super Dry,” which marks its 20th anniversary this year, we will undertake the challenge of building on its success by achieving customer satisfaction through “Challenge 2007,” our comprehensive marketing campaign for bolstering the value of the brand as the source of its continued popularity. As for premium beers, which are attracting significant customer interest, we will strive to fulfill expectations as Japan’s top brewery by reinforcing our product lineup. A large proportion of happoshu (low malt beer) consumed in Japan uses a low percentage of malt compared to beer, and therefore enjoys cheaper tax rates owing to Japan’s Liquor Tax Law. Due to such reasonable prices, the consumption rate of happoshu in Japanese homes has GOTA HANDBOOK 52
  53. 53. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT increased over the recent years. We will focus on satisfying customer expectations by offering a product lineup, centered on the “Asahi Honnama” brand, which fits the needs of the happoshu market in this new era. Beverages that are categorized as “Brewed liquor (1)” that does not contain malt and as “Liqueurs (1)” that contain happoshu (low-malt beer) and spirits benefit from lower tax rates than beer and happoshu under Japan’s Liquor Tax Law, and therefore, household consumption of zasshu has increased over the recent years. In the expanding New Genre market, we will respond to diversifying customer values through our three brands-“Asahi Shinnama 3”, “Asahi Gubinama” and “Asahi Gokuuma”. *1- Brewed liquor (1) *2- Liqueurs (1) Sho-chu is Japan’s representative spirits made from fermented and distilled ingredients such as wheat, potato, rice and buckwheat. Our products include quot;White Liquorquot;, which is light with a mild taste, and quot;Honkaku Sho-chuquot;, which uses local agricultural specialties available throughout Japan as ingredients. Asahi Breweries has a wide selection of sho-chu, from those with clear flavors that can be enjoyed in a wide array of ways to those that bear individual flavors and tastes of distinctive ingredients. We will continue to propose unique type of sho-chu, enabling our customers to enjoy a variety of tastes that perfectly match up with their meals and drinking situations. GOTA HANDBOOK 53
  54. 54. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT The quot;low-alcohol beveragesquot; mentioned here refer to quot;chu-hiquot; (sho-chu mixed with a fruit- flavored carbonated beverage or other carbonated beverage, cocktails and other drinks that are known as quot;Ready to Drinkquot;. Both canned products for households and keg products for business purposes are available. The low-alcohol beverage market continues to expand in connection with the diversification of drinking tastes and the popularization of light taste drinks. Asahi Breweries is aiming to establish brands of existing products in response to the expanding low-alcoholic beverage market, and will propose new products with new tastes. Asahi Breweries offers high quality brands of both quot;Nikka Whiskyquot; and quot;Maxxium Japanquot; to our customers. - Nikka Whisky: Nikka Whisky Co., Ltd. is an affiliate company of Asahi Brewery Group that was established in 1934 by Masataka Taketsuru, who traveled to Scotland alone and became the first Japanese national to learn whisky making. Carrying through its quot;quality first principlequot;, Nikka Whisky continues to lead Japan’s whisky & spirit culture. http://www.nikka.com/eng/ In the year 2001, quot;Nikka Single Cask Yoichi 10 yearsquot; achieved the world’s highest score in a tasting contest hosted by England’s specialized magazine, quot;Whisky Magazine.quot; England’s whisky-lover community, The Scotch Malt Whisky Society (SMWS), certified Yoichi distillery in 2002 and Miyagikyo distillery in 2004, as society bottles targeted towards their GOTA HANDBOOK 54
  55. 55. THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT members. - Maxxium Japan: Maxxium Japan is Japan’s corporate business of Maxxium Worldwide, which possesses leading brands on a global scale with its headquarters in Holland. Asahi Breweries developed a strategic sales collaboration with them in September of 2002. Asahi Breweries delivers imported wines from various European countries, such as France and Italy, in addition to California, Chile and other areas of the new world, as well as domestic wines to the dietary life of our customers. GOTA HANDBOOK 55