Honda Motor Company is a Japanese automaker founded in 1948 by Soichiro Honda. It has its headquarters in Japan and is a public company that operates globally. The document discusses Honda's history, operations in Pakistan through its joint venture Atlas Honda, visions and values, recruitment practices, and governance structure. Honda aims to be a leading automaker through market leadership, quality excellence, and maximizing exports while ensuring returns for shareholders and rewarding employees.

1. PROJECT
ORGANIZATION
HONDA COMPANY
PRESENTED BY
MAHA KHALID
MALEEHA MAJEED
MUHAMMAD SAQIB
MUHAMMAD FAWAD

3. • Full Name: Honda Motor Co., Ltd
• Founded: 1948
• Founder: Soichiro Honda
• CEO: TakahiroHachigo
• Industry: Automobile Sector :Public
• Country: Japan
• Website: world.honda.com

4. HISTORY
The Honda Motor Company was founded by Soichiro Honda
in October 1946. He was very interested in automobiles from
a small age so he used to tune cars and enter them into
races using his friend’s garage. As he grew up he decided to
be in the automobile industry. Soon his efforts paid off and he
got a contract for supplying piston rings for major car maker
Toyota. But unfortunately he lost the contract as his products
did not match the required quality. So he went to various
factories in Japan looking for ways to improve the quality of
the engines by making efficient piston rings.

5. HISTORY
Soon he was able to find a highly automated process that could use
unskilled workers to produce high quality piston rings. Toyota was
impressed by his product and bought it in 1941. Next he started a
company called Tokai Seiki in order to produce his products at a larger
scale. Soon Toyota bought 40% of the company and thus Soichiro and
the officials at Toyota could built a lasting business relation. But a
series of calamities damaged large portions of his company and this
forced Soichiro to sell the remaining parts of his company to Toyota. In
1946 he founded Honda Technical Research Institute to sell
customised bicycles with attached motors. He had only 12 employees
who worked in a 170 sq ft. area.

6. Company In Pakistan
Atlas Honda Limited is a public listed company which was
incorporated on October 16, 1962. It is a joint collaboration between
Honda Motor Company Limited Japan, the largest and most reputed
motorcycle brand in the world, and Atlas Group, one of Pakistan’s
most renowned business conglomerates. The Company is principally
engaged in progressive manufacturing and marketing of motorcycles
and spare parts.
Atlas Honda Limited is the largest motorcycle manufacturer in
Pakistan with the strongest brand value and highest customer loyalty.
The Company is considered a pioneer of motorcycle industry in the
country and has been leading two wheeler market successfully for
over 50 years.

7. The Company currently has a production capacity of over 1.35 million units
per annum and continues to maintain its status as market leader both in
terms of volume and quality. It also exports its motorcycles and spare parts
to Bangladesh and Afghanistan.
With highest quality products, state of the art manufacturing facilities,
largest dealership network & impeccable after sales service, Atlas Honda
Limited is today considered a benchmark for two wheeler manufacturing. It
has been proudly and successfully fulfilling its role as the flag bearer of
motorcycle industry in Pakistan.
As one of the largest tax payers in the private sector and being one of the
best employers in the country, Atlas Honda Limited stands as a beacon of
light for the corporate, social and intellectual sectors of Pakistan.

9. VISIONS & MISSIONS
• Vision
• A leading group in all respects through effective use of
resources, technology and good business practices,
attracting and retaining high quality associates and
developing them to their fullest potential, keeping
customers in the highest esteem and giving attractive
sustained returns to shareholders.

10. MISSIONS
• “A dynamic growth oriented company through market
leadership, excellence in quality and service and
maximizing export, ensuring attractive returns to equity
holders, rewarding associates according to their ability
and performance, fostering a network of engineers and
researchers ensuing unique contribution to the
development of the industry, customer satisfaction and
protection of the environment by producing emission
friendly green products as a good corporate citizen
fulfilling its social responsibilities in all respects.”

11. Recruitment and Retention
To maintain our status as the leading premium two-wheeler brand and
to keep up with changing environment, our goal is to attract, recruit
and retain the best talent. Our ability to provide unique opportunities,
such as a diverse and supportive work environment, helps differentiate
Atlas Honda from other employers and attract high-performing
professionals who are competent, highly skilled and agile. As we are
undertaking
our capacity expansion plans, recruitment and retention of appropriate
workforce becomes more crucial. We follow a uniform policy for hiring,
job placement and human resource development. A thorough
“Employee Orientation Training Program / Onboarding Program” has
been designed to provide an overview of our culture and processes to
all new hires.

12. Our three core values
• Honda Motor Europe Logistics’ corporate culture is based
on three core values:
• The Honda Philosophy
• Total Quality Management
• New Honda Circles

13. • Our founders, Soichiro Honda and Takeo Fujisawa, created the
Honda Philosophy to determine which type of company Honda
wanted to be and which place it should take in society. Their
message remains relevant — even to this day.
The Honda Philosophy consists of three pillars
• The first pillar of the Honda Philosophy is ‘Respect for the
Individual’ , the second is ‘the Three Joys’. Honda stands or falls
on the knowledge, expertise and skills of its staff. Honda wants to
be a company in which employees can take the initiative, in which
equality is a tangible asset and in which people can trust each
other.

14. • The 3 joys are:
• The joy of buying
• The joy of selling
• The joy of creating
• The second pillar of the Honda Philosophy is the business
principle. It goes as follows:
• “From an international perspective, we devote our attention to the
delivery of supreme quality products at a fair price to satisfied
customers worldwide.”

15. • The third pillar is Honda’s management policy which is based on
five principles, and intended as guidance to staff when carrying
out their responsibilities:
• Act with ambition and youthfulness.
• Respect substantiated theories, develop new ideas and use time
efficiently.
• Enjoy your work and stimulate open communication.
• Strive constantly to create a sense of harmony/ flow in your work
environment.
• Always be aware of research value and commitment.

16.  Total Quality Management
• In view of a fast-changing world and turbulent automotive
industry in particular, Honda wants to maintain efficiency.
With TQM, Honda introduced a business approach, based
on systematic methods, that strives for excellent results
through customer orientation and continuous quality
improvement.

17.  New Honda Circles
• The staff is closest to the work environment reality and
therefore best-suited to solve problems and work on
improvements. Every year numerous employees form
small teams (NHC) and voluntarily work out an initiative to
improve the work environment. This results into effective
dialogue, mutual understanding, creative development
and more joy at work for the staff itself.

18. FOUNDER

19. Diversity and Inclusion
We value equality, diversity and inclusion. We adopt merit-based
recruitment practices and strive for equal employment opportunities for all
regardless of race, religion, gender, marital status, age or disability. We do
not discriminate basics salary or remuneration on the basis of gender.
During the year, no incidents of discrimination were reported. For hiring
workers, equal weightage is given to candidates from across the
country. We also support the recruitment and qualification of local
personnel as a way of developing the local communities and regions in
which we operate.
We also support creation of job opportunities for persons with disabilities
through provision of additional facilities and appropriate training. Currently,
we have 23 persons who are differently-abled and are working for us.

20. We hire men and women with vast experiences, from different industry
backgrounds, cultures, beliefs and ethnicities. This ensures that we are
able to adapt to the changing needs of our business. However, it is
currently a challenge for the entire auto industry in Pakistan to attract
sufficient number of female employees. Various initiatives are being
undertaken to enhance the participation of women. During the year, 13
female executives were hired which improved the ratio of female
executives to 2% from 1% of last year. Women’s day was celebrated at all
the office and the female staff was given an opportunity to discuss and
share their views and expectations. All female employees are entitled to
three-month maternal leave. During the year under review, the leaves were
not availed by any female associate.
We also support creation of job opportunities for persons with disabilities
through provision of additional facilities and appropriate training. Currently,
we have 23 persons who are differently-abled and are working for us.

21. Career Development and Training
We believe and act on the principle of “Organization development through
self-development” and place great emphasis on capacity and skill building.
We promote life-long learning by following the 70:20:10 formula, where
70% learning comes from an individual’s performance at their current job,
20% from coaching and 10% from formal training. Accordingly, we provide
a broad range of opportunities to our employees from
on-the-job learning and mentoring programs to trainings and courses.
Such programs include various in-house, national and international
programs. We also provide support for higher education and management
courses at renowned business schools such as Harvard Business School
and INSEAD (European Institute of Business Administration). A number of
rotational programs are strategically and systematically implemented to
give employees the experience required to serve at management

22. Governance Structure