Japan

THE INDIAN INSTITUTE OF PLANNING AND MANAGEMENT

GOTA HANDBOOK
JAPAN

GLOBAL OPPORTUNITY AND THREAT ANALYSIS PROGRAM

GOTA HANDBOOK 1


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


Members of the Chairman & CEO
Board and Osamu Suzuki
Auditors
President & COO
Hiroshi Tsuda

Senior Operating Officer
Takashi Nakayama

Shinzo Nakanishi

Akihiro Sakamoto

Takao Hirosawa

Kazuo Suzuki

Takeo Shigemoto

Hirotaka Ono

Minoru Tamura

Eiji Mochizuki

Toshihiro Suzuki

Takumi Kunikiyo

Toyokazu Sugimoto

GOTA HANDBOOK 19


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


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


 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


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


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


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


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


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


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


• 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


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


• 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


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


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


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


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


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

Japan

Recomendados

Recomendados

Más contenido relacionado

La actualidad más candente

La actualidad más candente (20)

Destacado

Destacado (20)

Similar a Japan

Similar a Japan (17)

Último

Último (20)

Japan