1、Integrated ReportSuzuki Motor CorporationValue Creation017 Business Overview Automobile Business021 Business Overview Motorcycle Business024 Business Overview Marine BusinessMechanisms for Enhancing Value Creation025 Sustainability Policy028 Environmental032 Social043 Directors,Auditors and Officers

2、044 Corporate Governance051 Message from Outside Directors052 Compliance System and Risk Management System055 Risks and Countermeasures056 Stakeholder EngagementData Section057 11-Year Major Financial/Non-Financial Data059 Financial Review061 Consolidated Financial Statements064 Company Information0

3、65 Stock and Other InformationCorporate Profile001 Contents002 Message from the President004 Growth History005 Financial and Non-Financial Highlights007 Global Network008 Major Product Lineup009 Corporate PhilosophyOur Mission011 Suzukis Value Creation Process012 Suzukis Growth Strategy for FY2030Ab

4、out this reportIn order for the Suzuki Group to continuously grow for the next 100 years,the Company is promoting various initiatives.This report was published to help our stakeholders including shareholders,investors,and employees,to understand those initiatives.Financial and non-financial informat

5、ion are also available at our website.Period coveredThe period covered by this report is FY2021(from April 1,2021 through March 31,2022).However,this report also contains descriptions of some activities which took place before or after that time period.Information coveredThis report covers informati

6、on about not only Suzuki Motor Corporation,but also domestic and overseas Suzuki Group companies.(Unless“Group companies,”“dealers,”or“overseas”are indicated in each description,the information is related to Suzuki Motor Corporation alone.)Referred guidelinesGuidance for Integrated Corporate Disclos

7、ure and Company-Investor Dialogues for Collaborative Value Creation by the Ministry of Economy,Trade and IndustryInternational Integrated Reporting Framework by The International Integrated Reporting Council(IIRC)and other guidelinesCaution with respect to forward-looking statementsThis report conta

8、ins forward-looking statements based on the Companys judgments in line with current assumptions and information available at the time of publication.Therefore,these forward-looking statements involve risks and uncertainties.The Company does not guarantee that such forward-looking statements will be

9、realized.Please be advised that actual results may differ materially from those expressed or implied in the Companys forward-looking statements as a result of changes in a variety of factors.Factors that may affect actual results include economic conditions and trends in demand in major markets,as w

10、ell as volatility in foreign exchange rates(mainly the US dollar/yen,euro/yen,and Indian rupee/yen rates).Editorial PolicyInformation disclosure systemFinancial informationNon-financial information Integrated Report(PDF)Business Report(PDF)Financial Results(PDF)Securities Report(PDF)Corporate Profil

11、e(PDF)Sustainability Report(PDF)Corporate Governance Report(PDF)Integrated Report 2022ContentsIntegrated Report 20221Our MissionMechanisms for Enhancing Value CreationCorporate ProfileData SectionValue CreationContents1Reflections on Suzukis strengths as it celebrates its 103rd anniversarySuzuki was

12、 founded in 1920 with loom manufacturing as its first business.In 1952,Suzuki entered the motor-vehicle field with the launch of the Power Free 36cc,2-cycle auxiliary bicycle engine.Since then,Suzuki has contributed to peo-ples comfortable and fulfilling lives by providing user-friendly and affordab

13、le products,including motorcycles and automo-biles.The Company has expanded its business not just throughout Japan,but also to international markets,providing people worldwide with a“means of mobility.”We have con-tinued to make every effort to improve the daily lives of our customers as well as pro

14、mote economic and social develop-ment.We are proud that we will soon be celebrating our 103rd anniversary.Suzukis strengths include its extensive product lineup,which it has developed over many years,and its unique value chain,which enables it to deliver those products to custom-ers around the world

15、.Customers all across the world have embraced our diverse product offerings,which include auto-mobiles,motorcycles,outboard motors and electric senior vehicles.This has allowed us to establish a strong manage-ment platform that is adaptable to changes in the external environment.Furthermore,Suzuki w

16、ill move beyond the development,production,and popularization of products and services that satisfy customers diverse needs.Looking ahead,we will meet the challenge of creating innovative next-generation mobility services that have an impact on peoples daily lives and transportation infrastructure.C

17、hanges in the automobile industrys environment and Suzukis responseThe global automobile industry is in the midst of a once-in-a-century transformation period.The industry must tackle prior-ities such as contributing to carbon neutrality through environmental technology and sophistication of autonom

18、ous technologies that lead to improved traffic safety.These prior-ities have emerged as the key issues that will determine the future success of automakers.Among the many challenges facing the automobile indus-try,we are placing special emphasis on electrification initia-tives to achieve carbon neut

19、rality.Numerous automakers around the world are making a profound shift from traditional gasoline and hybrid vehicles to electric vehicles(EVs).Customers who are thinking about buying a car are increas-ingly asking us about the EV strategies that Suzuki will employ.Although we are moving forward wit

20、h development in order to launch an EV into the market as soon as possible,I believe that we must also assess the EV products design and the timing of its introduction to the market with a level head.For example,numerous customers drive Suzukis com-pact cars,an area where we excel,because they suppo

21、rt the affordability of those cars.A rise in the product price follow-ing the transition to EVs could diminish these advantages that Suzuki has in compact cars.We must also be cautious about whether the EV usage environment will be sufficiently developed in the future,particularly the expansion of c

22、harging infrastructure,which has a direct impact on user convenience.Suzuki will develop the right EVs for the right place at the right time,so to speak,that fit customer needs and usage patterns by balancing cost,driving range,and equipment.Our policy is to introduce EVs to the market at the proper

23、 time.Aiming to be a company essential to people and societyThe outlook for the automobile industrys environment remains unpredictable,primarily due to increased global geo-political risk and supply chain disruptions,in addition to the change of the whole life-style of human beings as a result of th

24、e spread of COVID-19.Automobile production constraints caused by tight supplies of semiconductors have not yet been completely alleviated.Under these conditions,we will continue to be cognizant of structural transformation,risk minimization,and sowing the seeds for the future,as we go about our dail

25、y operations.Message from the PresidentWe will deliver products and services of superior value,with the aim of being a company that is essential to people and societyToshihiro SuzukiRepresentative Director and PresidentIntegrated Report 20222Our MissionMechanisms for Enhancing Value CreationContents

26、Data SectionValue CreationCorporate ProfileMessage from the Presidentmini-vehicles as a means of mobility in regional areas of Japan?”and“What would an EV look like that customers who are now driving Suzuki vehicles could switch to without diffi-culty?”We will seek answers by confirming the“Three Ac

27、tuals”visiting the actual place,seeing the actual thing and understanding the actual situation,in order to develop the right EVs for the right place at the right time.We would like to develop products with value that only Suzuki can offer and that customers do not yet realize they need.Through our p

28、roducts,we want customers to say things like“This is the type of car I was looking for,”or“I really appreciate this service,”referring to their whole experience with Suzuki,including how products are sold and what kinds of services are provided.Once again,I believe that the ideal profile of Suzuki f

29、or the future is to become a lifestyle infrastructure company that makes people happy and healthy and revitalizes the economy by resolving the daily mobility issues of numerous people through efforts such as the construction of infrastructure and the introduction of next-generation mobility services

30、.We will continue to deliver products and services of superior value,with the aim of being a company that is essential to people and society.As we pursue sustained growth in our corporate value,we will also work diligently toward carbon neutrality and the realization of a sustainable society.our tru

31、sting relationships with them.It is also crucial that we increase our efforts to enforce compliance.Suzuki inadver-tently triggered two separate cases of misconduct relating to fuel efficiency and emissions tests in 2016 and final inspec-tions in 2018.Since then,we have worked hard to restore trust

32、by carefully adopting recurrence prevention measures and increasing compliance awareness among employees.These efforts are never-ending.We have commenced opera-tions at the Kosai Plants new final inspection building,and have put in place a mechanism to ensure that tests are per-formed correctly usin

33、g cutting-edge equipment.Moreover,we have continued to conduct Remember 5.18 activities,which are conducted annually with participation by all officers and employees,to ensure that the incidents of misconduct are not forgotten.We are determined to build a robust compli-ance system in terms of both t

34、angible and intangible factors.In terms of sowing the seeds for the future,we will work on carbon neutrality in India,Suzukis largest market.The Indian government aims to achieve carbon neutrality in 2070,which is far later than Japans target year of 2050.In India,there are still concerns about the

35、supply of stable electricity,and fossil fuels play an important role in the power mix.Furthermore,the number of customers who can afford to buy expensive EVs is limited.In this context,Suzuki will need to collaborate with individuals to promote carbon neutrality so that India may strengthen its econ

36、omy and its people can enjoy greater prosperity.Specifically,we are focusing on the business of refining biogas obtained from cow dung.Cows are plentiful in India,and their dung produces methane,a gas with a high green-house gas effect.We are considering refining carbon neutral fuel for automobiles

37、from this methane.This business is also expected to have other benefits,such as revitalizing farming communities,creating new jobs,and improving the energy self-sufficiency rate.In terms of EVs,starting with the introduction of commer-cial mini-vehicle EVs in Japan in FY2023,we will then launch EVs

38、in Europe and India in FY2024.Regarding Japanese mini-commercial vehicles,we are pursuing development while researching on-site usage patterns,driving character-istics and other factors,and coordinating our efforts with the Commercial Japan Partnership(CJP).For mini-EVs,we would like to explore ques

39、tions such as“How do people truly use As part of our structural transformation efforts,we will focus on simplifying operations,improving our corporate culture,and developing human resources.To dedicate ourselves to new types of work in areas such as electrification,carbon neutrality,and connectivity

40、,we will identify wasteful jobs and processes that do not add value,and simplify operations by ceasing,changing,and systematizing operations in that sequence.Rather than thinking like we always have,we will need to transform our own mindset to deal with disruptive changes in conditions,as we harness

41、 digital technologies and other resources as needed.Transforming our corporate cul-ture is another priority.Here,we will reaffirm the principle to“Establish a refreshing and innovative company through teamwork,”which is laid out in Suzukis Mission Statement,and foster a lively organization and an am

42、bitious corporate culture by encouraging thorough communication among employees.We are also devoting considerable effort to diver-sity programs.In order to make our workplaces comfortable and productive for both men and women,we have already begun revising various systems,such as childcare leave.Hum

43、an capital management has recently emerged as a key perspective on human resource development,and through this lens we will view education and training programs as for-ward-looking investments in our personnel.We will develop human resources to ensure that all employees can imple-ment our Mission St

44、atement and create corporate value.In an effort to minimize risk,we have developed a system that can assess the impact of semiconductor shortages on production early on and adapt flexibly.We have accomplished this by requesting that our business partners maintain suffi-cient inventory and by visuali

45、zing our supply chains based on Integrated Report 20223Our MissionMechanisms for Enhancing Value CreationContentsData SectionValue CreationCorporate ProfileMessage from the PresidentMajor management topics202020102000199019801970196019501940Net sales(billion yen)(FY)4003002001004,000Automobile proto

46、type completed in 1939Suzuki Loom Works at the time of foundingStarting out as a loom manufacturer,ambition for carsTransformation to an automobile manufacturerTaking on the world:Growth as a global companyWorking toward the next 100 yearsNon-consolidated basisConsolidated basisOperating profit(bill

47、ion yen)3,0002,0001,000Growth HistorySuzukis historic models2006 2006 Launched outboard motor DF300Launched outboard motor DF3002017 2017 Launched outboard Launched outboard motor DF350Amotor DF350A1965 Launched outboard motor DF5519851985Launched electric Launched electric senior vehicle ET10senior

48、 vehicle ET101974 1974 Launched motor chair Z600Launched motor chair Z60019991999Launched electric Launched electric senior vehicle ET-4Asenior vehicle ET-4A19821982Launched Launched ATV LT125ATV LT1251950s 1950s A46 Single-sided automatic A46 Single-sided automatic four-shuttle loomfour-shuttle loo

49、m1974Launched Launched Suzuki HouseSuzuki House1952 Launched Power Free1981 Launched GSX1100S KATANA1985 Launched GSX-R7501972 Launched GT380B1999 Launched Hayabusa1965 Launched T201983 Launched RG2501956 Launched Colleda 250TT2019 Launched KATANALaunched KATANA1955 Launched Suzulight1967 Launched F

50、ronte1970 Launched Jimny1979 Launched Alto1983 Launched Cultus(Swift)1988 1988 Launched Escudo Launched Escudo (Vitara)(Vitara)1993 1993 Launched WagonRLaunched WagonR2004 2004 Launched SwiftLaunched Swift2006 2006 Launched SX4Launched SX42014 Launched HustlerLaunched Hustler2022 2022 Launched outbo

51、ard motor Launched outboard motor DF140BG with Micro-Plastic DF140BG with Micro-Plastic Collecting DeviceCollecting Device2018 Launched Spacia GearLaunched Spacia Gear*The graph below is based on non-consolidated figures until FY1976 and consolidated figures from FY1977.*Until FY1974,the accounting

52、period was six months.*Operating profit has been disclosed since FY1960.Net sales Operating profit2002 Launched Skywave Launched Skywave(Burgman)650(Burgman)650YearMonthTopic1909Oct.Michio Suzuki founded Suzuki Loom Works1911Invented an upper and lower shuttle device and developed a two-shuttle trea

53、d loom that can weave striped patterns1912Invented a warp regulator,thereby completing the develop-ment of the Suzuki Power Loom1920Mar.Suzuki Loom Manufacturing Co.incorporated with Michio Suzuki as president1929Invented a card-saving device for the quad-shuttle loom,thereby completing the developm

54、ent of a sarong loom1930Started exporting a sarong loom to Southeast Asia1936Aug.Commenced research on automobiles1937Succeeded in developing an engine prototype1939Completed a small four-wheel sedan prototype1941Halted research on automobilesYearMonthTopic1952Jun.Announced the Power Free bicycle en

55、gine,entering the transportation equipment field1954Jan.Commenced research on mini-carsJun.Company name changed to Suzuki Motor Co.,Ltd.1955Oct.Launched the Suzulight,blazing a trail for mini-cars1957Feb.Shunzo Suzuki appointed as president1962Mar.Mission Statement established1965Apr.Entered the out

56、board motor field1973MayJitsujiro Suzuki appointed as president1974Apr.Entered the medical equipment fieldAug.Entered the housing field1975Suffered severe difficulties owing to delays in compliance with car emission regulations1978Jun.Osamu Suzuki appointed as presidentYearMonthTopic1981Aug.Entered

57、into business tie-up with General Motors Corp.(GM)1982Sep.Commenced automobile production at Pak Suzuki Motor Co.,Ltd.in Pakistan1983Dec.Commenced automobile production at Maruti Udyog Ltd.(currently Maruti Suzuki India Limited)in India1990Oct.Company name changed to Suzuki Motor Corporation1992Oct.

58、Commenced automobile production at Magyar Suzuki Corporation Ltd.in Hungary2000Jun.Masao Toda appointed as presidentOsamu Suzuki appointed as chairman and CEO2003Apr.Hiroshi Tsuda appointed as president2008Nov.Dissolved business tie-up with GMDec.Chairman and CEO Osamu Suzuki additionally appointed

59、as president2009Dec.Signed framework agreement with Volkswagen AG(VW)for a comprehensive partnershipYearMonthTopic2015Jun.Toshihiro Suzuki appointed as presidentAnnounced the Mid-Term Management Plan SUZUKI NEXT 100Sep.Acquired all the shares of Suzuki held by VW2017Feb.Commenced automobile producti

60、on at Suzuki Motor Gujarat Private Limited in IndiaConcluded memorandum toward business partnership with ToyotaApr.Reached basic agreement with Toshiba and Denso to establish a joint venture company for production of auto-motive lithium-ion battery packs in India2019Aug.Entered into capital alliance

61、 agreement with Toyota2020Mar.Celebrated 100th anniversaryNov.Announced the Suzuki Environmental Vision 20502021Feb.Announced the new Mid-Term Management Plan(April 2021 to March 2026)“Sho-Sho-Kei-Tan-Bi(Smaller,Fewer,Lighter,Shorter,Beauty)”2022Mar.Invested approx.150 billion in manufacturing of ba

62、ttery electric vehicles(BEVs)and automotive batteries in IndiaIntegrated Report 20224Our MissionMechanisms for Enhancing Value CreationContentsData SectionValue CreationCorporate ProfileGrowth HistoryFinancial and Non-Financial Highlights Countries where Suzuki has the No.1 market share for automobi

63、les(FY2021)NepalBoliviaNon-financial Suzukis strengthsStrengthReferencePenetration of hybrid vehicles Ratio of hybrid models(FY2021)Japan 51.7%India 9.9%Europe 86.2%Global 23.1%Suzuki has been working to popularize hybrid electric vehicles(HEVs)as part of its efforts against climate change.In FY2021

64、,HEVs accounted for 23%of Suzukis global sales.HEVs accounted for over half of sales in Japan and more than 80%of sales in Europe.We plan to focus on promoting the widespread use of HEVs in India as well.P.28 EnvironmentalLarge market share in Japan and India Market share(FY2021)Japan(mini-cars)30.2

65、%India(passenger cars)43.4%Suzuki has also been working to popularize mini-cars in Japan and compact cars in emerging countries,which provide an indis-pensable means of mobility for local commu-nities and peoples daily lives.In FY2021,Suzukis mini-car market share was 30.2%in Japan,and its passenger

66、 car market share was 43.4%in India.We will continue to aim for a mini-car market share of 30%or more in Japan and a passen-ger car market share of 50%or more in India.P.17 Business Overview Automobile BusinessSound financial condition Consolidated profit Consecutive years of profits 71Suzukis conso

67、lidated profit has been positive for 71 consecutive years since the fiscal year ended November 1950.The shareholders equity ratio was 45.2%as of March 31,2022.We will continue working to improve the shareholders equity ratio as an important management priority,while main-taining a healthy balance in

68、 securing funds.P.4 Growth StepsP.59 Financial Review12countriesAsia/Pakistan,India,Bhutan,Myanmar,NepalLatin America/Barbados,BoliviaAfrica*/Cte dIvoire,Djibouti,Angola,EthiopiaEurope/Hungary*Source:Suzukis research202169,19316,2672021161142291163812021437753098212021(FY)(FY)(FY)(FY)7,44771407,5582

69、0172018201920207,74255658,69857627,06263537,8628,8177,1786,80567386,910201720182019202043810433445484329457873208748668644028133281520172018201920202411421115201291281252132282091043723843501683185113325201720182019202065,17967,72168,49968,73915,26915,43115,64616,073 CO2 emissions from the whole val

70、ue chain(10,000 t-CO2)Total waste discharge amount at plants in Japan and major overseas plants(1,000 tons)Amount of water used at plants in Japan and major overseas plants(10,000 m3)No.of employees(Persons)Whole value chain:Total of Scope 1,2,and 3 Scope 1:Direct emissions from corporate activities

71、 Scope 2:Indirect emissions from energy Scope 3:Other indirect emissions*Scope of aggregation:Suzuki Motor Corporation,69 domestic manufacturing and non-manufacturing subsidiaries,and 31 overseas manufacturing and non-manufacturing subsidiariesHistorical data partially amended(Scope 1 and 2 emission

72、s in FY2017 and Scope 2 and 3 emissions in FY2018)Overseas plants Domestic manufacturing subsidiaries Suzuki*Scope of aggregation:8 plants of Suzuki Motor Corporation(Takatsuka and Toyokawa Plants included until July 2018),4 domestic manufacturing subsidiaries,and 17 overseas manufacturing subsidiar

73、ies Non-consolidated Consolidated Thailand Indonesia India Domestic manufacturing subsidiaries SuzukiIntegrated Report 20225Our MissionMechanisms for Enhancing Value CreationContentsData SectionValue CreationCorporate ProfileFinancial and Non-Financial HighlightsFinancial153,515221,259154,62420212,2

74、63,6724,155,15345.2%160,7474.5%2021139,390158,086148,080146,2223.7%4.1%4.2%4.6%2021161,505189,3892017201820192020150,877213,376148,926268,945164,158236,450136,545170,947202146459127.6%201720182019202044307437377448378553379015.1%18.7%29.7%29.8%2021160,3459.0%330.202021191,4605.4%2021(FY)(FY)3,568,38

75、01,073,7031,590,069418,07979,356407,172202197,98197,98112,06412,0643,204,877253,4583,568,38020172018201920203,757,2193,871,4963,488,4333,178,2092017201820192020215,730178,759134,222146,421488.8617.9%13.3%9.3%9.2%395.26286.36301.652017201820192020374,182324,365215,069194,43210.0%8.4%6.2%6.1%1,116,764

76、1,773,145510,64362,454294,2101,252,4471,762,377524,81070,722261,1391,179,5231,523,658465,26067,062252,9281,174,0341,293,149422,72268,074220,228201720182019202075,05375,05383,89383,89374,53574,53513,90213,90283,41183,41111,66611,6663,435,802246,3623,532,531255,0713,157,434242,5612,876,601206,5303,757

77、,2193,871,4963,488,4333,178,20920172018201920201,595,2273,340,8281,715,9143,401,9701,793,6573,339,7832,031,9644,036,36038.8%40.9%44.5%41.8%20172018201920202021113,922341,585445,171256,110250,848383,43780,708296,989171,533232,985415,439103,586132,589182,454125,456201720182019202067,744302,633(FY)(FY)

78、(FY)(FY)(FY)(FY)(FY)2,1455612,70720211,58153531,63420212,5566682,6027252,1796721,9246473,2243,3272,8522,57120172018201920201,51660601,68857571,66149491,48451511,5761,7451,7091,5352017201820192020(FY)(FY)Net sales by geographic region(Million yen)Net sales by segment(Million yen)Capital expenditure/D

79、epreciation and amortization(Million yen)R&D expenses(Million yen)Cash flows(Million yen)Operating profit decreased 2.9 billion(1.5%)year on year to 191.5 billion,due mainly to soaring raw material costs.Profit attributable to owners of parent increased 13.9 billion(9.5%)from the previous fiscal yea

80、r to 160.3 billion.Total assets were 4,155.2 billion(an increase of 118.8 billion from the end of the previous fiscal year).In terms of borrowings,the Company borrowed 400 billion in the consolidated first quarter of the previous fiscal year amid the global COVID-19 pandemic.Considering the uncertai

81、n outlook for the future business environment,including semiconductor shortages,the Company intends to maintain the current level of borrowings.The shareholders equity ratio was 45.2%as of the end of the consolidated fiscal year ended March 31,2022,recovering to the level at the close of the fiscal

82、year ended March 31,2020.Due to a decrease in cash flows from operating activities,free cash flow was held to positive 67.8 billion,a decline of 114.6 billion from positive 182.4 billion in the previous fiscal year.In the automobile business,investments were made in quality improvements and new prod

83、ucts at the Company and production capacity was ramped up at an Indian subsidiary.As a result,capital expenditure increased 18.4 billion for the entire Group.Difficult conditions,such as component supply shortages and soaring raw materials prices,are likely to continue.However,considering the import

84、ance of balancing growth investments in priorities such as CASE and carbon neutrality and returns to shareholders,annual dividends per share were set at 91 per share,an increase of 1 per share from the previous fiscal year.Global sales of automobiles increased year on year,with automobile sales incr

85、easing in regions other than Japan(such as Pakistan,India and certain other regions).Global sales of motorcycles increased in countries such as India,China and the Philippines.Operating profitProfitYear-end dividendOperating profit marginProfit per share()Interim dividendDividend payout ratioR&D exp

86、enses for the entire Group were 160.7 billion.By segment,R&D expenses were 144.6 billion for automobiles,12.1 billion for motorcycles,and 3.8 billion for marine and others.Consolidated net sales amounted to 3,568.4 billion.Despite shortages in the supply of components,including semiconductors,net sa

87、les increased by 390.2 billion compared with the previous fiscal year,when there was a serious impact from the global COVID-19 pandemic.In the automobile business,net sales surpassed the levels in the previous fiscal year and the fiscal year before that,while operating profit fell below the levels i

88、n the previous two fiscal years.In the motorcycle business,net sales increased due to factors such as the positive effect of introducing the all-new Hayabusa and structural improvements.In the marine business,net sales increased as sales of outboard motors remained firm in North America.In terms of

89、net sales by geographic region,net sales increased in Asia and Others,but declined in Japan and Europe.OthersNorth AmericaEuropeAsiaJapanOthersMarineMotorcycleAutomobile*Since FY2019,Marine+Others has been separately disclosed as Marine and Others.Marine+Others*Profit attributable to owners of paren

90、t(Million yen)Operating profit(Million yen)Dividends()ROETotal assetsJapanOverseasJapanOverseas(Including commemorative dividend of 11)Capital expenditureDepreciation and amortizationR&D expensesRatio of R&D expenses to sales Total assets/Net assets/Shareholders equity ratio(Million yen)Automobile s

91、ales(Thousand units)Motorcycle sales(Thousand units)Net assetsShareholders equity ratioCash flows from operating activitiesCash flows from investing activitiesCash flows from financing activitiesFree cash flowIntegrated Report 20226Our MissionMechanisms for Enhancing Value CreationContentsData Secti

92、onValue CreationCorporate ProfileFinancial and Non-Financial HighlightsGlobal NetworkEndearing,user-friendly,and high-quality Suzuki products have captured the hearts of customers in each country and area worldwide.The information,numerical values and other data on this page are as of March 31,2022.

93、Head office1542318 Magyar Suzuki Corporation Ltd.12345678910111213141516181920212223242526272829 30313233343517Major overseas distributors SalesAuto mobile MotorcycleOutboard motor1Suzuki Motor USA,LLC(USA)2Suzuki Marine USA,LLC(USA)3Suzuki Canada Inc.(Canada)4Suzuki Motor de Mexico,S.A.de C.V.(Mexi

94、co)5Suzuki Australia Pty.Ltd.(Australia)6Suzuki New Zealand Ltd.(New Zealand)7Suzuki Motor(China)Investment Co.,Ltd.(China)8Suzuki France S.A.S.(France)9Suzuki Italia S.p.A.(Italy)10Suzuki Deutschland GmbH(Germany)11Suzuki GB PLC(UK)12Suzuki Austria Automobil Handels GmbH(Austria)13Suzuki Motor Iber

95、ica S.A.U.(Spain)14Suzuki Motor Poland sp.z o.o.(Poland)15Suzuki Auto South Africa(Pty.)Ltd.(South Africa)Major overseas manufacturing companiesAuto mobile MotorcycleOutboard motor16Suzuki Manufacturing of America Corporation(USA)(ATV)17Suzuki Motor de Colombia S.A.(Colombia)18Magyar Suzuki Corporat

96、ion Ltd.(Hungary)19Suzuki Egypt S.A.E.(Egypt)20Jinan Qingqi Suzuki Motorcycle Co.,Ltd.(China)21Jiangmen Dachangjiang Group Co.,Ltd.(China)22Changzhou Haojue Suzuki Motorcycle Co.,Ltd.(China)23Tai Ling Motor Co.,Ltd.(Taiwan)24Suzuki Philippines Inc.(Philippines)25Suzuki(Myanmar)Motor Co.,Ltd.(Myanmar

97、)26Suzuki Thilawa Motor Co.,Ltd.(Myanmar)27Suzuki Motor(Thailand)Co.,Ltd.(Thailand)28Thai Suzuki Motor Co.,Ltd.(Thailand)29Cambodia Suzuki Motor Co.,Ltd.(Cambodia)30Vietnam Suzuki Corp.(Vietnam)31PT Suzuki Indomobil Motor(Indonesia)32Maruti Suzuki India Limited(India)33Suzuki Motor Gujarat Private L

98、imited(India)34Suzuki Motorcycle India Private Limited(India)35Pak Suzuki Motor Co.,Ltd.(Pakistan)Sales ProductionLocationsAsiaEuropeNorth and Central AmericaSouth AmericaAfricaMiddle EastOceaniaTotalNumber of trading countries/regions21463713541819208Number of manufacturing companies1911311026Domes

99、tic plants ProductionAuto mobileMotorcycleOutboard motor1Kosai Plant2Iwata Plant3Sagara Plant4Osuka PlantFoundry5Hamamatsu PlantNumber of domestic subsidiary distributors56 companiesSales of automobiles,motorcycles and outboard motors,etc.31 PT Suzuki Indomobil Motor(Cikarang Plant)35 Pak Suzuki Mot

100、or Co.,Ltd.32 Maruti Suzuki India Limited (Gurgaon Plant)32 Maruti Suzuki India Limited (Manesar Plant)33 Suzuki Motor Gujarat Private LimitedIntegrated Report 20227Our MissionMechanisms for Enhancing Value CreationContentsData SectionValue CreationCorporate ProfileGlobal NetworkMajor Product Lineup

101、*Units refer to global sales unit,while sales market and production site are based on FY2021 results.Photos are as of March 2022.*Global sales unit includes the overseas Alto and related models,besides the Japanese mini-car Alto(Photo:Japanese mini-car Alto)*Global sales unit includes overseas Wagon

102、R,besides the Japanese mini-car WagonR(Photo:Japanese mini-car WagonR)*Global sales unit includes overseas Carry and related models,besides the Japanese mini-car Carry(Photo:Japanese mini-car Carry)104,000 units39,000 units375,000 units284,000 units170,000 units209,000 units312,000 units*Photo:Jimny

103、 SierraAutomobilesMotorcyclesOutboard motorsMotorized wheelchairsSpaciaSales marketJProduction siteJSolioSales marketJOProduction siteJAltoSales marketJIA OProduction siteJIOWagonRSales marketJIA OProduction siteJIA OCarrySales marketJIA OProduction siteJIA OEverySales marketJIA OProduction siteJIA

104、OSwiftSales marketJIAEOProduction siteJIA O98,000 units6,000 units2,000 units16,000 units14,000 units31,000 units109,000 units471,000 units91,000 units63,000 units173,000 units168,000 units218,000 units121,000 unitsJimny/Jimny SierraSales marketJAEOProduction siteJIOEscudo(Vitara)Sales marketJAEOPro

105、duction siteESX4 S-CROSSSales marketJIAEOProduction siteIEBalenoSales marketJIAEOProduction siteIDzireSales marketIA OProduction siteIErtigaSales marketIA OProduction siteIABrezza/Vitara BrezzaSales marketIA OProduction siteIHayabusaSales marketJIAEN OProduction siteJOKATANASales marketJAEN OProduct

106、ion siteJOGSX-S125/150/750/1000Sales marketJAEN OProduction siteJA O*Global sales unit includes GSX-S1000F(Photo:GSX-S1000GT)GSX-R125/150/600/750/1000Sales marketJAEN OProduction siteJA O*Global sales unit includes GSX-R1000R (Photo:GSX-R1000R)V-Strom 250/650/1000/1050Sales marketJIAEN OProduction s

107、iteJA O*Global sales unit includes V-Strom 650XT/1000XT/1050XT(Photo:V-Strom 1050XT)GIXXER/GIXXER 250Sales marketJIA OProduction siteIA O*Global sales unit includes GIXXER SF/GIXXER SF250(Photo:GIXXER)Access 125/Address 125Sales marketIA OProduction siteIODF350ASales marketJAEN OProduction siteJDF14

108、0BGSales marketJAEN OProduction siteJET4DSales marketJProduction siteJJ JapanI IndiaA ASEANE EuropeN North AmericaO OthersIntegrated Report 20228Our MissionMechanisms for Enhancing Value CreationContentsData SectionValue CreationCorporate ProfileMajor Product LineupCorporate PhilosophyMission Statem

109、ent(From“50 Years of Suzuki”)Goal to strive for in making productsThe highest goals of a company and its reason for existence are the continuous production of even better products and the development of products of superior value.We must always remember to“focus on the customer”during the process.Th

110、is focus is the basis for research,and it must also be the basis for develop-ment,technology,manufacturing,and sales.This approach is founded on an awareness of factors such as quality,cost,and continuous improvement.Based on this foundation,we should consider how to incorpo-rate these factors into

111、our products(operations).Goal to strive for in building the companyThe two major pillars of management are the emergence of scientific management and the democratization of management.This demonstrates the significance of human relationships in management.A company(worksite)is an organic body that h

112、as been organized into a whole from its parts.However magnificent an organizations formalisms and systems,it cannot deliver optimal overall performance unless it is managed vigorously as a functional,unified body at all times.It follows that all employees must put their maximum effort into their job

113、s,thoroughly comprehend cross-organizational relationships,and engage in teamwork.They must pour their energy into developing a continually evolving,refreshing*and attractive company(worksite).Employees should also always maintain a Company-wide perspective so that operations do not become complacen

114、t and stagnant and are not hampered by self-righteous sectionalism.Employees should con-stantly strive to improve worksite morale.*Refreshing:A state of being energetic and lively,or having such an appearance.Goal to strive for in developing human resourcesPeople have boundless potential.However,the

115、 development of their potential is entirely based on individual effort and responsibility.Continuous effort and self-improvement through training are the only ways to max-imize your individual ability as a person and employee.The Companys development can only be improved when the abilities of all em

116、ployees are improved,and progress is made enthusiastically.However,it is also the duty of each supervisor to foster employees self-awareness as members of the organization and stimulate their motivation.It is important to keep in mind that exceptional human resources are produced through hard work a

117、nd guidance.In March 1962,Suzuki established the Mission Statement,which indicates the corporate policy of the Suzuki Group.1.Develop products of superior value by focusing on the customer2.Establish a refreshing and innovative company through teamwork 3.Strive for individual excellence through cont

118、inuous improvementThe Mission Statement sets three goals for all employees of the Suzuki Group to understand and strive for:a goal toward carrying out a companys social missions(making products),a goal for the corporate organization that they belong to(building the company),and a goal for them-selve

119、s(developing human resources),respectively.With the motto“products of superior value,”which is mentioned in the first paragraph of the Mission Statement,all employees of the Suzuki Group are making daily efforts as value creators.Integrated Report 20229Our MissionMechanisms for Enhancing Value Creat

120、ionContentsData SectionValue CreationCorporate ProfileCorporate PhilosophyPhilosophy of Conduct“Sho-Sho-Kei-Tan-Bi(Smaller,Fewer,Lighter,Shorter,Beauty)”The phrase“Sho-Sho-Kei-Tan-Bi”is an abbreviated phrase that means“smaller,fewer,lighter,shorter,beauty”in Japanese.Suzukis basic policy of conducti

121、ng efficient,high-quality manufacturing that eliminates waste was first expressed at its production sites using this phrase.Thereafter,“Sho-Sho-Kei-Tan-Bi”became widely known as a motto for the entire Suzuki Group,reaching far beyond production to all manner of departments and situations,as well as

122、its overseas operations.The concepts highlighted by this motto are fully imple-mented in the manufacturing of Suzukis products.Over the years,the motto has become well established within Suzuki as words that simply express Suzukis Philosophy of Conduct.“Smaller”leads to enhanced efficiency by making

123、 things compact,“Fewer”optimally distributes resources to what is most necessary by omitting waste“Lighter”slims down for enhanced efficiency,“Shorter”speeds up decision-making,action and reporting,communication,and consultation processes.The meaning behind“beauty”is that all activities are for the

124、best interest of our customers,and that our customers can only be satisfied for the first time once we meet all criteria of performance,quality,cost,reli-ability,safety and security,and compliance.Actual place,actual thing,actual situationWe will go directly to the actual place,see and touch the act

125、ual thing,and make realistic decisions grounded in facts.We will thoroughly eliminate theoretical discussions,and instead observe the actual things at the actual places,recognize the actual situation and appropriately capture the essence of things.Having done so,we will work to solve problems in a r

126、ealistic manner.Lean managementThe ability to always maintain quick decision-making,close inter-personal relationships,and the flexibility required to address change is often cited as an example of lean management.Even as the size of the Company grows,every employee will work hard to ensure that Suz

127、uki does not succumb to big company disease.To fulfill our social mis-sions,we will continue to boldly tackle challenges.MissionContinue to be an indispensable presence by staying closely attuned to peoples lives and providing a means of mobility for local communitiesIntegrated Report 202210Our Miss

128、ionMechanisms for Enhancing Value CreationContentsData SectionValue CreationCorporate ProfileCorporate PhilosophySuzukis Value Creation ProcessMissionContinue to be an indispensable presence by staying closely attuned to peoples lives and providing a means of mobility for local communitiesAim for su

129、stainable growth by solving social issues through business activities P.12(Growth Strategy)Business activities utilizing our characteristics and strengths Corporate Philosophy Direction of value creation(Alignment with SDGs)(Alignment with SDGs)Suzuki invests its capital and conducts business activi

130、ties utilizing its characteristics and strengths,with the entire Company pulling together to fulfill Suzukis mission.We will generate capital as outcomes from our activities and will reinvest that capital in our next stageof business activities,thereby paving the way for further growth.Key issues(ma

131、teriality)P.25Reduction of CO2 emissionsAir conservationWater resource conservationResource circulationBiodiversity conservationCorporate governance and complianceRespect for human rightsPrivacy and data securityOccupational health and safetyEstablishing a robust supply chainStable labor/management

132、relationsStable growth of sales and profitsNurturing of human resourcesDiversity of human resourcesProduct quality and safetyEconomical products and servicesReduction in traffic fatalitiesSustainable local communityFor the natural environmentIssues related to systems and mechanismsFor a better life

133、for peopleHuman related issuesIssues to be solved through businessIssues for strengthening the business baseCapital inputs Financial capitalShareholders equityShareholders equity ratioRatings P.6,57,65 Intellectual capitalR&D expensesNumber of R&D sites P.6,15,16,57,59 Manufacturing capitalProductio

134、n sitesCapital expenditureNumber of ISO 9001-certified sites P.6,7,16,32,57,60 Human capitalConsolidated number of employeesTraining expense P.5,36,58 Social and rela-tionship capitalNumber of sales and service sitesSupply chain P.7,40,54 Natural capitalElectricity useFossil fuelsWaterRaw materials

135、P.15,58Capital outcomes=Capital inputs for the next cycle of growth Financial capitalNet sales and operat-ing profitCash flowsROETotal dividend P.6,57,59,61 Intellectual capitalNumber of patents(Japan and India)P.41 Manufacturing capitalProduction units P.17,21,57 Human capitalRatio of women in mana

136、gement positionsPercentage of male employees taking childcare leave P.37,38,58 Social and relation-ship capitalCountries and regions where Suzuki has the No.1 market shareLocal procurement ratio in India P.5 Natural capitalCO2 emissionsWasteWastewater P.5,13,58Product and service outputs Automobiles

137、Sales units:2,707 thousand unitsNet sales:3,204.8 billion MotorcyclesSales units:1,634 thousand unitsNet sales:253.5 billion Outboard motorsNet sales:98.0 billion OthersNet sales:12.1 billionContribute to the economic development of emerging countriesContribute to the environment through smaller pro

138、ductsProvide economically competitive and high-quality products and servicesProvide an indispensable means of mobility for local communities and peopleEngage in manufacturing that excites and touches peoples livesSuzukis unique value:combining the Companys strengths to provide a means of mobility an

139、d support peoples livesIntegrated Report 202211Mechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationOur MissionSuzukis Value Creation ProcessSuzukis Growth Strategy for FY2030On January 26,2023,Suzuki held a briefing on its Growth Strategy for FY2030.With the mot

140、to to deliver“value-packed products”by focusing on the customer,Suzuki will carry out its unique Growth Strategy for FY2030 by operating under the principle of manufacturing“Sho-Sho-Kei-Tan-Bi(Smaller,Fewer,Lighter,Shorter,Beauty),”“Lean Management”which empha-sizes flexibility,agility,and the chall

141、enging spirit,and the“Three Actuals”principle,which omits impracticality and focuses on the actual place,thing,and situation.Outline of the growth strategyFor FY2030,Suzuki will contribute to the realization of a carbon neutral society and the economic growth of emerging countries such as India,ASEA

142、N,and Africa,with our main business regions,Japan,India,and Europe,as the core.We will focus on creating solutions that are unique to Suzuki,which are to develop products and services focused on the customer,and grow along with the operating countries and regions.Suzukis historyIn 1908,founder Michi

143、o Suzuki made a loom by hand in order to make his mothers work easier,which led to the founding of Suzuki Loom Works.A desire to solve the problems of its customers is where Suzuki started.It began as a loom business and expanded into multiple businesses.In 1952,the history of Suzuki motorcycles beg

144、an with the launch of the Power Free bicy-cle with an attached engine,which delighted customers by enabling them to travel longer distances with ease.Three years later,Suzuki entered the automobile sector with the launch of Suzulight,the first mass-produced mini-car in Japan,and ultimately expanded

145、into its current busi-ness with the later addition of outboard motors and motorized wheelchairs.In 1979,the Alto made its debut,reinventing a market for mini-cars in Japan.This led to a great leap forward in Suzukis overseas expansion with the formation of a business alliance with General Motors.Mor

146、eover,we were able to establish a joint venture com-pany in India because we were chosen as a partner for Indias national car development initiative.Subsequently,Suzukis reputation in India spread to Hungary,resulting in the expansion of plants into Europe.In order to grow together with the countrie

147、s and regions in which we operate,we have been contributing to economic development by expanding markets through local production overseas and by providing products and services that meet local needs.We have also contributed to the cultivation of local industries and the creation of employment throu

148、gh the local procurement of parts.We will continue to develop our mobility busi-ness centered on automo-biles and provide products and services that are women-friendly and elderly-friendly and sup-port our customers lives and work.Special FeatureGrowth StrategyJapanRealization of a carbon neutral so

149、cietyDevelopment of products and services focused on the customerGrowth along with the operating country/regionContributing to the growth of emerging countries (India,ASEAN,Africa,etc.)IndiaEuropeSuzukis unique solutionsPresident Suzuki announces growth strategy(January 26,2023)Michio Suzuki,founder

150、First loom,gifted to his motherLoom from the 1910s(restored)Suzuki Loom WorksProvision of products and services that support our customers lives and workJob creationGrowth along with the operating country/regionIndustry growthMarket expansionLocal productionEconomic developmentIntegrated Report 2022

151、12Mechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationOur Mission Suzukis Growth Strategy for FY2030 Major Initiatives for FY2030Carbon neutralityBased on the target date set by each government,Suzuki aims to achieve carbon neutrality in Japan and Europe by 2050

152、 and in India by 2070.We will continue to strive to achieve our car-bon neutral goals for each region,based on our mindset to expand our customers choices and deliver products and services that meet the needs of each region.ProductsAutomobilesIn Japan,starting with the introduction of commercial min

153、i-vehicle battery EVs in FY2023,we plan to introduce com-pact SUVs and passenger mini-vehicles,with 6 models to be launched by FY2030.In addition,we will develop new hybrids for mini and compact vehicles,and by combining them with battery EVs,we will offer various options for our customers.In Europe

154、,we will introduce battery EVs in FY2024,expand to SUVs and B-segments,with 5 models to be launched by FY2030.We will respond flexibly to environmental regulations and customer needs in each European country.In India,we will introduce the SUV bat-tery EV announced at the Auto Expo 2023 in FY2024,wit

155、h 6 models to be launched by FY2030.To provide a full range of products and services,Suzuki will provide not only battery EVs but also carbon neutral internal combus-tion engine vehicles that use CNG,bio-gas,and ethanol mixed fuels.MotorcyclesFor small and mid-sized motorcycles,which are used for da

156、ily transportation such as commuting to work,school or shopping,we will introduce a battery EV in FY2024.We plan to launch 8 models by FY2030 with a battery EV ratio of 25%.For large motorcycles for leisure purposes,we are considering adopting carbon neutral fuels.Outboard motorsFor small outboard m

157、otors that are often used in lakes and rivers,we will introduce battery EVs in FY2024.We plan to launch 5 models by FY2030 with a battery EV ratio of 5%.For large outboard motors used in the ocean,we are considering adopting carbon neutral fuels.New electric mobilitySuzuki has proposed a variety of

158、electric mobility options,including the electro senior vehicle,which is a new mode of transportation for people who have voluntarily returned their drivers licenses,the KUPO,which is an evolution of the senior vehicles,and the Mobile Mover*,a multi-purpose robotic dolly being developed in collaborat

159、ion with M2 Labo.We will take on the challenge of small mobility which supports our lives in new market segments created by the diversification of customer needs and changes in the environment.*Mobile Mover is a registered trademark of M2 Labo.EuropeIndiaJapan2050Carbon neutrality achievement goals2

160、070Integrated Report 202213Mechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationOur Mission Suzukis Growth Strategy for FY2030ManufacturingSuzuki will challenge to achieve carbon neutrality of domestic plants in FY2035.Suzuki Smart Factory CreationWe are promotin

161、g the Suzuki Smart Factory Creation by drawing out how manufacturing should be in 2030,so that we continue to become a company that secures peoples means of mobility worldwide.By combining Suzukis principle of manufacturing“Sho-Sho-Kei-Tan-Bi(Smaller,Fewer,Lighter,Shorter,Beauty)”with digitaliza-tio

162、n,we will optimize,minimize,and simplify the flow of data,things,and energy.Through these initiatives,we will become lean and tackle for carbon neutrality.Initiatives by domestic plantsAt the Kosai Plant,which is Suzukis largest production hub in Japan,efforts are made to reduce CO2 emission of pain

163、ting facilities by 30%through renewal of painting facilities and improvement of painting technologies for efficient and optimal use of energy.At the Hamamatsu Plant,which is the motorcycle production hub,through reduction of energy use and conversion into renewable energy including the expansion of

164、solar power generation facilities,the plant will now target to achieve carbon neutrality in FY2027,ear-lier than its initial target of 2030.By utilizing the know-hows earned at the Hamamatsu Plant to other plants,we will make initiatives to achieve carbon neutrality of all domestic plants in FY2035.

165、Carbon neutrality of Hamamatsu Pant in 2030 FY2027FY2020FY2027Reduction of energy use30%ElectricityGasCO2 emission50%20%Conversion to renewable energyCarbon offsetThe plant also produces green hydrogen from renewable energies including solar power generation.The hydrogen is utilized for verification

166、 test of fuel cell transporter,which started from the end of 2022.Hydrogen utilizationHydrogen productionGreen electricityWind power generationHydrogen generatorFuel cell transporterSolar power generationHydrogen burner:Painting process,etc.FactoryQualityStrengthen data linkage among departmentsProd

167、uct planningDevelop-mentProcure-mentMarketingIncrease product valueConduct wasteless business operations“Sho-Sho-Kei-Tan-Bi”Promote digitalizationCarbon neutrality of domestic plantsFY2035 Improvement of painting efficiency Paint development Exhaust heat recoveryOutside air Recycling of air Compact

168、boothReduce CO2 emission from painting facilities by 30%from FY2016 to FY2025Integrated Report 202214Mechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationOur Mission Suzukis Growth Strategy for FY2030Suzuki Global VenturesSuzuki headquarters,Yokohama Lab.,Suzuki

169、R&D Center India,and Maruti Suzuki will cooperate for efficient development by sharing the development in each field of future technologies,advanced technologies,and mass-production technologies.Also,the Suzuki Innovation Center is exploring new connections and innovations for Suzuki to thoroughly t

170、ake root in India.We will enhance our manufacturing strength by also coop-erating with outside partners including start-up companies,Suzuki Suppliers Association,and cooperation with universities in Japan and India.We will deepen our cooperation relationship with Toyota Motor Corporation while con-t

171、inuing to be a competitor,and aim for sustainable growth and conquer various issues surrounding the automobile industry.Through the cooperation,we will cooperate in development of advanced technologies including autonomous and battery of electrified cars,business expansion in promising emerging coun

172、tries,efforts for carbon neutrality in India,as well as formation of a recycling-based society that considers the environment.The Suzuki Global Ventures,a corporate venture capital fund established in 2022,is accelerating the co-creation activities with start-up companies by exceeding the frame-work

173、 of each company and their conventional businesses.We will make investments in areas that serve to solve customer and social issues,and contribute to development of ecosystem that grows with start-up companies.Biogas business in IndiaWhile we expect the Indian market to grow toward FY2030,we also ex

174、pect that increase in total CO2 emission amount is unavoidable,regardless of reduction in CO2 emission from products.We will challenge to strike a balance between increasing sales units and reducing total CO2 emission amount.Suzukis unique initiative to tackle this challenge is the biogas business,i

175、n which biogas derived from cow dung,which are dairy wastes that can be seen mainly in Indias rural area,will be pro-duced and supplied.This biogas can be used for Suzukis CNG models that account for approximately 70%of CNG car market in India.Suzuki signed an MOU with the Indian government agency N

176、ational Dairy Development Board and Banas Dairy,Asias largest dairy manufacturer,to conduct verification of biogas.We also invested in Fujisan Asagiri Biomass LLC.that makes power generation from biogas derived from cow dung in Japan,and are beginning its study.We believe that the biogas business in

177、 India not only contributes to carbon neutrality,but also promotes economic growth and contributes to the society of India.We are also in view of expanding the business to other farming areas in regions including Africa,ASEAN,and Japan in the future.Suzuki,the market leader of Indias automobile mark

178、et,con-tributing to carbon neutrality and economic growth of emerging countries,is consistent with the intent of the Paris Agreement,which requires harmony between developed countries and emerging countries for reduction of CO2 emission.We believe that we can contribute to our stakeholders throughou

179、t the world.PhotosynthesisCollect cow dungEat,egestProduce fuel and fertilizerOrganic fertilizerDriveOrganic farmingCO2 in atmosphereSolution to achieve carbon neutrality suited for IndiaRealization of recycling-based societyEconomic growthPopularization of affordable mobilityCreation of new jobsImp

180、rovement of energy self-sufficiencyCreation of income sources in rural areasPopularization of carbon neutral fuelSuppression of atmospheric emission of methanePromotion of organic fertilizerCarbon neutralityContribute to Suzukis stakeholders throughout the worldIntegrated Report 202215Mechanisms for

181、 Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationOur Mission Suzukis Growth Strategy for FY2030In the midst of once in a hundred years of great transformation,Suzuki believes that it is important to have a sense of“excitement,”“energetic,”and“unique”in our products,even wh

182、en we are challenging to strike a balance between carbon neutrality and contri-bution to growth of emerging countries.Our automobiles,motorcycles,outboard motors,and electro senior vehicles have always received enthusiastic support from our custom-ers,by being practical yet having emotional characte

183、rs.Suzuki employees throughout the world will unite as one to continue our challenges so that we can deliver products and services that support the daily lives of customers worldwide while being eco-friendly,the one thats always besides you to depend on,like a lifestyle partner.FY20183.8 trillionFY2

184、0213.5 trillionFY20224.5 trillionFY20254.8 trillionFY20307 trillionMid-term management planWe will invest 2 trillion in R&D expenses and 2.5 trillion in capital expenditures,a total of 4.5 trillion by FY2030.Of the 4.5 trillion,2 trillion will be electrification-related investments,of which 500 bill

185、ion will be battery-related investments.2 trillion is planned to be invested for R&D expenses in areas including carbon neu-trality such as electrification and biogas,as well as autonomous.2.5 trillion is planned to be invested for capital expenditures in facilities including construction of BEV bat

186、tery plant and renewable energy facilities.Consolidated net sales forecast for FY2022 is 4.5 trillion,which is growing at a pace to exceed the 4.8 trillion target for FY2025 set in the mid-term management plan.We would like to grow in line with the emerging countries by contributing to their growth.

187、We will challenge to double the FY2021 net sales result of 3.5 trillion to 7 trillion in FY2030.Investment of resources from FY2023 to FY2030Carbon neutrality,software Electrification,cow dung biogas business Automated driving,advanced safety technologies Construction of battery EV plant Renewable e

188、nergy facilities(Of which,electrification-related investment:2 trillion(including batteries-related investment:0.5 trillion)R&D expensesCapital expenditures2 trillion2.5 trillion4.5 trillionIntegrated Report 202216Mechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue Crea

189、tionOur Mission Suzukis Growth Strategy for FY2030Business Overview Automobile Business100110170122312813242020IndiaOthers2021(FY)1,4401,659Japan2021202020212020840930OthersAsiaEurope Sales composition ratio Automobile production(Thousand units)Automobile sales(Thousand units)22520623715930125460278

190、02020202143.4%47.7%1,3231,36556164730.7%30.2%IndiaOthersJapanOthersAsiaEurope(FY)2021202020212020Mini-car sharePassenger car share Operating results of the automobile business(Billion yen)2021152.84.8%2020172.06.0%Operating profitOperating profit margin(FY)Business policyIn Japan,the Group will aim

191、to maintain a market share of at least 30%in the mini-car segment and to increase sales of sub-compact and standard-sized vehicles by a factor of 1.5(in comparison with FY2020).In addition to maintaining and strengthening our business sales net-work,we will also aim to strengthen our direct sales ca

192、pabilities and expand sales of sub-compact and standard-sized vehicles by increasing the size of our sales outlets and securing human resources to accommodate this expansion.In terms of software development,we will promote the digitalization of sales operations.In India,we will encourage the widespr

193、ead adoption of hybrid vehicles,work to deploy CNG vehicles and introduce electric vehicles(EVs),and take the initiative in advancing electrification,which society is demanding as a response to environmental issues.We will also aim to increase our passenger car market share to at least 50%by enhanci

194、ng our sales capabilities,boosting prod-uct appeal,and reinforcing the production structure.Overview of FY2021Net sales increased by 328.2 billion(11.4%)year on year to 3,204.8 billion.Operating profit decreased by 19.2 billion(11.2%)year on year to 152.8 billion,mainly owing to soaring raw material

195、 prices.Production units/Sales unitsTotal overseas automobile production for FY2021 sur-passed the prior years level,increasing by 15.2%year on year to 1,982,000 units.Worldwide production,including Japan,rose by 6.4%year on year to 2,822,000 units.Sales of automobiles in overseas markets increased

196、by 11.5%to 2,145,000 units from the previous fiscal year.Total global sales,including Japan,increased by 5.3%to 2,707,000 units.*Sales units are based on Suzukis own research based on external data.Automobile business89.8%Marine businessMotorcycle businessIntegrated Report 202217Our MissionMechanism

197、s for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationBusiness Overview Automobile BusinessMarket summary and Suzukis business overviewJapanComparison of fiscal years from April to March86 thousand units(13.3%)IndiaComparison of fiscal years from April to March+42 thousand

198、 units(+3.2%)20212020561647Mini-carsSub-compact and standard-sized vehicles(FY)47053991108202120201,3651,323(FY)70521272029122922614301051634108CompactMiniUVMidsizeLCVVansJapan India 1.Market trends and business environmentTotal domestic automobile sales volume in FY2021 decreased by 9%to 4,216,000

199、units from the previous fiscal year,marking a third consecutive year on year decrease,reflecting the continued impact of global semiconductor shortages.Suzukis total domestic automobile sales volume also fell for the third consecutive year,as with overall market sales volume,down by 13%to 561,000 un

200、its.Our prod-uct strategy,which included the addition of the WagonR Smile,a derivative model of our key model WagonR,proved successful,and we achieved our target of captur-ing a share of at least 30%of sales in the mini-car market,Suzukis main battleground.2.Suzukis market advantage and strategiesSu

201、zukis key advantage lies in providing compact and affordable automobiles to customers in all regions of Japan to meet their day-to-day mobility needs.In addi-tion to our lineup of low-cost,fuel-efficient products,we have built a business sales*network to maintain sales and provide after-sales servic

202、es to customers nationwide.Leveraging our unique advantage,we maintain more than 10 million vehicles owned by customers across Japan.Looking ahead,we expect increasingly high product pricing due to the introduction of EVs and other advances in electrification as part of efforts aimed at achieving ca

203、rbon neutrality.However,we will continue to provide products unique to Suzuki that are suited to the daily lifestyles of consumers,and we will work to strengthen our sales and service network,which allows customers to drive our cars with peace of mind.*Business sales:One of the sales systems by whic

204、h Suzuki sells automobiles via Suzuki Motors,car maintenance shops,and other dealers that supply Suzuki products.1.Market trends and business environmentNew car sales(total market of passenger cars and com-mercial cars)in India increased in FY2021 by 506,000 units,or 15%,from 3,280,000 units in the

205、previous fiscal year to 3,786,000 units.This increase followed a recov-ery trend in the Indian economy,despite the impact of constraints on production and sales activities as a result of the spread of COVID-19,a second wave of infections(the delta variant),and global supply shortages of semi-conduct

206、or components.Suzukis sales surpassed the prior years level,totaling 1,365,000 units,an increase of 3%year on year.However,it will be necessary to con-tinue to pay close attention to trends in FY2022,specifi-cally concerns such as semiconductor shortages and soaring prices of raw materials and fuel.

207、It will also be necessary to implement timely measures to address recent changes in customer preferences and purchasing behavior at sales sites as well as stricter regulations over fuel efficiency,exhaust emissions,and safety.2.Suzukis market advantage and strategiesCurrently,we are further strength

208、ening our new vehicle sales network(3,357 locations as of March 31,2022)and service network(4,254 locations as of March 31,2022),which are the source of Suzukis strength.Concurrently,in FY2022,we aim to increase sales by enhancing our lineup through the aggressive introduc-tion of new models,includi

209、ng multiple SUV models.Based on 40 years of experience leading the Indian market,we are also working to swiftly identify market needs and actively introduce CASE(Connected,Autonomous,Shared&Services,Electric)and other new technologies to provide new value to our cus-tomers.At the same time,we will s

210、trive to enhance management efficiency by promoting digital transfor-mation as part of efforts to strengthen our manage-ment base and improve earnings.Integrated Report 202218Our MissionMechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationBusiness Overview Automo

211、bile BusinessASEANOthers20212020225206(FY)252837242310838211710055FranceItalyUKGermanySpain20212020155133(FY)23199124156616167343ThailandIndonesiaVietnamthe PhilippinesMyanmarOthers*ASEAN:Total of 10 countries,including Indonesia,Thailand,the Philippines,Vietnam,and Myanmar.ASEAN Europe 1.Market tre

212、nds and business environmentNew car sales in the ASEAN market in FY2021 increased by 14%year on year to 2,909,000 units.There were signs of recovery from the COVID-19 pandemic,with new car sales increasing by 72%year on year in Indonesia,our primary market.Suzukis sales units in ASEAN countries incr

213、eased by 17%from the previous fiscal year to 155,000 units owing to growth in sales of Carry,which is an Indonesian-produced small truck,to small-lot delivery business operators in response to the expansion of the e-commerce business.Suzukis market share was 5.3%,compared with 5.2%in the previous fi

214、scal year.2.Suzukis market advantage and strategiesWe will augment our model lineup with vehicles produced in India and Japan,with a focus on the Indonesian-produced Carry,Ertiga(3-row MPV)and XL7(3-row SUV),and we will strengthen our online-based sales activities,in order to increase our sales unit

215、s within the ASEAN region.Additionally,in consideration of the electrification policies being advanced by the governments of each country,our first step will be to successively start supplying the Indonesian-produced Ertiga Mild Hybrid vehicle to ASEAN countries.1.Market trends and business environm

216、entLooking at market trends and the business environment in Europe(EU,EFTA,and the UK)in FY2021,new car sales decreased by 5%year on year to 11,427,000 units,marking the third consecutive year of declining sales due to the impact of the spread of COVID-19,which has continued since 2020,and product s

217、hortages caused by semiconductor shortages.Meanwhile,progress on vac-cinations in each country alleviated the suspension of store operations due to lockdowns in the previous year.As a result,Suzuki posted automobile sales of 225,000 units,surpassing the prior years level with an increase of 10%year

218、on year.However,given the uncertainties in the future economic outlook due to semiconductor shortages and the Russia-Ukraine situation,as well as high fuel costs and general price levels,Suzuki will need to continue closely monitoring situations.2.Suzukis market advantage and strategiesIn order to m

219、eet stricter CO2 and exhaust emission regulations in Europe,Suzuki has been preparing to switch all of its passenger cars to hybrids and introduce EVs by FY2024.In addition,we have been working to address trends in the automobile industry such as CASE.Comparison of fiscal years from April to March+2

220、2 thousand units(+16.6%)EuropeComparison of fiscal years from April to March+20 thousand units(+9.6%)Integrated Report 202219Our MissionMechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationBusiness Overview Automobile BusinessPakistan Other regions 1.Market trend

221、s and business environmentOverall market sales in Pakistan in FY2021 stood at 293,000 units(the sum of sales units announced by the Pakistan Automobile Manufacturers Association(PAMA)and estimated sales units of major non-PAMA member manufacturers*),an increase of 70%year on year.This rise was cause

222、d by increased demand stimulated by a reduction in various taxes assessed when purchasing automobiles beginning in the middle of the year as the COVID-19 pandemic began to subside.Suzukis automo-bile sales in Pakistan were 131,000 units,up 79%year on year,with sales unit growth led by the all-new Al

223、to.*Beginning in FY2021,this figure includes major non-PAMA member manufacturers with large sales units.2.Suzukis market advantage and strategiesIn FY2021,we remained the market share leader,with a share of 44.8%versus 42.7%in the previous year.By introducing the Alto,a passenger car that meets Japa

224、ns mini-car specifications,as an entry model,we have captured growing automobile demand in Pakistan.Furthermore,with the start of production of the all-new Swift in February 2022,we are making efforts to gain new customer segments.We will continue to introduce new models.Concurrently,we will strengt

225、hen our sales network by expanding our 172 sales locations and 156 service locations throughout Pakistan.OceaniaOverall market sales in Oceania increased by 14%year on year to 1,245,000 units in FY2021,with Australia and New Zealand both showing sales recovery trends,despite the lingering impact of

226、COVID-19.Suzukis sales exceeded the prior years level,increasing by 12%year on year to 26,000 units.Suzukis market share remained unchanged at 2.1%from the previous year.Middle EastOverall market sales in the Middle East(excluding Iran)recovered in FY2021,increasing 21%year on year to 1,131,000 unit

227、s.Suzukis sales units rebounded as well,increasing 72%year on year to 19,000 units,aided by significant year on year sales increases in Saudi Arabia and the UAE.Suzukis market share increased from 1.2%in the previous fiscal year to 1.7%.Latin AmericaOverall market sales in Latin America recovered in

228、 FY2021,increasing by 11%year on year to 4,513,000 units.In many Latin American countries,Suzukis sales have recovered.Sales increased by 46%year on year to a record 123,000 units,centered on Indian-produced models.Suzukis market share increased from 2.1%in the previous year to 2.7%.By country,Suzuk

229、i improved its market share in Mexico,a core market,from 3.0%in the previous year to 3.3%and maintained top market shares in Bolivia and Barbados.In addition,Suzuki has been actively introducing hybrid vehicles in Latin America.AfricaOverall market sales in Africa recovered in FY2021,increasing 21%y

230、ear on year to 1,247,000 units.Suzukis sales units increased sharply by 115%from the previous fiscal year to 86,000 units.This increase reflected all-time high sales units in South Africa for the fifth con-secutive year,as well as contributions from significant sales unit growth in Egypt and Ethiopi

231、a.Suzukis share increased from 3.9%in the previous fiscal year to 6.9%.December Launched the all-new AltoSuzuki has launched the all-new Alto,which has under-gone a full model change.The Alto was first introduced in May 1979 as a practical mini-car with features such as being easy to drive,user-frie

232、ndly,and highly afford-able.The Alto created an entirely new market.Since its introduction,the Alto has been loved by customers.Cumulative sales of the Alto series have reached around 5,260,000 units*in Japan,making the Alto a model that represents Suzukis mini-cars.*The number of registered Alto pa

233、ssenger and commercial vehicles(excluding the Alto Lapin),based on research by Suzuki as of November 30,2021,using data from the Japan Light Motor Vehicle and Motorcycle AssociationFebruary Launched the all-new Baleno in IndiaSuzuki has launched the all-new,full model-changed premium hatchback Balen

234、o in India.The all-new Baleno has received a 360-degree makeover,featuring popular vehicle packaging including flowing and elegant vehicle styling,a roomy interior,and generous luggage space.The Baleno also offers luxury interior appointments and cutting-edge features such as a head-up display.In ad

235、dition,backseat comfort has been improved.Besides sales in India,Suzuki will suc-cessively begin to export the Baleno to markets such as Africa,Latin America and the Middle East.FY2021 TopicsIntegrated Report 202220Our MissionMechanisms for Enhancing Value CreationCorporate ProfileContentsData Secti

236、onValue CreationBusiness Overview Automobile BusinessBusiness policyOverview of FY2021Production units/Sales units Operating results of the motorcycle business(Billion yen)5351394666817428292009781,02471420202021557610IndiaOthersOthersAsiaEuropeNorthAmericaJapan(FY)2021202014.6%11.0%India scooter sh

237、are99673771573860718981,0332020IndiaOthers2021(FY)60075120212020AsiaOthersNorth AmericaJapanBusiness Overview Motorcycle BusinessIn the motorcycle business,we will aim to achieve sales of 2 million units and an operating profit margin of 5%or more,as set forth in our mid-term manage-ment plan,by bui

238、lding a universal platform and a diverse,attractive lineup.Total overseas motorcycle production(including ATVs)for FY2021 surpassed the prior years level,increasing by 17.8%year on year to 1,685,000 units.Worldwide production,including Japan,increased by 19.2%year on year to 1,784,000 units.In addit

239、ion,sales of motor-cycles(including ATVs)in overseas markets increased by 6.6%year on year to 1,581,000 units,while total global sales,including Japan,rose by 9.5%year on year to 1,634,000 units.*Sales units are based on Suzukis own research based on external data.Net sales increased by 47.0 billion

240、,or 22.7%from the previous fiscal year to 253.5 billion,mainly owing to an increase in sales of upper range high-end models such as the all-new Hayabusa.Operating profit increased by 8.3 billion,or 321.6%,from the previous fiscal year to 10.9 billion.Sales composition ratioMotorcycle business7.1%Mar

241、ine businessAutomobile business202110.94.3%20202.61.2%Operating profitOperating profit margin(FY)Motorcycle production(ATV included)(Thousand units)Motorcycle sales(ATV included)(Thousand units)Integrated Report 202221Our MissionMechanisms for Enhancing Value CreationCorporate ProfileContentsData Se

242、ctionValue CreationBusiness Overview Motorcycle Business202120205351(FY)1912152371211551125 cm350 cm3 or less251 cm3 or more126250 cm3ScootersBackbone20212020610521(FY)2327587494Japan 1.Market trends and business environmentOverall market sales in Japan in FY2021 were 426,000 units,increasing by 14%

243、from the previous fiscal year and by 19%from the second preceding fiscal year.Looking at Suzukis sales conditions,total sales units were 53,000 units,an increase of 5%from the previous fiscal year and 9%from the second preceding fiscal year.This was due to year on year sales increases of 12,000 unit

244、s,or 11%,in motorcycles with engine displacements between 126 cm3 and 250 cm3 and 7,000 units,or 35%,in motorcycles with engine displacements of 251 cm3 and above,reflect-ing a renewed awareness of the usefulness of motorcy-cles during the COVID-19 pandemic.Meanwhile,there was a year on year decreas

245、e to 19,000 units,a decrease of 17%from the previous fiscal year,in sales of models with engine displacements between 51 cm3 and 125 cm3 due to a contraction in the model lineup.2.Suzukis market advantage and strategiesWe will aim to expand our market share by continuing to increase sales of large d

246、isplacement models,in addition to expanding sales of models with engine dis-placements between 51 cm3 and 250 cm3,for which demand is growing.In the category of models with engine displacements between 51 cm3 and 125 cm3,we will introduce Indian-produced scooters.In the category of large displacemen

247、t models,we will seek to increase sales centered on Suzukis flagship model Hayabusa,and the GSX-S1000GT,which has proven popular ever since its introduction to the market.Suzuki will also hold events for users,such as the KATANA Meeting and V-Strom Meeting,to satisfy users pride in ownership of Suzu

248、ki motorcycles and to enhance their customer satisfaction.Market summary and Suzukis business overviewIndia 1.Market trends and business environmentOverall market sales of motorcycles in India in FY2021 were 13,466,000 units,decreasing by 11%from the previous fiscal year and 23%from the second prece

249、ding fiscal year.Several combinations of factors weighed down on the market.Among them were lockdowns and job losses during the COVID-19 pandemic,continuous increases in vehicle prices caused by soaring raw mate-rial prices,increases in gasoline prices,and a downturn in production due to semiconduct

250、or shortages.As a result,overall market sales were sluggish,down by 11%year on year,decreasing for the third consecutive year.Looking at Suzukis sales results,Suzukis sales were 610,000 units,a 17%increase from the previous fiscal year but an 11%decrease from the second preceding fiscal year.In FY20

251、21,Suzuki was the only company in the Indian motorcycle industry to have higher sales than in the prior year.This increase in sales was primarily due to Suzukis efforts to secure production units by switching to motorcycle models and specifications that could be manufactured despite semiconductor sh

252、ortages,as well as the effect of additional sales units from the introduction of the all-new scooter AVENIS in January.As a result,Suzukis market share increased from 3.4%in FY2020 to 4.5%.Suzuki has surpassed Yamaha and Royal Enfield to take 5th place in Indias motorcycle industry.2.Suzukis market

253、advantage and strategiesProduction is being affected by shortages of semiconduc-tors and unstable supplies of other parts(such as ABS).In response,Suzuki will make production adjustments in tandem with considering the use of alternative semicon-ductors.Through these efforts to stabilize production v

254、olume,we will lay the groundwork for sales growth.We will maintain the industrys top share for 125 cm3 class scooters,which is our key focus.We will also work to strengthen our sales network for backbone type models,as part of efforts to increase the sales volume.JapanComparison of fiscal years from

255、 April to March+2 thousand units(+4.6%)IndiaComparison of fiscal years from April to March+89 thousand units(+16.9%)Integrated Report 202222Our MissionMechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationBusiness Overview Motorcycle Business20212020214199(FY)1991

256、728163623111307ThailandIndonesiaCambodiaPhilippinesVietnam20202021(FY)ItalyGermanyFranceUKSpainOthers3644104692532744520202021USACanada3025517143ASEAN Europe/North America China 1.Market trends and business environmentOverall market sales of motorcycles in five ASEAN coun-tries in FY2021 were 10,784

257、,000 units,an increase of 20%from the previous fiscal year but a decrease of 18%from the second preceding fiscal year.In Vietnam,sales were below the prior years level,decreasing by 5%year on year to 2,519,000 units.However,sales in Indonesia,Thailand,the Philippines,and Cambodia showed a recov-ery

258、trend in comparison with the prior year,when they were heavily impacted by the COVID-19 pandemic.Suzukis total sales in the five ASEAN countries in FY2021 were 214,000 units,an increase of 8%from the previous fiscal year but a decrease of 31%from the second preceding fiscal year.Sales were lower tha

259、n in the previous year in all countries except the Philippines,specifically Indonesia,Thailand,Vietnam,and Cambodia,due in part to the introduction of new products by other companies.2.Suzukis market advantage and strategiesSuzuki has continued to be impacted by decreased pro-duction in connection w

260、ith supply shortages of parts by suppliers.In response,we have been working to stabilize production by gaining the cooperation of suppliers,along with working to develop,reorganize and otherwise modify our sales networks in each country,with the goal of driv-ing a recovery in sales.In addition to gr

261、owth in scooters,we will work to expand sales volume in the market for underbone frame type models,for which there is firm demand,by strengthening sales promotions.1.Market trends and business environmentOverall sales units in the North American market for motorcycles in FY2021 were 620,000 units,an

262、 increase of 2%from the previous fiscal year and 22%from the second preceding fiscal year.Suzukis sales were 17,000 units,a decrease of 42%from the previous fiscal year and 28%from the second preceding fiscal year,due to supply shortages of certain products caused by semiconductor shortages in addit

263、ion to logistics disruptions.However,since its introduction in June,the all-new Hayabusa has proven popular,selling more units than initially planned.Overall market sales in Europe were 1,211,000 units,increasing by 6%from the previous fiscal year and by 14%from the second preceding fiscal year,in s

264、tep with the recovery from the COVID-19 pandemic.Suzukis motor-cycle supply was unable to catch up with demand due to production adjustments associated with semiconductor shortages as well as shipping container shortages.As a result,Suzukis sales units were 25,000 units,decreasing by 31%from the pre

265、vious fiscal year and by 33%from the second preceding fiscal year.2.Suzukis market advantage and strategiesIn North America,we will strive to increase sales and improve our brand image with a focus on the new GSX-S1000/GT and the sports/offroad models that we were able to supply in large numbers at

266、the end of FY2021.In Europe,we will strive to restore motorcycle supply,while expanding sales with a focus on the new GSX-S1000/GT and the GSX-S125/R125,which meet Euro 5 emissions regulations.1.Market trends and business environmentOverall market sales in China for FY2021 were 5,967,000 units,a 6%d

267、ecrease from the previous fiscal year and a 3%decrease from the second preceding fiscal year.Suzukis sales were 432,000 units,up by 11%from the previous fiscal year and 56%from the second preceding fiscal year,outperforming the overall market.This increase in Suzukis sales was due to increased sales

268、 of 125 cm3 scooters.2.Suzukis market advantage and strategiesIn the overall market,sales of scooters and 150 cm3 and larger backbone frame type models have been growing.Accordingly,Suzuki will strive to expand sales with a focus on 125 cm3 scooters(UU125,UY125,UE125)and 150/250 cm3 backbone frame t

269、ype models(GIXXER 150,GL 150,GSX250R,V-Strom 250).FY2021 TopicsFebruary Launched the all-new sports tourer GSX-S1000GTSuzuki has successively started sales of the all-new sports tourer GSX-S1000GT around the world.Based on an entirely new concept,the GSX-S1000GT is a com-pletely redesigned version o

270、f the fully-faired street bike GSX-S1000F.The GSX-S1000GT was launched in Japan in February.It is a sports tourer with enhanced touring capabilities that has inherited the DNA of a super sports bike.At the same time,the GSX-S1000GT embodies Suzukis pursuit of daily handling ease,as well as high-spee

271、d stability for comfort long-distance touring.ASEANComparison of fiscal years from April to March+15 thousand units (+7.8%)EuropeNorth AmericaComparison of fiscal years from April to March11 thousand units(31.3%)Comparison of fiscal years from April to March13 thousand units(42.3%)Integrated Report

272、202223Our MissionMechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationBusiness Overview Motorcycle BusinessBusiness policyThe Group will work with the aim of achieving the sales target of 100.0 billion set forth in the mid-term man-agement plan under the brand sl

273、ogan“THE ULTIMATE OUTBOARD MOTOR.”We will also continue to advance the Suzuki Clean Ocean Project and engage in global activities to protect the Earths beautiful oceans.Market summary and Suzukis business overview1.Market trends and business environmentIn FY2021,amid the ongoing COVID-19 pandemic,bo

274、ats were recognized as a leisure activity that enables avoidance of the“Three Cs”(closed spaces,crowded places,and close-contact settings)and the outboard motor market expanded rapidly.To keep up with this market expansion,we ramped up our production capacity and saw significant growth in sales,prim

275、arily in North America.As a result,both net sales and operating profit reached all-time highs.2.Suzukis market advantage and strategiesWe began the Suzuki Clean Ocean Project activity in 2020.This project is based on the Clean-Up the World Campaign that is waterside cleanup activities which has been

276、 conducted since 2010.Now,these activities are included in the Suzuki Clean Ocean Project activity,and the total number of participants in them surpassed 10,000 people in 2021.In addition,an activity to reduce plastic packaging for outboard motors and spare parts was started in 2020 as the second ac

277、tivity of the Suzuki Clean Ocean Project activity.Subsequently,an activity to develop a Micro-Plastic Collecting Device for out-board motors was added,which has been installed as standard equipment on certain outboard motor models produced since July 2022.By providing a better marine lifestyle while

278、 stimulat-ing customer empathy for a cleaner environment,Suzuki will seek to differentiate the Suzuki outboard motor brand from the competition and further strengthen its business.FY2021 TopicsSeptember Unveiled new marine products at the Cannes Yachting FestivalWe unveiled new marine products at th

279、e Cannes International Boat Show in France.We specifically announced the new Suzuki Precision Control,a device that electronically controls throttle opening and shift position;the new Keyless Start System,which allows users to start the engine without inserting a key simply by having a key-fob nearb

280、y;and the Suzuki Multi-Function Gauge,an LCD color display that displays critical information for operating boats.Business Overview Marine BusinessOverview of FY2021Net sales increased by 14.6 billion,or 17.5%,year on year to 98.0 billion,and operating profit increased by 6.9 billion,or 40.5%,year o

281、n year to 24.0 billion as sales of outboard motors in North America remained firm.Net sales and operating profit both reached all-time highs.Sales composition ratioMarine business3.1%AutomobilebusinessMotorcycle business Operating results of the marine business(Billion yen)202124.024.5%202017.120.5%

282、Operating profitOperating profit margin(FY)Integrated Report 202224Our MissionMechanisms for Enhancing Value CreationCorporate ProfileContentsData SectionValue CreationBusiness Overview Marine BusinessMechanisms for Enhancing Value Creation We will promote our future initiatives by using the newly i

283、dentified and verified materiality as the basis of Suzukis sustainability policy.We will also review each topic periodically in accordance with changes in the sur-rounding business environment.Structure for promoting sustainabilityAt the Executive Committee meetings attended by Representative Direct

284、ors and Directors and Officers con-cerned,issues,policies,and measures concerning sus-tainability are discussed.Issues of particular importance are discussed by the Board of Directors.Along with the management,the Company as a whole aims to promote viable sustainable activities.The dedicated departm

285、ent established within the Corporate Planning Office to promote sustainability takes the lead in promoting cross-organizational initiatives to solve social issues.Defining materiality(key issues)Following the formulation of the mid-term management plan announced in February 2021,we performed a revie

286、w of the materiality(key issues)specified in 2015 by giving consideration to changes in the environment surrounding our business.Steps in defining materialityStep 1Identify issues by using as reference various indices specified in the ESG guidelines,such as the GRI Standards and SASB Materiality Map

287、.Step 2Check their alignment with the issues specified in the mid-term management plan at the Corporate Planning Office and other sustainability-related departments.Step 3Check their adequacy and completeness by examining their significance from the perspective of stakeholders through engagement wit

288、h ESG investors,environmental NGOs,and ESG rating agencies.Step 4Specify materiality by discussing the adequacy and completeness of the identified issues at the Executive Committee,verify the significance of these issues depending on the nature of each,and confirm the appropriate method of disclosur

289、e.Step 5Discuss and approve the materiality at the Board of Directors.Materiality matrixWhile“focusing on the customer”as stated in our Mission Statement and remaining mindful of how to contribute to society and customers by solving issues,we have divided the identified materiality(key issues)broadl

290、y into two groups:Issues to be solved through business and Issues for strengthening business base.Issues to be solved through businessReduction of CO2 emissionsAir conservationWater resource conservationResource circulationBiodiversity conservationProduct quality and safetyFor the natural environmen

291、tFor a better life for peopleEconomical products and servicesReduction in traffic fatalitiesSustainable local communityIssues for strengthening the business baseCorporate governance and compliancePrivacy and data securityEstablishing a robust supply chainStable growth of sales and profitsRespect for

292、 human rightsIssues related to systems and mechanismsHuman related issuesOccupational health and safetyStable labor/management relationsNurturing of human resourcesDiversity of human resourcesSociety/CustomerIntegrated Report 202225Our MissionCorporate ProfileContentsData SectionValue CreationMechan

293、isms for Enhancing Value CreationSustainability PolicySustainability Policy Efforts for SDGsThe Suzuki Group supports the SDGs*and will actively ful-fill its responsibility to address issues where it can help to achieve goals through its business activities.Suzuki has contributed to developing and p

294、opularizing environmentally friendly compact cars and creating jobs in emerging countries.Through business activities that take advantage of Suzukis strengths,Suzuki will help to solve social issues in tandem with generating profits.Suzuki aims to contribute to a sustainable society and achieve prof

295、it growth in a well-balanced manner.*SDGs(Sustainable Development Goals):adopted by the United Nations in 2015.For the natural environment Reduction in the amount of CO2 emitted Air conservation Water resource Resource circulation Biodiversity Suzuki Clean Ocean Project For a better life for people

296、Product quality SUZUKI Safety Support Alliance with Toyota Motor Corporation,CJP collaborationHuman related issues Respect for human rights Occupational health and safety Health care Human resources development Diversity of human resources Issues related to systems and mechanisms Corporate governanc

297、e Compliance Traffic safety activities Educational support Disaster relief activities Forest conservation activities Other social contribution activities Through our business Through strengthening the business base Through our community contribution activitiesIntegrated Report 202226Our MissionCorpo

298、rate ProfileContentsData SectionValue CreationMechanisms for Enhancing Value CreationSustainability PolicyRespect for human rights was discussed as part of the process of defining the Companys materiality(key issues).It was defined as one of the“Issues for strengthening the business base,”and confir

299、med by the Board of Directors in October 2021.2.Response to human rights risks(human rights due diligence)(1)Defining human rights risksThe Suzuki Group will define potential or actual human rights risks linked to its business and establish mecha-nisms to prevent or mitigate such risks.Notably,the S

300、uzuki Group will conduct these activities based on the awareness that emerging countries where it actively conducts business have relatively high human rights risks,such as the risks of forced labor and child labor.(2)Remediation and remedyIf it is found that we have caused or are involved in any ad

301、verse human rights impacts,we will take appropri-ate steps to remediate such impacts.As part of these efforts,the Suzuki Group will set up a consultation desk that can be used by the relevant affected parties.(3)EducationWe will provide appropriate human rights-related education and awareness-raisin

302、g for all officers and employ-ees working at the Suzuki Group to ensure that they understand and implement this policy.(4)Dialogue and discussion with stakeholdersWe will continuously conduct dialogue and discussion about impacts on human rights with relevant stakehold-ers both within and outside th

303、e Company.In addition,we will consult with third-party organizations with expertise in human rights to ensure the effectiveness of our efforts.(5)Disclosure of information We will periodically disclose information regarding our human rights efforts and strive for transparency,while also fulfilling o

304、ur accountability to stakeholders.The Board of Directors approved this policy in December 2022.It will be amended as needed based on the circumstances.December 2022 Toshihiro SuzukiRepresentative Director and President Basic policy regarding human rights As stated in the Suzuki Group Code of Conduct

305、,we strive to rigorously implement respect for human rights as we believe that it is the base for all corporate activities.In December 2022,we established the Suzuki Groups new basic policy regarding human rights.Guided by this policy,we will advance human rights initiatives together with all stakeh

306、olders.Priorities for human rights1.Prohibiting discrimination and harassment 2.Prohibiting forced labor3.Prohibiting child labor 4.Engaging in dialogue and discussion with employees(Basic policy)Suzuki Motor Corporation(hereinafter,Suzuki)has been placing the motto“Develop products of superior valu

307、e by focusing on the customer,”as the first paragraph of its Mission Statement,and strives to make truly valuable products to satisfy customers(established in 1962).In keeping with the spirit of the Mission Statement,Suzuki has formulated the Suzuki Group Code of Conduct(hereinafter,the Code of Cond

308、uct)as a set of rules for enabling all officers and employees working in the Suzuki Group(Suzuki and its consolidated subsidiaries)to dedicate themselves to their duties healthily,efficiently and energetically(formulated in 2016).The Code of Conduct clearly establishes respect for human rights as an

309、 import-ant guiding principle and states that the Suzuki Group will remain aware of international norms concerning human rights and respect fundamental human rights in accordance with the laws and regulations of each country or region.The Suzuki Group has no intention of taking part in any action th

310、at would lead to infringement of human rights.We believe that respect for human rights is the foundation of all of our global corporate activities,and therefore we will thoroughly implement respect for human rights.1.Governance(1)Respect for laws,regulations,and international norms concerning human

311、rightsThe Suzuki Group will respect the human rights stipulated in international rules(freedom of association,approval of collective bargaining rights,prohibition of forced labor,prohibition of child labor,elimination of discrimination,etc.),such as The Universal Declaration of Human Rights(UDHR);In

312、ternational Covenant on Economic,Social and Cultural Rights(ICESCR);International Covenant on Civil and Political Rights(ICCPR);and The ILO Declaration on Fundamental Principles and Rights at Work(ILO Core Labor Standards).The Suzuki Group will work to implement respect for human rights,referring to

313、 guidelines such as the Guiding Principles on Business and Human Rights(UNGPs),the OECD Guidelines for Multinational Enterprises,and Japans Guidelines on Respect for Human Rights in Responsible Supply Chains.Furthermore,the Suzuki Group will comply with local laws and regulations regarding human rig

314、hts in every country where it conducts business.If there are discrepancies between international norms on human rights and the laws and regulations of each country or region,the Suzuki Group will strive to respect the higher stan-dard of human rights.(2)Scope of applicationThis policy applies to all

315、 officers and employees(including dispatched employees).Companies in the Suzuki Group will strive to thoroughly inform their officers and employees about this policy to ensure their compliance.The Suzuki Group also expects all of its business partners involved in its operations,including suppliers a

316、nd dealers,to understand this policy and make efforts to respect human rights.We will actively encourage such efforts and cooperate with our business partners to advance activities.(3)Suzukis management structureAt the Executive Committee,which is attended by Executive Officers and divisional respon

317、sible persons(Executive Officers and divisional general managers),issues,policies and measures concerning sustainability,including human rights,are discussed.Issues of particular importance are discussed by the Board of Directors.Along with the management,the Company as a whole aims to promote viabl

318、e activities.Suzuki Groups basic policy regarding human rightsIntegrated Report 202227Our MissionCorporate ProfileContentsData SectionValue CreationMechanisms for Enhancing Value CreationSustainability PolicyEnvironmentalissues such as environmental policies and mid-to long-term environmental target

319、s.In addition to the regular meetings held twice a year,subcommittees have been established for the purpose of making critical decisions swiftly,creating a structure that allows for more flexible management of meetings.Recently,the Carbon Neutral Subcommittee was held to accelerate decision-making t

320、hrough intensive discussions on decarbonization.Suzuki Group Environmental OrganizationIn April 2001,Suzuki established the Suzuki Environmental Committee as the top decision-making body of the envi-ronmental management system for the entire Group.Meetings by the Suzuki Environmental Committee are h

321、eld twice a year to determine our environmental policies and mid-to long-term environmental targets,check the progress of existing issues,and decide on policies for handling urgent problems.The Executive Committee and the Board of Directors discuss and report on important Suzuki Group Environmental

322、Organization*Some non-manufacturing subsidiaries are omitted.As of November 2022Those appointed by the ChairpersonAutomobile Vehicle EngineeringProcurement StrategyEV OperationsManufacturingManufacturing Subsidiaries (in Japan and overseas)Vehicle Regulations and Engineering AdministrationEnvironmen

323、tal Committee Chairperson(President)Person Responsible for Environmental Activity PromotionSubcommitteeSecretariat(Environmental Group,Vehicle Regulations and Certification Dept.)Automobile Electrical/Electronic EngineeringIndia OperationsManufacturing Subsidiaries(overseas)Suzuki representative in

324、Environmental Technology and Policy Committee of Japan Automobile Manufacturers Association,Inc.Product PlanningMotorcycle OperationsSales Distributors (in Japan and overseas)Global Automobile MarketingSales Distributors(overseas)Spare Parts and AccessoriesMarine OperationsSales Distributors (in Jap

325、an and overseas)Automobile Powertrain EngineeringLegal/IPAuditDomestic MarketingSales Distributors(in Japan)New Mobility ServiceQuality Assurance and InspectionHuman Resources DevelopmentFinanceGlobal ITPublic Relations and Corporate CommunicationsCorporate Planning OfficeIntegrated Report 202228Our

326、 MissionCorporate ProfileContentsData SectionValue CreationMechanisms for Enhancing Value CreationEnvironmentalOverall image of Suzukis environmental strategySuzuki has formulated a Suzuki Environmental Plan every five years to promote environmental initiatives and ensure continuous improvement thro

327、ugh the plan-do-check-action(PDCA)cycle.Toward achieving the Suzuki Environmental Vision 2050 and Milestone 2030,we will continue to promote our ini-tiatives by setting short-term targets through backcasting.Suzuki Environmental Vision 2050 Smaller,Fewer,Lighter,Shorter,Beauty“Smaller,fewer,lighter,

328、shorter,beauty”:these are the words which Suzuki has held since the early 1990s to express the basis of its manufacturing.In manufacturing,this maximizing the value offered to customers while making products that are as small,light and beautiful as possible,using the fewest resources and the shortes

329、t times and distances.We believe that this“smaller,fewer,lighter,shorter,beauty”concept also applies to the initiatives toward tackling global environmental issues including climate change,water shortages,and resource depletion.On the occasion of the Companys 100th anniversary,we have set the Suzuki

330、 Environmental Vision 2050 as a compass toward 2050,in order to“contribute to society and become a company loved and trusted throughout the world”for the next 100 years.Based on the“smaller,fewer,lighter,shorter,beauty”concept,Suzuki will aim to realize our ideal future.That is,to make the environme

331、ntal impact from our business activities smaller and fewer,make the environ-mental load lighter,shorten the time it takes to tackle various environmental issues,and keep the earth bounti-ful and beautiful.Carbon neutrality in the field of products P.13 Carbon neutrality in the field of manufacturing

332、 P.14ThemeSuzuki Environmental Vision 2050Milestone 2030Climate changeCO2 emitted from products Reduce CO2 emitted from new automobiles by 90%on a Well-to-Wheel basis compared to FY2010 by 2050 Reduce CO2 emitted from new automobiles by 40%on a Well-to-Wheel basis compared to FY2010 by 2030CO2 emitt

333、ed from business activities Reduce CO2 from business activities per sales unit by 80%compared to FY2016 by 2050 Reduce CO2 from business activities per sales unit by 45%compared to FY2016 by 2030Air conservation Minimize air-polluting substances emitted from business activities and products by 2050 By 2030:Reduce use of fossil fuels in business activities and expand use of renewable energies Contr