Honda Motor Co., Ltd. Annual Report 2013

Transcription

1 Honda Motor Co., Ltd. Annual Report 2013 Year Ended March 31, 2013

2 Corporate Profile Honda Motor Co., Ltd., operates under the basic principles of Respect for the Individual and The Three Joys expressed as The Joy of Buying, The Joy of Selling and The Joy of Creating. Respect for the Individual reflects our desire to respect the unique character and ability of each individual person, trusting each other as equal partners in order to do our best in every situation. Based on this, The Three Joys express our belief and desire that each person working in or coming into contact with our company, directly or through our products, should share a sense of joy through that experience. In line with these basic principles, since its establishment in 1948, Honda has remained on the leading edge by creating new value and providing products of the highest quality at a reasonable price, for worldwide customer satisfaction. In addition, the Company has conducted its activities with a commitment to protecting the environment and enhancing safety in a mobile society. The Company has grown to become the world s largest motorcycle manufacturer and one of the leading automakers. With a global network of 369* subsidiaries and 86* affiliates accounted for under the equity method, Honda develops, manufactures and markets a wide variety of products to earn the Company an outstanding reputation from customers worldwide. * As of March 31, 2013 Acura MDX

3 Contents 02 The Power of Dreams 04 Financial Highlights 06 To Our Shareholders 12 Summary of Operating Results by Business 14 Review of Operations 14 Motorcycle Business 18 Automobile Business 22 Power Product and Other Businesses 23 Financial Services Business 24 Risk Factors 29 Corporate Governance 30 Board of Directors, Corporate Auditors and Operating Officers 32 Financial Section 63 Investor Relations Information Honda Corporate Reporting Map CSR: Philanthropy: Environment: Safety: Caution with Respect to Forward-Looking Statements This annual report contains forward-looking statements as defined in Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Such statements are based on management s assumptions and beliefs, taking into account information currently available to it. Therefore, please be advised that Honda s actual results could differ materially from those described in these forward-looking statements as a result of numerous factors, including general economic conditions in Honda s principal markets; foreign exchange rates between the Japanese yen and the U.S. dollar, the Euro and other major currencies; and extensive environmental and other governmental regulations, as well as other factors detailed from time to time. On the Cover: Honda Accord (North American model) The all-new, ninth-generation Honda Accord went on sales in September This new Accord offers sophisticated styling, premium features and unique technologies that make the Accord more fuel efficient and fun to drive. Honda Motor Co., Ltd. 01

4 1 The Power of Dreams Dreams inspire us to create innovative products that enhance mobility and benefit society. To meet the particular needs of customers in different regions around the world, we base our sales networks, research and development centers, and manufacturing facilities in each region. Furthermore, as a socially responsible corporate citizen, we strive to address important environmental and safety issues. Photos 1: Acura NSX 2: Gold Wing F6B 3: HondaJet 4: Acura RLX 5: Honda associates celebrate export milestone 02 Annual Report 2013

5 Honda Motor Co., Ltd. 03

6 Financial Highlights Years ended March 31 Yen (millions except per share data) Net sales and other operating revenue 8,936,867 7,948,095 9,877,947 Operating income 569, , ,810 Operating margin (%) Income before income taxes and equity in income of affiliates 630, , ,891 Equity in income of affiliates 139, ,406 82,723 Net income attributable to Honda Motor Co., Ltd. 534, , ,149 Cash dividends paid during the period 92, , ,765 Research and development 487, , ,270 Total equity 4,572,524 4,517,902 5,197,742 Total assets 11,577,714 11,787,599 13,635,357 Total Honda Motor Co., Ltd. shareholders equity 4,439,587 4,392,226 5,037,477 Capital expenditures (excluding purchase of operating lease assets) 326, , ,408 Depreciation (excluding property on operating leases) 377, , , Net Sales and Other Operating Revenue 9,877.9 billion yen 2013 Operating Income billion yen Operating Margin 5.5% 2013 Equity in Income of Affiliates 82.7 billion yen Net Sales and Other Operating Revenue Operating Income / Operating Margin Equity in Income of Affiliates Yen (billions) 12,000 Yen (billions) (%) Yen (billions) 150 8, , Operating Income (left scale) Operating Margin (%) (right scale) 04 Annual Report 2013

7 Per share data (Yen) Yen (millions except per share data) Net income attributable to Honda Motor Co., Ltd Dividends paid Total Honda Motor Co., Ltd. shareholders equity 2, , , Shareholders equity ratio (%)* Return on equity (%) Cash flows from operating activities 1,096, , ,744 Cash flows from investing activities (731,390) (673,069) (1,069,756) Cash flows from financing activities (126,192) (68,230) 119,567 Cash and cash equivalents at end of year 1,279,024 1,247,113 1,206,128 * Shareholders equity ratio: Honda Motor Co., Ltd. Shareholders equity / Total assets Total Assets 13,635.3 billion yen Total Honda Motor Co., Ltd. Shareholders Equity 5,037.4 billion yen Total Honda Motor Co., Ltd. Shareholders Equity per Common Share 2, yen 2013 Capital Expenditures (Excluding Purchase of Operating Lease Assets) billion yen Depreciation (Excluding Property on Operating Leases) billion yen 2013 Net Income Attributable to Honda Motor Co., Ltd billion yen Return on Equity 7.8% Total Assets / Total Honda Motor Co., Ltd. Shareholders Equity / Total Honda Motor Co., Ltd. Shareholders Equity per Common Share Yen (billions) (Yen) 14,000 3,000 Capital Expenditures (Excluding Purchase of Operating Lease Assets) / Depreciation (Excluding Property on Operating Leases) Yen (billions) 700 Net Income Attributable to Honda Motor Co., Ltd. / Return on Equity Yen (billions) (%) ,500 2, ,000 1, , Total Assets (left scale) Total Honda Motor Co., Ltd. Shareholders Equity (left scale) Total Honda Motor Co., Ltd. Shareholders Equity per Common Share (right scale) Capital Expenditures Depreciation Net Income Attributable to Honda Motor Co., Ltd. (left scale) Return on Equity (%) (right scale) Honda Motor Co., Ltd. 05

8 To Our Shareholders Takanobu Ito President & Chief Executive Officer We would like to express our heartfelt thanks to all of our shareholders for your continued interest and ongoing support for Honda s business activities. We would also like to extend our sincere gratitude to all of our customers, suppliers and those who live in the local communities where Honda sites are situated. Your support has been vital to our growth and development. Honda saw economic conditions in the U.S. continue to improve during the fiscal year ended March 31, This recovery in the U.S. was underscored by the job market improving, and by increased personal consumption, housing investment, and capital investment. Economic conditions in Europe, on the other hand, continued to stagnate owing to the debt crisis, negative GDP growth, and unemployment rates remaining high. Meanwhile, the Asian economy continued to expand. This expansion was driven by reconstruction demand from the flooding in Thailand and strong growth in Indonesia, even as the pace of economic growth in China and India eased. Japan continued on a gradual recovery path against a backdrop of a change to a weakening yen, a recovery in the stock market, an improvement in the employment situation as well as reconstruction demand from the Great East Japan Earthquake. 06 Annual Report 2013

9 Honda s consolidated net sales and operating revenue increased 24.3% from the previous fiscal year to 9,877.9 billion. This was mainly the result of increased revenue in automobile business operations, which recovered from the impact of the Great East Japan Earthquake and the flooding in Thailand as well as favorable foreign currency translation effects. Net income grew 73.6% year on year to billion, resulting in earnings per share rising to In our motorcycle business operations, sales increased primarily in India and Thailand, but this was partly offset by diminishing sales in Brazil and Vietnam. In our automobile business operations, sales grew throughout the world. This was largely attributable to markets recovering from the impact from the Great East Japan Earthquake and the flooding in Thailand, and the positive effects of new car model introductions. In our power products business operations, sales were steady for engines, generators and certain other products in North America, as well as pumps and certain other products in Asia. Future Initiatives True globalization through structural reforms to stay a step ahead of the changing times Structural changes in the global economy due to greater awareness of environmental issues worldwide and the growth of emerging countries have had a significant impact on our business activities. Our approach to date as a manufacturer has been to develop products for western and other developed markets, before expanding sales by modifying these products to suit the different specifications of regional markets around the world. However, market competition is intensifying with the growth of emerging economies, and the spread of information online is exerting a significant influence on customer preferences. Going forward, this will require us to make products tailored to every region of the world more speedily and affordably. It is essential for us to create a framework and systems to respond to such changes if Honda is to achieve sustained growth in the future. In April 2013, as the first step in this process, we reorganized our operations to put the manufacturing functions for motorcycles, automobiles and power products under the control of the respective business divisions. By focusing our manufacturing resources at the divisional level, we aim to speed up decision-making and enhance our ability to cater to market trends and evolving customer preferences with greater speed and precision. We are also reinforcing production capabilities by integrating manufacturingrelated divisions. At the same time, we are reforming production systems and building new plants as part of our ongoing efforts to increase production capacity and boost efficiency. We aim to cater to the varied needs of customers in different regions while seeking to reap economies of scale from global procurement and production. In an era of rapid change, we will increase the value of the Honda brand by upgrading our ability to innovate, while working to achieve true globalization based on satisfying the needs of customers in every region of the world. Motorcycle Business Growth framework optimally in tune with customer needs in each region Many people in emerging countries such as India and Indonesia now use motorcycles to commute to work, and this trend is driving the continued volume growth in these major markets. In 2012, we launched the Dream Yuga in India as a model offering a competitive combination of performance and price in the 100cc segment, the largest of the commuter motorcycle market. Sales rose substantially as a result. We followed this with the launch of the Dream Neo model in 2013 to give customers a wider choice. Our New Technical Center in India began full-scale operations in January 2013, bringing together the R&D, production technology, procurement Honda Motor Co., Ltd. 07

10 and quality control divisions. Our third factory in India began operating in June 2013, bolstering the framework for satisfying local customer expectations. We aim to further expand our presence in India, where demand is forecast to grow rapidly. In March 2013, as part of developing new markets to undergird growth, we established Honda s third African motorcycle subsidiary in Kenya. Our first two operating bases are in Nigeria and South Africa. In Kenya, we plan to take advantage of our global procurement strength to create simplified local assembly Dream Neo (India) capabilities so that we can offer local customers high-quality products at an affordable price. Looking ahead, we will continue to build Honda s presence in Africa. To meet the demands for each market, our approach is to start small and grow big. For instance, in Brazil we are now developing models with larger engines to cater to new and unmet needs. In Asia, meanwhile, we established a motorcycle subsidiary in Bangladesh, where growth is expected, and began motorcycle sales in Myanmar. Leveraging global strengths to provide new value We launched production and sales of the PCX series of 125cc-class scooters in September 2009 in Thailand, where our manufacturing is extremely cost competitive. Exports to developed countries began in March Competitively priced due to local production, the superior environmental performance and high finish quality offered in the PCX range has been well received in Europe, Japan and other developed markets. In June 2012, we began exporting 150ccengine models to meet the growing demand. In November 2012, the first of the new CB500 series middleweight motorbikes rolled off our Thai production lines. We plan to export this series as a global model for a wide range of markets across Asia and the developed world. We aim to boost our presence in the fun segment of the motorcycle market by leveraging Honda s global strengths and offering new value with originality at an affordable price. As an example, in the middleweight motorcycle segment we introduced our New Mid Concept series of 700cc-class bikes. In February 2013, we launched the new-concept CTX series of 700cc cruisers. The name, which stands for Comfort Technology Experience, sums up the appeal of a bike that is designed to be fun to ride, offering pleasure, comfort and maneuverability with dynamic styling. Going forward, in addition to responding to market demand, we will continue to seek to offer new value to customers with the Honda brand. Automobile Business Responding promptly to customer needs around the world by leveraging global operation reform In the automobile business, to address the needs of customers around the world quickly, we are reforming our global operations so that we can make vehicles with top-level specifications at a competitive cost. These reforms entail several initiatives. The first is concurrent development across all six regions from the same early stage of model development. The second is adoption of locally optimized design drawings, which will enable Honda to create products designed to cater specifically to local needs, while using local sourcing and production infrastructure to the maximum extent possible. Third, we aim to 08 Annual Report 2013

11 improve production efficiency with the start-up of plants dedicated to small car production, such as the Yorii Plant in July 2013 and a new plant in Mexico in the first half of We aim to meet the varying needs of customers in different regions while leveraging global economies of scale. As I mentioned earlier, the business conditions facing Honda are undergoing a dramatic transformation. In response, we must be able to react quickly to shifting customer preferences in different regions worldwide, while continuing to build the value of the Honda brand. Reinforcing our R&D and procurement operations around the world promises to enhance our local development capabilities and will enable us to realize concurrent vehicle development across the six regions as well as optimize local design drawings. At Yorii and the new Mexican plant, we plan not only to use innovative technologies to achieve world-class energy efficiency in automobile production, but also to improve manufacturing efficiency by taking small vehicle production technology to new heights. These global operational reforms have been applied to the development of the all-new Fit (Jazz) series, a global model that we plan to start rolling out in This series will be one of the main models supporting future growth in our automobile business. We have taken advantage of the timing of this full model change to foster further evolution in the way we make cars at Honda. Growth with products developed to meet market demands around the world Turning to regional market developments, our launch of the new Accord in 2012 was well received in North America, where economic recovery is underway. In addition, we will strive to bolster sales of core models such as the Civic, CR-V, Odyssey and Pilot. From 2012, we also began a three-year program of updating the entire range of models under the Acura brand. The Acura RLX flagship sedan introduced in March 2013 features a newly developed engine and the world-first Precision All- Wheel Steer system, which achieves both high maneuverability and stability. It also utilizes many advanced technologies to deliver outstanding fuel efficiency in a package that is fun to drive. Going forward, we plan to continue honing the Acura brand with cutting-edge technology. In China, while reinforcing local development capabilities, we are introducing products that focus on the needs of Chinese customers. Over three years beginning in Civic (North America) 2013, we plan to roll out twelve new and fully remodeled Honda models for the Chinese market. In Asia, we aim to succeed in the extremely competitive market for affordable cars and to fulfill diverse customer needs by adding sedan and utility-type models to the existing Honda range, based on the Brio platform, one of our strategic models for Asia. Our new N series of mini-vehicles has proved popular in Japan. We plan to add another five models to our mini-vehicle lineup by the end of Combined with the all-new Fit series, we will leverage our strong product strength to significantly boost our presence in the Japanese market. We continue to develop our Earth Dreams Technology, a series of next-generation powertrain technologies that realize high-level driving performance and fuel efficiency based on the development of more efficient engines and transmissions, combined with the use of advanced electromotive technology. This includes hybrid vehicles, for which we are developing distinct powertrain systems based on one, two or three motors to improve fuel economy, while also infusing vehicle performance with Honda-style fun. We believe this approach will enable us to provide vehicles which suit diverse customer needs. We have also developed a new, smaller 1.6-liter diesel engine. It was fitted to the new Civic launched in Europe in February In India, where diesel-powered vehicles are in high Honda Motor Co., Ltd. 09

12 Amaze (India) demand as well, in April 2013 we introduced the Amaze sedan fitted with a new 1.5-liter diesel engine. In addition to superior fuel economy, the Amaze is price competitive due to local sourcing and production. It promises to boost our ability to compete in the Indian market. At Honda, we will continue to introduce new models that seek to fulfill the dreams of our customers by creating automobiles designed to deliver fun and pure driving enjoyment. Power Product and Other Businesses Responding efficiently to customer needs by integrating production-related functions Honda s power products business is founded on the philosophy of applying technology to deliver useful power to people in the form of a wide variety of lifestyle products based around a core range of general-purpose engines. The first Honda power products were produced in Japan, and our first factory dedicated to these products was built in the U.S. in We have since established production facilities around the world in Thailand, India, China, France and Australia. Cumulative global production surpassed 100 million units in Our production bases worldwide for power products provide global production capacity as well as R&D capabilities. As in the motorcycle and automobile operations, we are working to integrate these production-related functions to realize increased development and production efficiencies. Providing good products to customers around the world with speed, affordability and low CO2 emissions will be a source of future growth for Honda. We aim to expand this business by supplying products that fulfill the specific and unique needs of customers in different regions of the world. Building a sustainable society with R&D in the power generation field Heightened eco-consciousness is driving the demand for better energy solutions for the home. Responding to these needs, Honda is advancing cogeneration unit technology, while focusing on the development of the Honda Smart Home System (HSHS), which comprehensively controls household energy supply and demand. The HSHS reduces a household s CO2 emissions by using the gas-powered cogeneration unit to generate all the heat and electricity required by the household, managing both the supply and consumption of power within the home. It also connects homes interactively with electromotive mobility via power sharing and communication links, while ensuring a backup power supply in an emergency. We agreed to participate in the E-KIZUNA Project in 2011 in the city of Saitama. As part of this, we installed and began testing the HSHS in demonstration houses in These houses will form part of a small community to test Honda s communication network for interactively managing and sharing energy in a residential setting. Our goal is to commercialize HSHS and apply it in smart homes and in the building of smart communities. At Honda, our vision remains to supply people with products that deliver value and utility in daily life, based on the technological expertise that we have cultivated over many years. 10 Annual Report 2013

13 Return to Shareholders Honda strives to conduct its business in countries around the world from a global perspective as it endeavors to increase its corporate value. We consider the return of profits to shareholders to be one of our most-important management responsibilities. Our basic policy for dividends is to make distributions after taking into account our consolidated earnings performance over the long term. Honda may also acquire its own shares at a timing that it deems optimal, with the goal of improving efficiency of the Company s capital structure and implementing a flexible capital structure policy. For the fiscal year ended March 2013, Honda set a year-end cash dividend of 19 per share, bringing total cash dividends applicable to the fiscal year to 76. This annual dividend includes 19 per share dividends for the first, second and third quarters. For the fiscal year ending March 31, 2014, we expect to pay quarterly dividends of 20 per share, for an annual dividend of 80 per share, 4 higher than for the fiscal year ended March 31, We will continue to do our utmost to meet the expectations of our shareholders. Honda is a company where each and every officer and associate aspires to realize the dream of providing joy to Honda customers. We are a company that seeks to realize a more prosperous future by constantly pursuing progress and growth through the opening of new frontiers. We strive to be a company that society wants to exist and will continue to draw upon The Power of Dreams as we seek to meet and exceed the expectations of society, and bring joy, inspiration and satisfaction to our customers through the creation of advanced technologies and products. We look forward to the continued and long-term understanding and support of our shareholders and other investors. June 19, 2013 Takanobu Ito President & Chief Executive Officer Honda Motor Co., Ltd. 11

14 Summary of Operating Results by Business Years ended March 31 Motorcycle Business Net Sales / Operating Income Yen (billions) 2, , , Net Sales (left scale) Operating Income (right scale) 0 Honda Group Unit Sales * 1 / Consolidated Unit Sales * 2 (Thousands) 13,035 Percentage of Net Sales by Business NC700X 7,051 Automobile Business 13.6% Japan North Europe Asia America Regions Other Honda Group Unit Sales Consolidated Unit Sales *1 The total unit sales of completed products of Honda, its consolidated subsidiaries and its affiliates accounted for under the equity method *2 The total unit sales of completed products of Honda and its consolidated subsidiaries Net Sales / Operating Income (Loss) Yen (billions) 10, , ,813 Japan North Europe Asia America Regions Other 800 7,500 5,000 2, Net Sales (left scale) Operating Income (Loss) (right scale) Honda Group Unit Sales * 1 / Consolidated Unit Sales * 2 (Thousands) 1,731 1,731 Percentage of Net Sales by Business 78.0% Accord Honda Group Unit Sales Consolidated Unit Sales *1 The total unit sales of completed products of Honda, its consolidated subsidiaries and its affiliates accounted for under the equity method *2 The total unit sales of completed products of Honda and its consolidated subsidiaries Note: Certain sales of automobiles that are financed with residual value type auto loans by our Japanese finance subsidiaries are accounted for as operating leases in conformity with U.S. generally accepted accounting principles and are not included in consolidated net sales to the external customers in our automobile business. As a result, they are not included in Consolidated Unit Sales, but are included in Honda Group Unit Sales of our automobile business , Japan North Europe Asia America Regions Other Japan North Europe Asia America Regions Other 12 Annual Report 2013

15 Power Product and Other Businesses Net Sales / Operating Income (Loss) Yen (billions) Net Sales (left scale) Operating Income (Loss) (right scale) Honda Group Unit Sales / Consolidated Unit Sales (Thousands) 2,604 Percentage of Net Sales by Business EU2000i (Generator) 1,004 1, % Japan North Europe Asia America Regions Other Honda Group Unit Sales / Consolidated Unit Sales Note: In power product business, there is no discrepancy between Honda Group Unit Sales and Consolidated Unit Sales Financial Services Business Net Sales / Operating Income Yen (billions) Net Sales (left scale) Operating Income (right scale) Finance Receivables / Property on Operating Leases Yen (billions) 4,000 2,000 3,000 1,500 Percentage of Net Sales by Business 2,000 1,000 1, % Finance Receivables (left scale) Property on Operating Leases (right scale) 0 Honda Motor Co., Ltd. 13

16 Review of Operations Motorcycle Business Honda s consolidated unit sales of motorcycles in fiscal year 2013 totaled 9,510 thousand units, an increase of 9.9% from the previous fiscal year, mainly due to higher sales in India, Thailand and certain other countries, despite lower sales in Brazil and Vietnam. Net Sales by Region Yen (millions) % change Japan 72,915 72, % North America 97, , Europe 96,146 86,424 (10.1) Asia 579, , Other Regions 502, ,527 (20.4) Total 1,348,828 1,339,549 (0.7)% Yen (billions) (%) 1,800 1, Japan North America Europe Asia Other Regions Operating Margin Japan Total industry demand for motorcycles in Japan* in fiscal year 2013 was approximately 440 thousand units, mostly unchanged from the previous fiscal year. Although the number of licensed riders declined in line with the continued decline in the population of young people in Japan, unit sales growth was driven by higher demand for scooters and small motorcycles. Honda s consolidated unit sales in Japan in fiscal year 2013 were 217 thousand units, down 1.4% from the previous fiscal year. This result reflects lower unit sales of the TODAY model scooter and other models. The lower unit sales were partly offset by the positive impact of the launch of the large NC700S and Integra models, as well as the new PCX150 model scooter featuring enhanced fuel economy. Another positive factor was increased unit sales of the SUPER CUB series. * Source: JAMA (Japan Automobile Manufacturers Association) 14 Annual Report 2013 SUPER CUB 110 (Japan) Integra (Japan)

17 NC700X (Japan) North America Total demand for motorcycles and all-terrain vehicles (ATVs) in the United States* during calendar year 2012 increased approximately 2% from the previous year to approximately 678 thousand units, although demand has yet to fully recover. Unit sales growth reflected stronger consumer sentiment in line with improvement in the unemployment rate and income levels. Under these circumstances, Honda s consolidated unit sales in North America for fiscal year 2013 increased 25.0% from the previous fiscal year to 250 thousand units. Of this, consolidated unit sales of motorcycles increased 43.0% from the previous fiscal year to 153 thousand units, mainly due to steady sales of models such as the newly introduced large NC700X model featuring outstanding fuel economy and the PCX model scooter, primarily in the U.S. Consolidated unit sales of ATVs rose 4.3% to 97 thousand units, mainly due to brisk sales of utility ATVs such as FourTrax Rancher 4 4. * Source: MIC (Motorcycle Industry Council) FourTrax Rancher 4 4 (North America) Honda Motor Co., Ltd. 15

18 Motorcycle Business Europe Total demand* for motorcycles in Europe during calendar year 2012 declined approximately 10% from the previous year to approximately 779 thousand units. Weak consumer sentiment due to growing economic instability adversely affected demand. Under these circumstances, Honda s consolidated unit sales in Europe for fiscal year 2013 decreased 9.6% from the previous fiscal year to 179 thousand units, mainly reflecting the lackluster market as a whole. This was despite increased sales of newly introduced large models NC700X, NC700S and Integra featuring outstanding fuel economy. * Based on Honda research: this only includes the following 10 countries the United Kingdom, Germany, France, Italy, Spain, Switzerland, Portugal, the Netherlands, Belgium and Austria. NC700S (Europe) Asia Total demand* for motorcycles in Asia during calendar year 2012 declined approximately 3% from the previous year to approximately 41,500 thousand units. Looking at market conditions by country, demand in India increased approximately 5% from the previous year, to approximately 13,850 thousand units while demand in China decreased approximately 10% from the previous year, to approximately 12,630 thousand units. Indonesia saw demand decline approximately 12% from the previous year, to approximately 7,060 thousand units and Vietnam saw demand decline approximately 7% from the previous year, to approximately 3,100 Activa (India) Dream Yuga (India) 16 Annual Report 2013

19 thousand units. Demand in Thailand rose approximately 8% from the previous year, to approximately 2,160 thousand units. Under these circumstances, Honda s consolidated unit sales in Asia for fiscal year 2013 increased 17.5% from the previous fiscal year to 7,051 thousand units. Sales rose on growth in sales of the Activa scooter and the small Dream Yuga motorcycle in India. In Thailand, which was impacted by floods in the previous year, sales growth was supported by brisk sales of the Wave cub-type motorcycle, the Click 125i scooter and certain other models. Honda s consolidated unit sales do not include unit sales of P.T. Astra Honda Motor in Indonesia, which is an affiliate accounted for under the equity method. Astra Honda Motor s unit sales for fiscal year 2013 decreased 4.3% from the previous fiscal year to 4,092 thousand units mainly due to the impact of the Indonesian government s regulations concerning down payments on two-wheeled vehicles. * Based on Honda research: this only includes the following eight countries Thailand, Indonesia, Malaysia, the Philippines, Vietnam, India, Pakistan and China. Other Regions In Brazil, the principal market within Other Regions, total demand for motorcycles in calendar year 2012 declined approximately 15% from the previous year to approximately 1,640 thousand* units, mainly due to stricter lending standards for retail loans. In Other Regions (including South America, the Middle East, Africa, Oceania and other areas), Honda s consolidated unit sales in fiscal year 2013 decreased 10.7% from the previous fiscal year to 1,813 thousand units, mainly due to lower sales of the small motorcycle CG125 Fan, CG150 Fan and other models. These sales declines primarily reflected stricter lending standards for retail loans in Brazil. * Source: ABRACICLO (the Brazilian association of motorcycle, moped and bicycle manufacturers) CG125 Fan (Brazil) CG150 Fan (Brazil) Honda Motor Co., Ltd. 17

20 Review of Operations Automobile Business Honda s consolidated unit sales of automobiles in fiscal year 2013 totaled 3,408 thousand units, an increase of 37.3% from the previous fiscal year, due mainly to an increase in unit sales in all regions. Growth in unit sales was supported mainly by recoveries from the Great East Japan Earthquake and the floods in Thailand, as well as a boost from the rollout of new models. Net Sales by Region Yen (millions) % change Japan 1,329,645 1,462, % North America 2,855,683 3,905, Europe 355, , Asia 836,301 1,385, Other Regions 428, , Total 5,805,975 7,709, % Yen (billions) (%) 10,000 7,500 5, , Japan North America Europe Asia Other Regions Operating Margin JAPAN Total industry automobile sales in Japan* 1 for fiscal year 2013 rose approximately 10% from the previous fiscal year, to approximately 5,210 thousand units. Automobile sales held firm thanks to the pump-priming effect of government stimulus policies that provided tax breaks and subsidies for purchasing eco-cars in the first half of the fiscal year. Another contributing factor was the recovery from the Great East Japan Earthquake. Honda s consolidated unit sales in Japan rose 18.1% from the previous fiscal year to 685 thousand units* 2. This result was mainly due to strong sales of the N Box mini vehicle and Step WGN, along with the positive impact of the launch of the new mini vehicle N Box + and N-ONE. In production activities, Honda s unit production of automobiles in Japan for fiscal year 2013 increased 0.6% from the previous fiscal year to 876 thousand units, mainly due to higher sales in Japan, despite the shift of some production overseas. *1 Source: JAMA (Japan Automobile Manufacturers Association): (as measured by the number of regular vehicle registrations (661 cc or higher) and mini vehicles (660 cc or lower)) *2 Certain sales of automobiles that are financed with residual value-type auto loans by our Japanese finance subsidiaries are accounted for as operating leases in conformity with U.S. generally accepted accounting principles and are not included in consolidated net sales to the external customers in our automobile business. As a result, they are not included in consolidated unit sales. N-ONE (Japan) N Box + (Japan) 18 Annual Report 2013

21 Accord (North America) North America In calendar year 2012, total industry sales of automobiles in the United States* rose approximately 13% from the previous year to approximately 14,490 thousand units. The main contributing factors were an upswing in consumer sentiment, an improvement in the unemployment rate, and firm sales of passenger cars, in particular. Under these circumstances, Honda s consolidated unit sales in North America increased 30.8% from the previous fiscal year to 1,731 thousand units. This was mainly due to the positive impact of the launch of the all-new Accord, as well as strong sales of the Civic, CR-V and other models. In production activities, Honda manufactured 1,687 thousand units, up 37.3% from the previous fiscal year. Honda Manufacturing of Alabama, LLC, a consolidated subsidiary, ramped up its production capacity by 40 thousand units in fiscal year 2013, bringing its annual production capacity to 340 thousand units. Honda Manufacturing of Indiana, LLC, a consolidated subsidiary, ramped up its production capacity by 50 thousand units in fiscal year 2013, bringing its annual production capacity to 250 thousand units. Honda de Mexico, S.A. de C.V., a consolidated subsidiary in Mexico, has decided to build a new factory with an annual production capacity of approximately 200 thousand units in order to meet expected market expansion in the subcompact car segment. This move is expected to raise Honda s annual automobile production capacity in North America to 1,920 thousand units by the first half of * Source: Ward s Auto CR-V (North America) Honda Motor Co., Ltd. 19

22 Automobile Business Europe During calendar year 2012, total demand in Europe* 1 decreased approximately 8% from the previous year, to approximately 12,530 thousand units. The market contracted as a whole, mainly due to weak consumer sentiment accompanying growing concerns about the economy, despite signs of a market recovery in the U.K. On the other hand, in Russia, total demand* 2 increased approximately 11% from the previous year to approximately 2,940 thousand units. Honda s consolidated unit sales in Europe increased 8.2% from the previous year to 171 thousand units. The main contributing factors were the launch of the all-new CR-V model, and the rollout of a Civic model fitted with a new diesel engine. On the production front, unit output at Honda s U.K. plant in fiscal year 2013 increased 62.8% from the previous fiscal year to 170 thousand units. *1. Source: ACEA (Association des Constructeurs Europeens d Automobiles (the European Automobile Manufacturers Association) (New passenger car registrations cover 27 EU countries and three EFTA countries.)), excluding Russia *2. Source: AEB (The Association of European Businesses) Asia Civic (Europe) In Asia, in calendar year 2012, total demand increased approximately 13% from the previous year to approximately 8,930 thousand units* 1, mainly due to market expansion in Indonesia and India. Another factor was growth in Thailand s sub-compact segment of the market, which is eligible for government subsidies. Total demand in China rose around 4% from the previous year to approximately 19,310 thousand units* 2. Honda s consolidated unit sales in Asia outside Japan increased 138.8% from the previous fiscal year to 523 thousand units. Sales grew atop a recovery from the damage caused by the floods in Thailand, as well as the positive impact of the launch of Brio Amaze and higher sales of City and other models. Honda s consolidated unit sales do not include unit sales of Dongfeng Honda Automobile Co., Ltd. and Guangqi Honda Automobile Co., Ltd., both of which are affiliates accounted for under the equity method in China. However, unit sales for fiscal year 2013 decreased 3.0% from the previous fiscal year to 599 thousand units, reflecting the challenging sales conditions faced by Japanese automakers in the country during the fiscal year. On the production front, Honda s unit production increased 40.0% to approximately 1,167 thousand units* 3. In Asia, excluding China, production was 550 thousand units, while output in China was 617 thousand units. Honda Malaysia SDN BHD, a consolidated subsidiary in Malaysia, has decided to build a second production line with an annual production capacity of 50 thousand units. Honda Malaysia plans to produce small car models such as the Jazz, as well as hybrid vehicles on the new production line. This new line will raise the company s annual production capacity to 100 thousand units in Annual Report 2013

23 P.T. Honda Prospect Motor, a consolidated subsidiary in Indonesia, has decided to construct a new automobile factory with an annual production capacity of 120 thousand units. Honda Prospect Motor plans to produce the Brio and other small cars at the new factory. This new facility is expected to raise the company s annual production capacity to 200 thousand units in Honda Automobile (Thailand) Co., Ltd., a consolidated subsidiary in Thailand, will ramp up capacity at the Ayutthaya Plant, bringing the company s annual production capacity to 300 thousand units in In addition, the company has decided to construct a new automobile factory with an annual production capacity of 120 thousand units. The new factory will raise the company s production capacity to 420 thousand units in Furthermore, Dongfeng Honda Automobile Co., Ltd., an affiliate accounted for under the equity method, will expand the production capacity of its second plant by 20 thousand units to respond to a continuing increase in demand in China s automobile market. By the end of 2013, Dongfeng Honda Automobile Co., Ltd. s total annual production capacity is scheduled to increase to 360 thousand units. Moreover, Guangqi Honda Automobile Co., Ltd., another affiliate accounted for under the equity method, has decided to build a third production line with an annual production capacity of 120 thousand units. The new line will raise the company s annual production capacity to 600 thousand units in As a result, Honda and its affiliates annual production capacity of automobiles in China, including the annual production capacity of Honda Automobile (China) Co., Ltd., a factory dedicated to production for export, is scheduled to increase from 870 thousand units at present to 1,010 thousand units in *1 The total is based on Honda research and includes the following 10 countries: Thailand, Indonesia, Malaysia, the Philippines, Vietnam, Singapore, Taiwan, South Korea, India and Pakistan. *2 Source: China Association of Automobile Manufacturers *3 The total includes the following nine countries: China, Thailand, Indonesia, Malaysia, the Philippines, Vietnam, Taiwan, India and Pakistan. Brio (Thailand) Other Regions Total industry demand for automobiles in Brazil*, one of the principal markets among the Other Regions, increased approximately 6% from the previous year to approximately 3,630 thousand units in calendar year This growth mainly reflected government policies such as tax breaks for automobile purchases. In Other Regions (including South America, the Middle East, Africa, Oceania and other areas), consolidated unit sales in fiscal year 2013 increased 47.5% from the previous fiscal year to 298 thousand units. This result was mainly due to the positive impact of the launch of the all-new Civic in Brazil. On the production front, Honda s unit production in Brazil increased 67.8% from the previous fiscal year to 135 thousand units in fiscal year * Source: ANFAVEA (Associação Nacional dos Fabricantes de Veiculos Automotores (the Brazilian Automobile Association, includes passenger cars and light commercial vehicles)) Honda Motor Co., Ltd. 21

24 Review of Operations Power Product and Other Businesses Honda s consolidated unit sales of power products in fiscal year 2013 totaled 6,071 thousand units, an increase of 4.3% from the previous fiscal year, mainly due to steady sales of engines, generators and certain other products in North America, as well as pumps and certain other products in Asia. Net Sales by Region Yen (millions) % change Japan 86,441 83,100 (3.9)% North America 72,185 84, Europe 55,455 52,373 (5.6) Asia 40,058 36,967 (7.7) Other Regions 23,005 23, Total 277, , % Yen (billions) (%) Japan North America Europe Asia Other Regions Operating Margin JAPAN Honda s consolidated unit sales in fiscal year 2013 decreased 19.9% from the previous fiscal year to 314 thousand units, mainly due to lower exports of generalpurpose engines for OEM* use and decreased sales of generators and certain other products. These declines were partly offset by higher sales of lawn mowers, snow blowers and certain other products. * OEM (Original Equipment Manufacturer) refers to manufacturers of products and components sold under a third-party brand. North America Honda s consolidated unit sales in fiscal year 2013 increased 12.5% from the previous fiscal year to 2,604 thousand units. Although sales of snow blowers and certain other products declined, increased sales of general-purpose engines for OEM use in lawn mowers, construction machinery and other products contributed to the increase. Asia Honda s consolidated unit sales in fiscal year 2013 increased 6.8% from the previous fiscal year to 1,572 thousand units, mainly due to higher sales of pumps and certain other products in Thailand, despite lower sales of general-purpose engines for OEM use in India. Other Regions In Other Regions (including South America, the Middle East, Africa, Oceania and other areas) Honda s consolidated unit sales in fiscal year 2013 rose 11.0% from the previous fiscal year to 577 thousand units. Sales growth was fueled by higher sales of general-purpose engines for OEM use, pumps and certain other products in the Middle East and Africa. This growth was tempered by lower sales of lawn mowers and certain other products in Australia. 22 Europe Honda s consolidated unit sales in fiscal year 2013 decreased 10.4% from the previous fiscal year to 1,004 thousand units, despite strong sales of brush cutters and certain other products. The main reason for the decrease was lower sales of general-purpose engines for OEM use in construction machinery and agricultural equipment, as well as decreased sales of small tillers. Annual Report 2013 GX Engine (North America)

25 Review of Operations Financial Services Business To support the sale of its products, Honda provides retail lending and leasing to customers and wholesale financing to dealers through our finance subsidiaries in Japan, the United States, Canada, the United Kingdom, Germany, Brazil, Thailand and other countries. Net Sales by Region Yen (millions) % change Japan 28,926 34, % North America 455, , Europe 8,175 7,256 (11.2) Asia 2,878 3, Other Regions 20,611 19,548 (5.2) Total 516, , % Yen (billions) (%) Japan North America Europe Asia Other Regions Operating Margin Total amount of finance subsidiaries-receivables and property on operating leases of finance subsidiaries increased by billion, or 19.4%, to 5,874.2 billion from the previous fiscal year. Honda estimates that by applying Japanese yen exchange rates of the previous fiscal year to the current fiscal year, total amount of finance subsidiariesreceivables and property on operating leases of finance subsidiaries as of the end of the year would have increased by approximately billion, or 5.7%, compared to the increase as reported of billion, which includes positive foreign currency translation effects. Revenue from external customers in Financial services business increased 32.3 billion, or 6.3%, to billion from the previous fiscal year, due mainly to an increase in operating lease revenues and positive foreign currency translation effects. Honda estimates that by applying Japanese yen exchange rates of the previous fiscal year to the current fiscal year, revenue for the year would have increased by approximately 8.4 billion, or 1.6%, compared to the increase as reported of 32.3 billion, which includes positive foreign currency translation effects. Revenue including intersegment sales increased 33.6 billion, or 6.4%, to billion from the previous fiscal year. Operating costs and expenses increased 45.5 billion, or 12.8%, to billion from the previous fiscal year. Cost of sales increased 42.9 billion, or 14.7%, to billion from the previous fiscal year, due mainly to an increase in costs related to lease residual values and negative foreign currency effect. Selling, general and administrative expenses increased 2.5 billion, or 4.0%, to 65.8 billion from the previous fiscal year. Operating income decreased 11.8 billion, or 7.0%, to billion from the previous fiscal year, due mainly to an increase in costs related to lease residual values. Finance Receivables / Property on Operating Leases Yen (billions) 6,000 Yen (billions) Finance Receivables 3, , , , , ,000 Property on operating Leases 1, , , , , ,000 Total 4, , , , , Finance Receivables Property on Operating Leases Honda Motor Co., Ltd. 23

26 Risk Factors Risks Relating to Honda s Industry 1. Honda may be adversely affected by market conditions Honda conducts its operations in Japan and throughout the world, including North America, Europe and Asia. A sustained loss of consumer confidence in these markets, which may be caused by continued economic slowdown, recession, changes in consumer preferences, rising fuel prices, financial crisis or other factors could trigger a decline in demand for automobiles, motorcycles and power products that may adversely affect Honda s results of operations. 2. Prices for products can be volatile Prices for automobiles, motorcycles and power products in certain markets may experience sharp changes over short periods of time. This volatility is caused by various factors, including fierce competition, which is increasing, short-term fluctuations in demand caused by instability in underlying economic conditions, changes in tariffs, import regulations and other taxes, shortages of certain materials and parts, steep rise in material prices and sales incentives. There can be no assurance that such price volatility will not continue for an extended period of time or that price volatility will not occur in markets that to date have not experienced such volatility. Overcapacity within the industry has increased and will likely continue to increase if the economic downturn continues in Honda s major markets, leading, potentially, to further increased price volatility. Price volatility in any of Honda s markets could adversely affect Honda s results of operations. Risks Relating to Honda s Business Generally Currency and Interest Rate Risks 1. Honda s operations are subject to currency fluctuations Honda has manufacturing operations throughout the world, including Japan, and exports products and components to various countries. Honda purchases materials and components and sells its products and components in foreign currencies. Therefore, currency fluctuations may affect Honda s pricing of products sold and materials purchased. Accordingly, currency fluctuations have an effect on Honda s results of operations and financial condition, as well as Honda s competitiveness, which will over time affect its results. Since Honda exports many products and components, particularly from Japan, and generates a substantial portion of its revenues in currencies other than the Japanese yen, Honda s results of operations would be adversely affected by an appreciation of the Japanese yen against other currencies, in particular the U.S. dollar. 24 Annual Report 2013