    




Contents

1

1 Editorial Policy

Editorial Policy

2

Hondaʼs
Sustainability

・・・・・・・・・・・・・・・・・・・・・

2 Honda’s Sustainability

・・・・・・・・・・・・

02

03

Basic Approach ・・・・・・・・・・・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 05
Stakeholder Engagement ・・・・・・・・・・・ 07

3

Environment

4 Social

4

Social5

Governance・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

35

6

PerformanceData

7 Data7

Data・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

164

Safety ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 36

Assurance (Environment/Social) ・・・・ 165

Quality ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 49

GRI Content Index ・・・・・・・・・・・・・・・・・ 166

Human Rights ・・・・・・・・・・・・・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・・・・・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・・・・・・・・・・・・・ 98
Social Contribution Activities ・・・・・・・・・ 115

Honda’s Initiatives and the SDGs ・・・・ 10External Evaluations・・・・・・・・・・・・・・・・・ 13

3 Environment

5 Governance・・・・・・・・・・・・・・・・・・・・・・・・

122

Corporate Governance ・・・・・・・・・・・・・・・ 123
・・・・・・・・・・・・・・・・・・・・・・・・

14

Basic Approach ・・・・・・・・・・・・・・・・・・・・・ 15

Compliance ・・・・・・・・・・・・・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・・・・・・・・・・・・・ 140

Global Management ・・・・・・・・・・・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・・・・・・・・・・・・ 18
Initiatives for Carbon Neutrality ・・・・・ 19
Clean Energy Initiatives ・・・・・・・・・・・・・ 23
Resource Circulation Initiatives ・・・・・・ 24

6 Performance Data・・・・・・・・・・・・・・・・

144

Environmental Data ・・・・・・・・・・・・・・・・ 145
Social Data ・・・・・・・・・・・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・・・・・・・・・・・ 161

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・・・・・・・・・・・ 28
Other Important Initiatives ・・・・・・・・・・ 32
Target List ・・・・・・・・・・・・・・・・・・・・・・・・・・・ 34

Honda ESG Data Book 202401

1Contents■

Editorial Policy

2

Hondaʼs
Sustainability

Organizations covered

3

■

4

Environment

5Social6

GovernanceStandards■

Performance
Data

Date of publication

7

Data

1

This report covers the entire Honda Group, which consists of

Honda ESG Databook has been compiled in accordance with

Publication of this report: June 2024

Honda Motor Co., Ltd. and its 360 group companies in and

GRI Standard 2021.

Planned publication of next report: June 2025

outside of Japan (comprising 289 consolidated subsidiaries and

For details, please refer to the GRI Content Index page

Honda releases Honda ESG Data Book every year.

71 aﬃliated companies accounted for by the equity method).

(➡ p. 166).

Sections that do not cover the entire Honda Group are∙ The guidelines referenced in calculations and/or the basis for those
calculations are shown in the corresponding sections.

indicated as such with a reference to the specific scope.

■Contact for publication and inquiries

Honda Motor Co., Ltd.

Environmental Planning Division, Corporate Planning■

Period covered■

Assurance

2-1-1 Minami-Aoyama, Minato-ku, Tokyo 107-8556, Japanfor thePrimarily, this report focuses on the activities undertaken during

The environmental and social data indicated withFY2024 (April 1, 2023 – March 31, 2024), including past

year ended March 31, 2024, received the independent

background information and activities conducted up to thepractitioner’s assurance.

E-mail: prj_h_honda_reporting_engagement@internal.honda.co.jp

time of publication, as well as related matters, and future
outlook and plans.

Disclaimer

Disclosure Material

How to use this report

Medium- to long-term perspective

To page just shown
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To previous page

Honda Report(Integrated Report)

XXXXXXXXXXXX

Financial

Nonfinancial

ESG
Data BookXXXXXXXXXXXXXXXXXXXXXXXX ➡ XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX

To relevant page inthis report, or website
outside of this report,
etc.

This databook contains past and current factual data of Honda Motor Co.,
Ltd. as well as plans and outlooks for future projections based on its
management policies and strategies as of the date of publication. Thesefuture projections consist of assumptions or decisions derived from theinformation available at the time this report was produced. Please notethat the results of future business activities and events may varydepending on changes in conditions and circumstances. This report may
also contain corrections, restatements, or significant changes to theinformation provided in previous reports. We would like to kindly ask ourreaders to acknowledge the above.

Securities
ReportForm 20-F
Corporate
Governance
ReportFinancial
Statements
Results

2-1, 2-2, 2-3, 2-4, 2-5

Honda ESG Data Book 2024

02

Hondaʼs
Sustainability

2
Honda ESG Data Book 2024

03

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Basic Approach

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05

The Honda Philosophy consists of Fundamental Beliefs (including “Respect for the

In specific corporate management and business activities, it is important to

Individual” and “The Three Joys”), the Company Principle, and Management Policies.

meet stakeholders’ expectations and needs by providing value through its products

Stakeholder Engagement ・・ 07

It forms the values shared by all Honda Group companies and all of their associates

and services. Equally important is to fulfill its corporate social responsibility,

and serves as the basis for corporate management and business activities as well as

including consideration of the impact on the environment and society, and to

Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10

associates’ behavior and decision-making.

contribute to social sustainability by solving social issues.

External Evaluations ・・・・・・ 13

the environment, the depletion of non-renewable energy resources and foodtrade-oﬀ with our pursuit of economic value. Instead, we are committed tosupplying shortages. The Company conducts its corporate management andintensifying our endeavors guided by the principle of trade-on, aiming to enhancebusiness activities based on the idea of contributing to the challenge of solving

economic value through the pursuit of social value. This strategy paves the way forthese serious problems on a global scale through the continued development anda fresh path of growth for the Company.

Honda recognizes that the world is facing serious global concerns related toevolution of our business activities.
Honda Global Brand Slogan – The Power of Dreams – expresses that theTo put these ideas into practice, Honda must consciously sidestep any notion of

Honda’s corporate management and business activities that move people,
inspire people, and spread dreams throughout the world contribute to

dreams of each and every one of us working together at Honda have always beensustainability, and the Company aims to continue to be a company people andthe driving force of Honda. Our creative power fueled by our dreams will generatesociety want to exist into the future.

the value which we provide customers. Such value we oﬀer will move people,
inspire people and become the “power” to support people who take one step closer
to their dreams. As the “power” of people who embarked on their dream-filledjourneys gains momentum and spreads to the people around them, it will create
new connections and realize an expanse of dreams throughout our society.
Honda always believes in the power of such infinite dreams that people pursue
all around the world, and we want to be the “power” to help people realize their
dreams. With these aspirations for the future, we have added a new tagline – How
we move you. – which follows the “The Power of Dreams” in our Global Brand
Slogan.

2-12

Honda ESG Data Book 2024

04

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Sustainability Management Structure

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05

Honda is promoting corporate activities grounded in the Honda Philosophy. The
Honda Philosophy consists of three components: the Fundamental Beliefs, theexamined at the Corporate Integration Strategy Meeting, which was set up for the

Stakeholder Engagement ・・ 07

Company Principle, and the Management Policies.

purpose of building consensus on the company-wide direction based on internal

Honda’s long-term management policies and medium-term management plan

So far, policies and initiatives for sustainability issues have been discussed andand external environmental recognitions and material issues to be addressed as a

Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10

are approved and resolved by the Executive Council (chaired by the Director,

corporate entity. In addition, the World Environment and Safety Strategy

President, and Representative Executive Oﬃcer, and Chief Executive Oﬃcer) and theCommittee was set up to promote and reinforce eﬀorts in the environmental andExternal Evaluations ・・・・・・ 13

Board of Directors. The Board of Directors is the final supervisory body, coveringsafety-related areas.

actions to address sustainability issues, including climate change issues. The

In FY2024, Honda clarified KGIs (Key Goal Indicators overseen by the Board of

Executive Council deliberates in advance on matters to be resolved by the Board of

Directors) and KPIs (Key Performance Indicators overseen by Executive Council ),Directors and discusses important management matters within the scope of

which are company-wide goals, and upgraded the management operation

authority delegated to it by the Board of Directors.

structure with the aim of achieving corporate operations that can be speedily linked

In response to the need to address various risks associated with businessto the value provided. Under the new structure, Operations and Supervisory Units

activities and to oversee business operations for the sustainable development ofand subsidiaries, as well as cross-departmental task force, consider and propose

society and Honda, Honda has designated knowledge in ESG and Sustainability,

action plans and measures as appropriate, and important matters are reported andincluding ability in addressing climate change issues, as one of the necessary skills

approved at the Executive Council. As a result of this upgrading, the Corporate

and appointed directors accordingly.

Integration Strategy Meeting and the World Environment and Safety Strategy

Each Operation and Supervisory Unit and subsidiary formulates and promotes

Committee, which had been held basically once a year, have been dissolved.

action plans and measures based on the company-wide long-term management

The Board of Directors and the Executive Council regularly monitor thepolicies and medium-term management plan, and important matters are reported

progress of KGIs for which the Board of Directors is responsible for supervision andand approved at the Executive Council as appropriate. In each area of environment,

KPIs for which the Executive Council is responsible for execution, thereby

safety, human resources, human rights, occupational safety and health, quality, andreinforcing management governance. Please refer to Item 6 B. “Compensation.” insupply chain (purchasing and logistics), conference bodies have been established to

the Form-20F for details of the executive remuneration system linked to financial

promote global management through information sharing and discussions. For

and non-financial indicators.

important cross-departmental issues such as addressing climate change issues, across-departmental task force is formed under the direct supervision of management
members to consider and propose action plans and measures as appropriate, andimportant matters are reported and approved at the Executive Council. Complianceand risk management related to each area are operated by the Company’s basic
policies for the development of internal control systems. (➡ p. 123)

2-12, 2-14, 3-1, 3-2, 3-3

Honda ESG Data Book 2024

05

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

4

Environment

5Social6

Governance

Performance
Data

7

Data

Sustainability Management Structure

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05

Sustainability management structure

Nominating Committee

Board of Directors

ReportAudit Committee

Stakeholder Engagement ・・ 07
Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10

Direction of Policy/
Approval for Proposals

Supervision/
Delegation of authority

Proposal/ReportReportCompensation Committee

Executive Council

External Evaluations ・・・・・・ 13

Proposal/Report(Chaired by Director, President, and Representative
Executive Oﬃcer, and Chief Executive Oﬃcer)
Supervision/Delegation of authority
Direction of Policy/Approval for Proposals

Cross-departmental
Task Force■

Consider and propose
implementation measures

ReportCompliance Committee

Risk Management Committee

Audit Division

Proposal/Report
ReportReportInternal audit

Respective Operations and Supervisory Units (Region/Business/Functional)/Subsidiaries

Environment

SafetyHuman
Resources

Human Rights

Occupational
Safety and Health

GlobalEnvironmental
Secretariat
MeetingGlobal Safety
Representative
Meeting(GSRM)

Global Human
Resources
Committee(GHRC)

Human Rights
Working Team

Company-wide
Safety and HealthCommittee

Quality
Regional Quality Meeting
Global Chief Inspecting
Engineer Meeting■ Global Automobile Quality
Meeting■ Aftersales Business Meeting

Supply Chain(purchasing and logistics)■■

Sustainability
Purchasing
Meeting

Information sharing in each area

Overview of sustainability-related meetings
Area

Meeting structure

Details

Environment

Global Environmental Secretariat Meeting

Share the Group’s latest policies on initiatives in light of international trends and management discussions,and discuss global issues to achieve medium- and long-term targets

SafetyGlobal Safety Representative Meeting (GSRM)

Discuss inter-regional safety issues, including sharing details of the promotion toward the new safety goals
and discussing how to strengthen eﬀorts to achieve zero traﬃc collision fatalities

Human Resources

Global Human Resources Committee (GHRC)

HR managers from around the world gather to discuss HR issues specific to each region, to develop global
HR strategy and its deployment across the Company

Human Rights

Human Rights Working TeamWorking to strengthen the initiatives and encourage associates to take appropriate action through humanrights due diligence measures, including assessments for Honda Group domestic and overseas business sites
and suppliers, as well as awareness-raising activities

Occupational Safety
and HealthCompany-wide Safety and Health Committee

Under the safety principle of “No safety, no production,” direct the development and implementation ofcompany-wide policies on safety and health, and strengthen governance in the area of safety and healthMotorcycle/Power products
QualityrelatedQuality

Automobile

Regional Quality Meeting
Global Chief Inspecting Engineer Meeting
Global Automobile Quality Meeting

Set challenges based on the quality targets established in company-wide policy, add region-specific issues tothese, and regularly share the management methods and information on the contents of the formulated
countermeasures

Motorcycle
Aftersales
business

Automobile

Aftersales Business Meeting

Share policies and measures globally between headquarters and regional managers, with the aim to set as
global benchmark levels to enable the provision of higher-quality services on-site

Power products
Supply Chain(purchasing andlogistics)

2-12, 2-14, 3-1, 3-2, 3-3

Sustainability Purchasing Meeting

To strengthen low-carbon initiatives and human rights and compliance eﬀorts throughout the global supply
chain, discuss and coordinate policies and means of achieving globally unified measures among workinglevel staﬀ from each region

Honda ESG Data Book 2024

06

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Stakeholder Engagement

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05
Stakeholder Engagement ・・ 07
Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10External Evaluations ・・・・・・ 13

Basic Approach
To be a company society wants to exist, Honda needs to put into practice the

Stakeholder engagement

communication cycle. This means to: 1) appropriately and accurately convey tosociety the value that it seeks to provide; 2) grasp and understand the demands andexpectations of diverse stakeholders toward Honda; 3) translate these into concretemeasures and implement them; and 4) listen to stakeholders’ evaluations of its
activities.
Especially in recent years, the growing scale and globalization of companies,
along with the rapid proliferation of IT, have heightened the impact of companies
on society, and vice-versa. As this process continues to accelerate, Honda considers

Associates

Customers

Shareholders
and investors

Customersatisfaction surveys,
Enjoy Honda,
etc.

Shareholder meetingand briefings for /dialogs withinvestors, etc.

Associate satisfaction
surveys, dialogue
between executives
and associates,
etc.

National andlocal government
Dialogues concerning local
government policies andavailable technologies,
feasibility studies,etc.

that dialogue with stakeholders is a beneficial tool that leads to a proper
understanding of stakeholders regarding the Company’s initiatives while also giving

Local
communities

the Company an understanding of changes and risks in the social environment.

Plant tours, social
contribution activities
by associates,
etc.

Based on this understanding, Honda engages in dialogues globally throughEconomic
and industry
organizations
Participation incouncils, etc.

various opportunities. These dialogues are conducted between key stakeholders

Honda(who are either impacted by Honda’s business activities or whose activities impact
Honda’s business activities) as shown in the diagram at the right and respective
divisions within Honda.
For example, in engagements with shareholders and investors, Honda holds

Internationalorganizations
and NGOs

Dealers
Dealer conferences/
briefings,
etc.

Participation in international
initiatives, regularcommunication,etc.

dialogues to help them better understand the Company through shareholder
relations and investor relations.
In addition, opinions gained from dialogues with leading ESG ratingorganizations and NGOs are used to consider corporate activities that Honda
should undertake.

Business
partners

Suppliers
Supplier networking
events, supplier risk
assessments,
etc.

Media
Communication withjournalists, new model
launch events,
etc.

2-12, 2-29, 413-1, 413-2

Research
institutes

Cooperation throughmutuallycomplementary
relationship,
etc.

Merchantability
verification for products,
co-development oftechnologies,etc.

Honda ESG Data Book 2024

07

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Stakeholder Engagement

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05

Examples of initiatives in FY2024
Stakeholder

Key means of dialogue

Stakeholder Engagement ・・ 07
Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10External Evaluations ・・・・・・ 13

Point of contact

Annually

Financial results meeting

We hold web conferences with simultaneous interpretation for investors and analysts inJapan and overseas on the overview of our financial results and various initiatives. For thoseunable to attend meetings due to time diﬀerences or other reasons, the minutes are postedon the website in both Japanese and English.

4 times/year

Dialogue throughindividual sessions andconferences

We hold sessions and opinion exchange meetings to explain our financial conditions as wellas production, R&D, and business strategies. We use the valuable feedback we receive tofurther enhance our corporate value.

Year round

Suppliers Conferences

We hold periodic conferences to share with suppliers the direction of our business and thesubstance of our initiatives and to communicate Honda’s company-wide policies andpurchasing policies. We also present Supplier Awards to recognize those suppliers who haveachieved outstanding results in each aspect of QCDDE*. At the end of a conference, we
conduct a questionnaire survey for participants to identify their level of satisfaction andwhat can be improved for the next event as an eﬀort to further enhance this activity.

Annually

Business plan networking
events and meetings toshare business status

We share our medium- to long-term management policies, business plans, and information
on sustainability-related matters (ESG issues, compliance, corporate governance, and risk
assessment).

Annually

ESG inspection of suppliers

We conduct an ESG inspection for key suppliers to confirm the status of their initiatives toprevent compliance violations and risks related to human rights, and to reduce ourenvironmental impact in accordance with the Honda Supplier Sustainability Guidelines.
(➡ p. 101) If a problem is likely to occur or has occurred in this process, we communicate
with suppliers and implement activities for improvement.

Annually

Economic and industry
organizations

Participation in activities
of industry organizations

We participate in various councils to identify the expectations and demands of society
through activities of industrial organizations, create a sustainable business environment andcontribute to society.

Year round

Government and Industry
Relations DivisionInternationalorganizations and NGOs

Participation ininternational initiatives

We participate in various councils to identify the expectations and demands of society andcontribute to society, toward the realization of a sustainable society.

Year round

Sustainability Planning
Division

Driving safety promotion
activities

Honda adheres to the global safety slogan “Safety for Everyone” and takes an active role inpromoting traﬃc safety for all members of society who participate in transportation, fromchildren to the elderly. This is achieved through the principles of “safety handed down fromperson to person” and “participatory experiential education,” as well as the use of safe
driving support technology to prevent accidents. Honda is currently engaged in traﬃc safety
promotion activities in 43 countries and regions worldwide.

Year roundHelping people withdisabilities who want toresume driving

We aim to reduce the gap in social participation by expanding transportation options, andwe support the establishment of a support system in the local community for people whowish to resume driving by providing welfare vehicles (driving support devices) andsupporting occupational therapists and others.

Year round

Beach clean-up project

We undertake joint activities among members of the Honda Group and local residents toclean up the beaches using our originally developed equipment. Since the launch of the
project in 2006, we have conducted the activities about 429 times on various beaches acrossJapan, and the cumulative total of beach trash collected by the project amounts to 542 tons.

Shareholders andinvestors

Local communities

2-12, 2-29, 413-1, 413-2

Frequency

Customer satisfaction
surveyCustomers

Suppliers* Quality, cost, delivery, development,
and environment

Overview
To ensure customer satisfaction worldwide, we conduct a customer satisfaction survey forcustomers who have received service at a dealer around the world and engage in
improvement activities to provide high-quality service operations.

Activities to conserve
Satoyama landscapes

We have concluded an agreement with Hachioji City, Tokyo, in which Honda’s associates
and their families carry out Satoyama landscape conservation activities within the
Kamikawa no Sato Special Green Space Conservation District.

National and local
governments

Support for disasteraﬀected areas

Considering the current status of society-wide eﬀorts toward recovery from the Noto
Peninsula earthquake that occurred in January 2024, we have provided 35 million yen in
relief funds. We have also oﬀered to provide 15-million-yen worth of supplies, including
generators and high-pressure cleaners.

Associates

Measurement ofassociates’ engagement

We measure the level of associates’ engagement and take initiatives according to the results
for creating a more comfortable and conducive work environment.

Customer-related
divisions

Reference➡ p. 64

Finance Division➡ p. 114
Purchasing Division➡ p. 106➡ p. 37
Traﬃc Safety Promotion
Operations➡ p. 42Divisions in charge ofpromoting social
contribution activities
Year round
Divisions in charge ofpromoting social
contribution activities,
othersAnnually

Human Resources Division➡ p. 89

Honda ESG Data Book 2024

08

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Stakeholder Engagement

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05
Stakeholder Engagement ・・ 07
Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10External Evaluations ・・・・・・ 13

Cooperation with External Organizations

Appropriate Advertising and Publicity

To carry out its responsibility as a global mobility company, Honda engages in

To continue to live up to the trust and expectations of customers and society,dialogues with government, economic and industry organizations and also

Honda engages in advertising, publicity, and sales promotion activities in good

cooperates with external bodies. In Japan, Honda executives serve as vice chairman

faith, avoiding misleading expressions and explanations about products andand committee head within the Japan Automobile Manufacturers Association

product characteristics, and refraining from exaggerated advertising.

(JAMA); committee head in the Japan Business Federation (Keidanren); and vicechairman and committee head in the Tokyo Chamber of Commerce and Industry.
In addition, Honda executives serve as committee and working group chairs in

When expressing or explaining the superiority of Honda products or services
over those of other competitors, Honda will not make exaggerated advertising
without rational and objective evidence, in accordance with applicable laws andthe international motorcycle industry body, the International Motorcycle

regulations, when promoting Honda products and sales activities so as not to

Manufacturers Association (IMMA). Furthermore, Honda cooperates with initiatives

mislead our customers.

related to sustainability through membership in the World Economic Forum (WEF)
and the World Business Council for Sustainable Development (WBCSD).
Honda has delegated the authority to Regional Operations within a certain
scope when executing business in respective regions in order to enhance local
autonomy and enable speedy decision-making. Political contributions* can bemade following required internal procedures based on the laws and regulations ofrespective countries.

* Political contributions were made to
the People’s Political Association in
the amounts of ¥25 million in FY2021,¥25 million in FY2022 and ¥25 million
in FY2023. Honda has confirmed thatthese expenditures do not infringe on
the Honda Guidelines for thePrevention of Bribery and Corruption.

2-12, 2-28, 2-29, 203-1, 415-1

Honda ESG Data Book 2024

09

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Honda’s Initiatives and the SDGs

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05
Stakeholder Engagement ・・ 07
Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10External Evaluations ・・・・・・ 13

Contribution to SDGs
In order to share joys with stakeholders, Honda seeks to contribute to theglobal partnership for sustainable development,” and aligns with Honda’s overall

advancement of a mobility society with its original and useful technologies that

corporate activities.

anticipate the needs of the times.

Honda also believes that creating value for society while pursuing economic

This approach aligns with the United Nations’ SDGs, specifically, Goal 9 “Buildvalue will lead to sustainable corporate management and ultimately contribute toresilient infrastructure, promote inclusive and sustainable industrialization andthe sustainability of society. The Company will contribute to the achievement of thefoster innovation,” Goal 12 “Ensure sustainable consumption and production

SDGs through its corporate activities.

patterns” and Goal 17 “Strengthen the means of implementation and revitalize theInitiatives by priority issue
Priority issues

Honda’s initiatives

Responding toclimate change andenergy issues

Initiatives for carbon neutrality (➡ p. 19)
Clean energy initiatives (➡ p. 23)
Logistics initiatives (➡ p. 108)
Initiatives to achieve carbon neutrality with
suppliers (➡ p. 103)

Advancingpowertrainelectrification

Advancing powertrain electrification(➡ p. 19)

Preservation ofclean airPreservation of clean air (➡ p. 32)

Honda is pushing ahead with the preservation of clean air and water
resources by developing technologies to clean exhaust emissions fromproduct usage and reduce harmful substances contained in the exhaust
air and wastewater from production processes.

Resource circulation initiatives (➡ p. 24)
Waste management initiatives (➡ p. 25)

Honda is cooperating and collaborating with both internal andexternal stakeholders to realize zero risk in relation to resources andwaste generated during the stages from resource procurement toproduct disposal. From the standpoint of resource circulation, Honda
will oﬀer products with the utmost consideration for the environmentand strives to reduce waste.

Water resources initiatives (➡ p. 25)

Honda contributes to the conservation of precious freshwater bythoroughly managing the amount of water intake and quality of
wastewater at its plants and by installing equipment capable of 100%water recycling and reuse. Honda also manages a water conservation
fund in North America, which supports the improvement andpreservation of coastal areas for future generations.

Biodiversity conservation initiatives (➡ p. 28)

Honda believes that minimizing the environmental impact of its
products and corporate activities is its greatest contribution tobiodiversity conservation. Accordingly, Honda has specified its priority
areas in the Honda Biodiversity Guidelines, including the developmentof environmental technology, initiatives based on corporate activities
and initiatives for living in harmony with local communities and has
been proactively promoting them.

Management and reduction of chemical
substances (➡ p. 33)

Honda manages and works to reduce chemical substances contained in
automotive components from the product design and development
stages. Relevant information is tabulated and managed throughout
the supply chain via a system to collect information on materials andchemical substances contained in components. Honda is also making
eﬀorts to reduce heavy metals that are considered to have negative
impacts on the environment, including water quality.

Utilizing resources
eﬃciently andwaste
management
Environment
Conserving water
resources

Biodiversity
conservation

Managing chemical
substances andpreventing
pollution

3-1, 3-2, 3-3

SDGs Goals supported by Honda

With a view to leading the way in realizing a carbon-free society,
Honda undertakes corporate activities while considering all processes
from the procurement of raw materials to end use of its products.
Honda believes its measures against climate change, including vehicle
electrification and the use of portable batteries and hydrogen energy,
will lead to stabilizing food production, ensuring energy supply andfacilitating the creation of more comfortable communities.

Honda ESG Data Book 2024

10

Contents

1

Editorial Policy

2 Honda’s Sustainability

Hondaʼs
Sustainability

2

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Honda’s Initiatives and the SDGs

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05

Initiatives by priority issue
Priority issues

Honda’s initiatives

To realize a zero traﬃc collision society(➡ p. 37)

Under its global safety slogan, “Safety for Everyone,” Honda aims torealize a society with zero traﬃc accidents in terms of hardware andsoftware through the development and spread of safety technologies
for automobiles, such as the Honda SENSING advanced safety anddriver-assistance system, while engaging in worldwide initiatives toprovide education on traﬃc safety including motorcycles.

Promoting diversity to maximize corporate
comprehensive strength (➡ p. 76)
Diversity-related initiatives (➡ p. 79)

Honda respects individual diﬀerences and encourages the integrationof these individualities. While positioning human resources
diversification as a company-wide priority task, Honda is working to
expand women’s participation in the workplace, promote anunderstanding and acceptance of LGBTQ+ persons, increase
opportunities for experienced associates and expand employment ofpeople with disabilities. Also, Honda carries out personnel training
based on on-the-job training (OJT) and ensures to assign associates tothe most suitable positions by setting up the Global Job Grade System.

Human rights (➡ p. 66)
Human rights policy (➡ p. 67)

Honda upholds the idea of “Respect for the Individual” in the Honda
Philosophy and includes “Respect of Human Rights” in the Honda Codeof Conduct to show its policy to maintain its stance as a company
committed to practicing fairness and sincerity and respecting humanrights. In its company-wide risk management activities, Honda regards
human rights issues as an important risk and manages themaccordingly.

Occupational safety and health (➡ p. 90)

Under the safety principle of “No safety, no production,” Honda seeks
to realize a work environment which brings the joy that all people canwork with a true sense of security. The Safety and Health Audit
Committee performs safety and health audits throughout theCompany by using an Occupational Safety and Health Management
System (OSHMS).

Aiming to bring reassurance and satisfaction
to customers (➡ p. 50)“We have to aim for 120% product quality, since even a 1% rejection is
unacceptable.” The words of the founder represent the identity of
Honda, which has always strived to create products that exceed the
expectations of customers. Honda’s commitment is to strengthen
customer trust by oﬀering products founded on safety and a new levelof outstanding quality. To this end, Honda has created the Honda
Quality Cycle, which works continuously on quality enhancement andimprovement, encompassing every stage in the process – fromplanning, development, production, and sales to after-sales service.

Honda’s Sustainability (➡ p. 04)

Honda seeks to provide more options of mobility to reduce the gap insocial participation. As such, the Company is supporting the expansionof opportunities and venues for people with disabilities to be active by
providing welfare vehicles. Looking ahead, Honda will provide asustainable means of mobility through its technologies and services
and help resolve social issues through business activities whileleveraging its unique strengths in having a broad range of businesses
and products, including motorcycles, automobiles, and power
products.

Stakeholder Engagement ・・ 07
SafetyHonda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10

Significantly
reducing traﬃc
fatalities

External Evaluations ・・・・・・ 13

Humanresources

Developing andsecuring excellent
human resources,
Expanding diversity

HumanrightsRespecting humanrightsOccupationalsafetyEnsuring
occupational safety
and healthSocialImproving productquality

SDGs Goals supported by Honda

Customers

Eliminating themobility divide

3-1, 3-2, 3-3

Honda ESG Data Book 2024

11

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Honda’s Initiatives and the SDGs

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05

Initiatives by priority issue
Priority issues

Honda’s initiatives

Strengthening supply chain sustainability(➡ p. 99)
Initiatives to achieve carbon neutrality with
suppliers (➡ p. 103)

Together with suppliers around the world, Honda is making eﬀorts
throughout the supply chain to realize a sustainable society while
taking into account the environment, safety, human rights, complianceand social responsibilities. In doing so, Honda has formulated the
Honda Green Purchasing Guidelines and Honda Supplier Sustainability
Guideline and has been confirming adherence based on theseguidelines. Honda has initiated an ESG survey on suppliers having
significant influences on the Company and will expand application of
the survey in collaboration with overseas purchasing sites.

Honda’s sustainability (➡ p. 04)

Understanding opportunities and responsibilities in the value chain isessential in identifying, among a number of social issues, Honda’s
priority issues in management. Honda aims to create new value by
considering how to transform and evolve the value of existing
businesses in step with the rapidly changing social expectations andcustomer needs from the two perspectives of forecasting andbackcasting.

Corporate governance (➡ p. 123)

Honda seeks sustainable growth and the enhancement of corporate
value over the medium to long term and strives to be a company
society wants to exist. Honda strives to enhance corporate governanceas one of the most important tasks for its management. At the sametime, it will continue to work for ensuring the transparency of its
management through appropriate disclosure of corporate information
to further bolster trust and appreciation from society.

Honda’s sustainability (➡ p. 04)

Honda aims to enrich people’s lives by providing more eﬃcient meansof mobility and greater opportunities for business or learning. In
expanding business overseas, Honda has evolved its business modelfrom exporting finished products to local production and then to local
development, thereby strengthening production and development
functions in emerging countries. Honda aims to contribute to eachregion through employment and OJT-based education.

Stakeholder Engagement ・・ 07
Deploying total
supply chain
sustainability
initiatives

Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10External Evaluations ・・・・・・ 13

Utilizing
management
resources eﬃciently
Governance andEconomyStrengthening
corporate
governanceContributing to theeconomicdevelopment ofdeveloping
countries

3-1, 3-2, 3-3

SDGs Goals supported by Honda

Honda ESG Data Book 2024

12

Contents

1

Editorial Policy

2 Honda’s Sustainability

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

External Evaluations

Basic Approach ・・・・・・・・・・・ 04
Sustainability Management
Structure ・・・・・・・・・・・・・・・・・・ 05

Selected as a Component of the Dow Jones
Sustainability World Index

In the automobile sector, Honda was one of just two companies chosen as a“Top 10%” enterprise, with one company selected as “Top 1%” and two selected as“Top 5%.”

Stakeholder Engagement ・・ 07
Honda’s Initiatives and theSDGs ・・・・・・・・・・・・・・・・・・・・・・ 10External Evaluations ・・・・・・ 13

Honda Motor Co.,Ltd.

In December 2023, Honda was selected for the seventh consecutive year as a

Automobiles

Top 10%component of the Dow Jones Sustainability World Index after being ranked within
the top four in the global automobile sector in the annual review of the Dow Jones

S&P Global Corporate Sustainability
Assessment (CSA) Score 2023

Sustainability Indices (DJSI), a key benchmark for socially responsible investing. At
S&P Global CSA Score 2023: 70/100
Score date: February 7, 2024
The S&P Global Corporate Sustainability Assessment (CSA) Score is the S&P
Global ESG Score without the inclusion of any modelling approaches.
Position and scores are industry specific and reflect exclusion screening criteria.

the same time, the Company was selected for the ninth consecutive year as acomponent of the Dow Jones Sustainability Asia/Pacific Index.
The DJSI are investment indices run by U.S.-based S&P Dow Jones Indices LLC.
The sustainability of the world’s leading companies is evaluated according toeconomic, environmental, and social criteria, and companies that demonstrateoverall excellence are selected for inclusion in the indices.

Selected as a “A-List” company in the categoryof climate change, the highest rating in CDP’s
Environmental Information Disclosure
In February 2024, Honda was selected by CDP, an international non-profit
environmental information disclosure organization, as a “A-List” company in thearea of climate change for 2023, the highest rating in recognition of its eﬀorts inthe area of climate change and the transparency of its information disclosure.

Selected as a “Top 10%” company in S&P
Global’s Sustainability Yearbook - 2024
Rankings

Each company discloses environmental information in accordance with the
CDP’s questionnaire on the three categories of climate change, forests, and water
security. CDP evaluates the information disclosed by companies on an eight-point
scale from A to D-, and recognizes companies with particularly outstanding eﬀorts
as “A-list” companies.

Honda has been recognized as a “Top 10%” company in the 2024 Sustainability

Honda received B rating in the category of water security and C rating in the

Yearbook by S&P Global Inc. S&P Global evaluates companies on economic,

category of forestry (cattle products and timber), which were announced at theenvironmental, and social aspects, and selects the most outstanding companies

same time.

with advanced sustainability performance for inclusion in the Sustainability
Yearbook.
In 2024, S&P Global evaluated over 9,400 companies across 62 sectors
worldwide and selected 759 companies.

A LIST

2023

CLIMATE
Honda ESG Data Book 2024

13

3
Environment

Honda ESG Data Book 2024

14

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Basic Approach

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16

Honda Environmental and Safety Vision/Honda’s Environment Statement

Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Ever since the 1960s, Honda has actively endeavored to solve environmental issues.

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19
Clean Energy Initiatives ・・・ 23
Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24
Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28
Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

In the 1970s, Honda developed the low-pollution CVCC* engine, which successfully
reduced carbon monoxide, hydrocarbon and nitrogen oxide (NOx) emissions,

Honda Environmental and Safety Vision

making Honda the world’s first automaker to comply with the U.S. Clean Air Act – aregulation considered to be the most stringent in the world at the time.
In 1992, Honda established the Honda Environment Statement, serving as theRealizing “the Joy and Freedom of Mobility” and “a Sustainable Society
Where People Can Enjoy Life”

Company’s guideline for all environmental initiatives. The statement articulates theEstablished in 2011

basic stance towards reducing the environmental impact at every stage in the life
cycle of its products, from product procurement to the design, development,
production, transportation, sale, use and disposal stages.

Honda’s Environment Statement

In addition, for Honda to further promote the above-mentioned
environmental initiatives and continue to be a company society wants to exist, theAs a responsible member of society whose task lies in the preservation of

Honda Environmental and Safety Vision was established in 2011. Aimed at thethe global environment, the Company will make every eﬀort to contributerealization of “the Joy and Freedom of Mobility” and “a Sustainable Society Where

to human health and the preservation of the global environment in each

People Can Enjoy Life”, as is declared in this vision, each of Honda’s global businessphase of its corporate activities. Only in this way will we be able to count onsites is engaging in the reduction of an array of environmental impacts. Sucha successful future, not only for our company, but also for the world.

initiatives include the reduction of greenhouse gas (GHG) emissions, which are

We should pursue our daily business under the following principles:considered to be a cause of climate change, as well as energy use; the eﬃcient useof resources, including water and minerals; and the appropriate treatment andreduction of waste, with the aim of conserving the global environment andbiodiversity.
Honda will realize this vision by conducting these activities while sharing
Honda’s Environment Statement with everyone associated with Honda, including
suppliers and distributors in addition to Honda Group companies.

1. We will make eﬀorts to recycle materials and conserve resources andenergy at every stage of our products’ life cycle—from research, design,
production and sales to service and disposal.
2. We will make every eﬀort to minimize and properly dispose of the waste
and contaminants generated at every stage of a product’s life cycle.
3. As a member of both the company and society, each associate will focus
on the importance of making eﬀorts to preserve human health andthe global environment, and will do his or her part to ensure that thecompany as a whole acts responsibly.
4. We will consider the influence that our corporate activities have on thelocal people’s health, environment and society, and endeavor to improve
the social standing of the company.

* CVCC: Compound Vortex Controlled
Combustion

Established and announced in June 1992

Honda ESG Data Book 2024

15

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Global Management

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Environmental Management Structure

Compliance and risk management related to the environment, including
climate change, are operated by the Company’s basic policies for the development

Honda is promoting Group-wide eﬀorts to realize a society with zero environmental

of internal control systems. (➡ p. 123)

impact throughout its life cycle.

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

Honda’s long-term management policies and medium-term management plan

Toward the realization of a society with zero environmental impact, Honda’s
Board of Directors and Executive Council regularly monitor the progress of KGIs forare approved and resolved by the Executive Council (chaired by the Director,

which the Board of Directors is responsible for supervision and KPIs for which the

Clean Energy Initiatives ・・・ 23

President, and Representative Executive Oﬃcer, and Chief Executive Oﬃcer) and the

Executive Council is responsible for execution, thereby reinforcing management

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

Board of Directors. The Board of Directors is the final supervisory body, covering

governance. Please refer to Item 6 B.

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

advance on matters to be resolved by the Board of Directors and discusses

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32

actions to address climate change issues. The Executive Council deliberates inimportant management matters within the scope of authority delegated to it by
the Board of Directors.

Environmental Management Structure

In response to the need to address various risks associated with business

Reportsociety and Honda, Honda has designated knowledge in ESG and Sustainability,
Direction of Policy/
Approval for
Proposalincluding ability in addressing climate change issues, as one of the necessary skills
and appointed directors accordingly.

policies and medium-term management plan, and important matters are reported

Supervision/
Delegation of authority
Direction of Policy/
Approval for Proposal

and approved at the Executive Council as appropriate. Respective Business
Operations and Regional Operations formulate action plans and promote measures

Corporate Strategy Operations).
Each of Regional Operations holds a Regional Environmental Meeting topromote the PDCA (Plan-Do-Check-Act) cycle within Regional Operations. Each of
Business Operations monitors regional progress and promotes the PDCA cycle
within Business Operations. The Corporate Strategy Operations monitors the
progress at Business Operations and Regional Operations and considers revisions to
the medium- to long-term environmental policies and targets as necessary.
Important matters are reported and approved at the Executive Council andreported and resolved at the Board of Directors. For important cross-departmental
issues such as addressing climate change issues, a cross-departmental task force isformed to consider and propose action plans and measures as appropriate, andimportant matters are reported and approved at the Executive Council.

ReportAudit Committee
Compensation Committee

Proposal/Report(Chaired by Director,
President, and Representative
Executive Oﬃcer, and Chief
Executive Oﬃcer)

Proposal/Reportaction plans and measures based on the company-wide long-term management

information shared at the Global Environmental Secretariat Meeting (Secretariat:

Supervision/
Delegationof authority

Executive Council

Each Operation and Supervisory Unit and subsidiary formulates and promotes

based on the global medium- to long-term environmental policies, based on

Nominating Committee

Board of Directors

activities and to oversee business operations for the sustainable development ofTarget List・・・・・・・・・・・・・・・・・ 34

Considerand propose
implementation
measures

Compliance
Committee

Risk Management
Committee

ReportAudit
Division

ReportInternal
audit

Respective Operations and Supervisory Units(Region/Business/Functional)/Subsidiaries

Crossdepartmental
Task Force■

Proposal/ReportReportCorporate Strategy
Operations
Formulation andproposal of themedium- to long-term
environmental policies■ Consideration of
responses to risks andopportunities■ Progress monitoring ofBusiness Operations andRegional Operations■ Target setting andreviewing■

Business Operations
Consideration of
responses to risks andopportunities■ Planning andpromotion of actionplans and measures■ Progress monitoring ofRegional Operations■ PDCA for action plans■

Regional Operations
Consideration of
responses to risks andopportunities■ Planning andpromotion of actionplans and measures■ Holding Regional
Environmental
Meetings■ PDCA for action plans■

Information sharing

Global Environmental Secretariat Meeting(Secretariat: Corporate Strategy Operations)

Honda ESG Data Book 2024

16

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Global Management

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18
Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19
Clean Energy Initiatives ・・・ 23
Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24
Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28
Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

Environmental Management System

Environmental Accounting

Honda’s existing global vehicle assembly and product assembly plants have

Environmental Accounting in Japanacquired ISO 14001, an international certification for environmental management

To facilitate eﬃcient environmental management, Honda tabulates environmental

systems (as of March 2024). Therefore, the coverage of environmental management

conservation costs and the real eﬀects in profit and cost reduction, thus working tosystems is virtually 100%.

keep abreast of their economic impact.

Honda will continue to promote activities to acquire this certification.

Going forward, Honda will continue to improve the accuracy of this data,considering it as an indicator of corporate value and as a tool for making

Current Status of Compliance withEnvironmental Regulations

environment-related management decisions.
Cost of environmental conservation activities and investments ➡ p.154
Economic benefits (eﬀect on revenue and expenses) ➡ p.154

In accordance with Honda’s Environment Statement, the Company has introduced
environmental management systems at all business sites and in each division. Alongwith promoting continuous eﬀorts to improve environmental performance, it
strives to comply with its own voluntary environmental standards, which are more
stringent from an environmental perspective than any national or local regulations.
In the last five years, Honda has not committed any serious noncompliancewith environmental laws and regulations, paid substantial fines/sanctions in breach
thereof, or recorded any major chemical releases.
In addition, no environment-related complaints were received through theoﬃcial complaint resolution program.

201-2

Honda ESG Data Book 2024

17

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Initiatives to Achieve Zero Environmental Impact

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18
Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

For people to live on Earth in a sustainable manner, Honda seeks to realize a society
with zero environmental impact.
Eﬀorts will be centered around the Triple Action to ZERO program, which

independently, we aim to maximize synergistic benefits by considering their linkages.
We recognize that the promotion of Triple Action to ZERO will also lead to theacceleration of initiatives in international frameworks and a stronger focus on the

integrates three elements— carbon neutrality, clean energy and resource

Nature-based Solutions (NbS) that are attracting increasing interest fromcirculation—within a single initiative.

stakeholders.

The three elements are closely related. As such, rather than promoting them

Clean Energy Initiatives ・・・ 23
Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

Triple Action to ZERO

Net zero CO2 emissions

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

To address climate change issues, Honda will work toward a

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32

above pre-industrial levels by reducing carbon emissions fromtarget of limiting the average global temperature rise to 1.5°C
corporate activities and throughout the product life cycle.

Target List・・・・・・・・・・・・・・・・・ 34

100% utilization of carbon-free energy

100% use of sustainable materials

To address energy issues, Honda will aim to use clean energy

To address the eﬀective utilization of resources, Honda will take on

both in corporate activities and during product use.

challenge of developing products and creating systems that use
sustainable materials having zero environmental impact. In thearea of corporate activities, Honda aims to achieve “zero” industrial* NbS: Initiatives to address social issues
while preserving and regenerating
natural ecosystems

201-2, 302-4, 302-5

water intake and industrial waste by 2050.

Honda ESG Data Book 2024

18

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Initiatives for Carbon Neutrality

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16

Honda’s Approach

Advancing Powertrain Electrification

Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

In promoting initiatives for carbon neutrality, Honda has set “addressing climate

Honda views changes in social needs and the social structure induced by climatechange issues” as a materiality.

change and energy diversification as key challenges and actively promotes its

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

The Company is actively working to reduce CO2 emissions and environmental
impact through its corporate activities and initiatives in product areas, mainly byClean Energy Initiatives ・・・ 23

promoting the introduction of environmentally innovative technologies towards

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

carbon neutrality, including the electrification of its products.

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28
Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

product electrification eﬀorts.
Increasing the lineup and use of electrified products will reduce CO2 emissions
when in use and contribute to lowering climate change risks.
In addition, the battery mounted on electrified vehicles can be used as a powersource for leisure activities or during an emergency, thereby improving the qualityof customers’ lives.
Honda has set the target of electrifying 15% of motorcycles, 30% of
automobiles and 36% of power products, respectively, as a ratio of global sales* in2030.
Furthermore, the Company has set the reduction rate of product CO2 intensity
by 34.0% for motorcycles, 27.2% for automobiles and 28.2% for power products(compared to FY2020) and is promoting eﬀorts toward carbon neutrality.
Ratio of electrified products (actual) ➡ p. 146

Motorcycles

Automobiles

Powerproducts

2030 Targets
Sales ratio ofelectrified
products* Sales ratio of battery-powered electricmotorcycles and electric bicycles formotorcycle products; batterypowered electric vehicles and fuel cellvehicles for automobile products; andelectrified products for power
products.

201-2, 302-4, 302-5, 305-4

Reduction
rate of theCO2 emissions
intensity of
product use

15%

30%

Vision for 2050

36%
Net zeroCO2emissions

34.0% 27.2% 28.2%

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Initiatives for Carbon Neutrality

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Initiatives in Product Areas
Three Initiatives to Reduce CO2 Emissions
Emissions from the “use of products” account for approximately 80% of CO2

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

emissions in Honda’s entire product life cycle.

Clean Energy Initiatives ・・・ 23

its products and manufactures and sells environmentally friendly products. Honda

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

will promote the following three initiatives in phases to reduce CO2 emissions, while
expanding production and sales globally.

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28(1) Reducing CO2 emissions by improving the eﬃciency of internal combustion

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32(2) Reducing CO2 emissions by applying environmentally innovative technologies

In light of this, Honda works to reduce CO2 emissions during the usage of all of

Evolution of environmental
technologies
Eﬃciency
improvement
technologies forHigh Eﬃciency Products internal combustion
enginesInnovative ProductsLife cycle CO2
emissionsHigh

Environmental
innovationand energydiversification
technologies
Renewable energy
technologies

Revolutionary Products

engines

Low

Evolution of energy
technologies

Fossilfuel use

Diversified
energy use

Renewableenergy use

Energymanagement
technologies

and diversifying energy sources

Target List・・・・・・・・・・・・・・・・・ 34(3) Eliminating CO2 emissions through the use of renewable energy and totalenergy management
Honda established the Honda Environmental Performance Standard (HEPS) in
2011 and promotes them with operational guidelines.
As a result of the certification of products that were launched in FY2024, 18
motorcycle models, 36 automobile models and 3 power products models — a totalof 57 models — were HEPS-certified. In addition, there were no violations in
product and service information or labeling in general.
Global Number of HEPS-compliant models ➡ p. 153● High-Eﬃciency Products
Products that emit less CO2 thanks to improved internal combustion engine
eﬃciency. This category includes products that incorporate technologies for
improving fuel combustion and transmission eﬃciency and reducing friction
between engine parts. Compliance is determined based on how well a productreduces or helps reduce CO2 emissions during use compared to preceding models.

● Innovative Products
Products that emit less CO2 by using an environmentally innovative technology oran alternative energy source. This category includes motorcycles that incorporate
Honda’s patented Idling Stop System, automobiles that incorporate hybrid
technologies or direct injection engine technologies, and power products with
fuel injection (FI). Alternative energy technologies include motorcycles andautomobiles that can run on ethanol and power products that can run on
gaseous fuels. Compliance is determined based on how well a product reduces orhelps reduce CO2 emissions during use compared to preceding models.

● Revolutionary Products
Products that reduce or eliminate CO2 emissions by harnessing renewable energy or
facilitating total energy management. This category includes products thatincorporate electromotive technologies or technologies for using renewable energy.

2-27, 201-2, 302-5, 417-1, 417-2

Honda ESG Data Book 2024

20

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Initiatives for Carbon Neutrality

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18
Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

Initiatives in Product Areas

Initiatives for Internal Carbon Pricing (ICP)

Promoting Life Cycle Assessment (LCA)

Honda has started operating ICP system from 2023 to further accelerate the

Honda recognizes that the promotion of LCA is an important initiative not just in

reduction of CO2 emissions at its Japanese business sites. (Carbon price: 15,000 yen

reducing CO2 emissions across product life cycles, from raw material procurement toper metric ton of CO2)

product disposal, but also in implementing eﬀorts for Triple Action to ZERO.

Clean Energy Initiatives ・・・ 23

Honda has been quantitatively calculating and assessing CO2 emissions from

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

all business activities by using its original LCA system. Accordingly, the production,

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

been carrying out activities geared toward lower carbon emissions.

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34purchasing, sales and service, administration and transportation departments have
Honda has established procedures for calculating the environmental impact of

The amount of carbon reduction is converted into a monetary value that canbe used as one of the factors when making capital investment decisions.
Going forward, to expand the operation to overseas sites, Honda will selectrepresentative sites and begin trials mainly in the area of production.
The Company will continue to revise the system and apply it to its global sites
in light of social conditions and internal performance.

its products over their life cycles based on the ISO 14040 and 14044 standards andconducts assessments accordingly.
The calculation procedures have been certified by TÜV Rheinland in Germany
in April 2023.
In the future, Honda will utilize the procedures more extensively to propose
low-carbon solutions in the development stage and to reduce environmental
impact in the resource areas.
Total CO2 emissions calculated by N-VAN e: LCA system (Calculated in April 2024)
Disposal 2.9%

Use (electricity production)
27.1%
Parts production andvehicle assembly(incl. transportation)
21.5%

201-2, 302-5, 305-4

Material production(incl. transportation)
48.5%

Honda ESG Data Book 2024

21

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Initiatives for Carbon Neutrality

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16

Collaboration with External Organizations on Climate Change

Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

The Paris Agreement sets forth the concept of reducing CO2 emissions with

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

the aim of achieving the goal of limiting the increase in average global
temperature to 1.5°C compared to pre-industrial levels.
In line with this concept, in April 2021, the Company announced its

Clean Energy Initiatives ・・・ 23

vision to “realize carbon neutrality for all products and corporate activities

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

Honda is involved in by 2050” in order to achieve a circular society with zero

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28
Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

Honda has set and is promoting targets in each of its product areas andcorporate activities to steadily achieve carbon neutrality by 2050.

environmental impact.

The Company also promotes dialogue with government and othereconomic and industry groups, as well as collaborating with externalorganizations.
We have reviewed the stances on climate change of the externalorganizations to which we belong and confirmed that they are consistent

As the world’s largest manufacturer of power units, with a combinedwith Honda’s approach.

annual production volume of 30 million units of motorcycles, automobiles,

It was confirmed that each organization is in agreement with thepower products, outboard motors, and aircraft, Honda is committed todirection that Honda is aiming for, and the Company will continue to work

carbon neutrality for the power sources of its wide range of products.

together to take on the challenge of achieving carbon neutrality.

Review results of each organization’s stance
Organization

Japan Automobile
Manufacturers Association,
Inc. (JAMA)

European Automobile
Manufacturers’ Association(ACEA)

Stance on the Paris Agreement and carbon neutrality■ JAMA will do its utmost to achieve carbon neutrality by 2050.

■ JAMA’s goal of carbon neutrality by 2050 is consistent with Honda’s goals.

■ Achieving carbon neutrality by 2050 is an extremely diﬃcult challenge that

■ CEO Toshihiro Mibe is the Vice Chairman of JAMA and our board member iscannot be expected without groundbreaking technological breakthroughs.
A stable supply of inexpensive, carbon-neutral electricity is a prerequisite,and strong support in the form of policy and financial measures is necessary.

■ The automobile industry embraces the Paris Agreement and its goals.

■ EU vehicle manufacturers, united in the European Automobile

Manufacturers’ Association (ACEA), are fully committed to bringing CO2
emissions down to zero, supporting Europe’s goal of reaching climate
neutrality by 2050.
■ The vision and transformation pathways are aligned with the Sustainable

World Business Council for
Sustainable Development(WBCSD)

201-2, 302-5

Results of consistency review

Development Goals (SDGs) and the targets of the Paris Agreement.
■ BY 2050, WE ENVISION A WORLD IN WHICH:

Global anthropogenic greenhouse gas emissions have reached net zero,
allowing global warming to stabilize at 1.5°C above pre-industrial levels.

the chairman of the Environmental Technology Policy Committee.
■ Honda will continue to work with JAMA to achieve carbon neutrality by

2050.
■ ACEA embraces the Paris Agreement and its goals, which are consistent with

Honda’s goals.
■ Honda’s European subsidiary members participate in ACEA activities.
■ Honda will continue to work with ACEA to achieve carbon neutrality by

2050.

■ WBCSD’s activities in line with the goals of the Paris Agreement areconsistent with Honda’s goals.
■ Honda will continue to work with WBCSD to achieve carbon neutrality by

2050.

Honda ESG Data Book 2024

22

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Clean Energy Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16

Honda’s Approach

Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

In promoting clean energy initiatives, Honda has set “addressing energy issues” as a

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

Renewable Energy Initiatives
Honda preferentially adopts a method that can directly contribute to the reduction

materiality. The Company is actively working to reduce the amount of CO2

of CO2 emissions in local communities.
More specifically, the Company focuses on installing new power generation

emissions and environmental impact through its corporate activities and initiatives

facilities, first examining the installation within its premises, and then graduallyin product areas, by improving production eﬃciency, introducing energy-saving

expanding the scope to outside the premises for greater use of the facilities.

Clean Energy Initiatives ・・・ 23

measures, switching to low-carbon energy, and promoting the use of renewable

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24energy.

The Kumamoto Factory plans to expand solar power generation system
capacity to 20 MW by 2030 and has installed carport solar panels on the parking
lots, and solar panels on the roofs of its factory and regulating reservoir.
The Hosoe Outboard Engine Plant has also begun to utilize renewable energy

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

Corporate Activities Initiatives

by installing carport solar panels and solar panels.

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32

Honda plans to realize its first carbon-neutral plant in FY2026 at the Saitama

the Company is promoting the introduction of lithium-ion storage batteries and will

Factory’s assembly plant to achieve the 2050 carbon neutrality target and iscontinue to use renewable energy matched to the conditions of each region on a

studying and promoting the introduction of equipment to maximize the use of

global basis.

Target List・・・・・・・・・・・・・・・・・ 34

Going forward, to further facilitate and expand the use of renewable energy,

renewable energy.
In deploying the technology built at the plant globally, the Company has built
a mechanism for promoting information sharing among business sites and regions
while at the same time enhancing technical support from Japan.
Honda is also actively promoting the use of renewable energy sources such as
solar and wind power generation on a global basis.
■

Use of renewable energy power (global)
1,927 GWh (increase of 28.6% from the previous year)

201-2, 302-5

Kumamoto Factory (5.7 MW)

Saitama Factory Automobile Plant (2.0 MW)

Hosoe Outboard Engine Plant (1.7 MW)

Boiling Springs Wind Farm (120 MW)

Honda ESG Data Book 202423

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

Resource Circulation Initiatives

Basic Approach ・・・・・・・・・・・ 15

Honda’s Approach

Five Essentials of Resource Circulation

Honda is taking on the challenge of realizing a society with zero environmental

Business Innovation

impact so that we can permanently provide “the Joy and Freedom of Mobility”

Honda is committed to shifting to a recycling-oriented business that uses up

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

through mobility.

products and parts throughout their entire life cycle and recycles them with highClean Energy Initiatives ・・・ 23

the continuation of its business and has set eﬃcient use of resources as a materiality

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

to accelerate its resource circulation eﬀorts.
The Company aims to coexist in harmony with the Earth and is taking on the

Honda is committed to creating a system premised on recycling, which includes the

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

challenge of shifting to a recycling-oriented business that creates economic value

selection of materials suitable for recycling, easy disassembly and separation design

while reducing consumption (mining and disposal) of the Earth’s limited resources.

that enables the removal of high-quality scrap, and stable procurement of recycled

Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32

Honda believes that resource procurement and price hikes pose a major risk to

Honda has established the five essentials of resource circulation and will workeﬃciency.

Circular Designmaterials.

together with internal and external stakeholders in conjunction with conventional

Circular Value Chain

3R (reduce/reuse/recycle) activities.

Target List・・・・・・・・・・・・・・・・・ 34

Honda will work to build a recycling-oriented value chain that maximizes economic

Resource circulation concept diagram

rationality by optimizing specifications throughout the entire supply chain involved

Business Innovation

Circular Design

Transition from Mass Consumption to
Circular Business Model

Applying Sustainable Materials andProduct Design to Achieve Resource
Extraction Reduction

in resource circulation, including material manufacturers and the dismantling andcrushing industry.

Advanced Recycling

Resource
Circulation
Clean
EnergyCarbonNeutrality

Honda is committed to the research and development of advanced technologies
that enable energy-saving, low-carbon, and low-cost recycling.

Data Traceability
Honda will work on visualization of social values such as lifecycle CO2 emissions andAdvanced Recycling

Circular Value Chain

recycling rate to prove compliance with laws and regulations and to promote

Energy-Eﬃcient, Low-Carbon,
Cost-Eﬀective, and Advanced Recycling
Technologies

Circular Value Chain for Achieving
Advanced Recycling

appropriate trade and use of recycled materials. The Company is committed toData Traceability

Information Management System as
the Foundation of the Circular Economy

201-2

proving maintenance history and improving resource recovery rates using a wide
range of digital technologies.

Honda ESG Data Book 2024

24

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Resource Circulation Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18
Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19
Clean Energy Initiatives ・・・ 23
Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24
Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28
Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

Corporate Activities Initiatives

Initiatives Related to Product Areas

Waste Management Initiatives

Initiatives for Automobiles

Honda is making eﬀorts to reduce the volume of waste generated through its

For its automobiles, Honda has been promoting conventional 3R (reduce/reuse/business activities. The Company is stepping up its 3Rs (reduce/reuse/recycle)

recycle) activities as well as ensuring proper processing when disposing of end-of-

eﬀorts, which include resource reduction initiatives, such as the reduction of by-life products.

products through an increase in throughput yields.
Honda properly manages the import and export of waste deemed hazardous
under the terms of Annexes I, II, III, or VII of the Basel Convention.
In addition, the Company is striving to eliminate all use of ozone-depleting

The Company will engage in new businesses and services such as horizontal
recycling*1, repurposing*2, and refurbishing*3 as part of its shift to a recyclingoriented business. This section describes the resource circulation eﬀorts related to
new and used car sales.

substances (ODS) at business sites in accordance with the Montreal Protocol andlocal laws and regulations in the countries in which it operates.

Initiatives for Battery Lifetime Management Commercialization(Business Innovation)

Recycling-related Initiatives

For batteries to be installed in light EVs scheduled for launch in 2024, Honda is

Honda is continuously working to collect, recover, recycle, and properly dispose ofpromoting an initiative to maximize battery value by upgrading battery monitoring

used automobiles, motorcycles, and fluorocarbons in order to reduce theirfunctions and conducting lifetime management through conversion from on-board

environmental impact.

use to stationary use.
The battery monitoring function, which determines the state of deteriorationof components and other factors, enables efficient use of resources and reduces theWater Resources Initiatives

economic burden on automobile users.

Honda seeks out communities where harmonious coexistence with nearby water
sources is viable as potential plant locations, and conducts its corporate activities incompliance with host countries’ environmental assessment laws and regulations.
To minimize water intake, various business sites are implementing initiatives
based on regional circumstances, such as the utilization of recycled water and water*1 Horizontal recycling: Recycling usedproducts back into resources andusing them again for the same
purpose.
*2 Repurposing: Utilizing one’s own
products (e.g., primary use) for
various secondary purposes.
*3 Refurbishing: Adding new value toused vehicles by improving
performance and service throughthe latest updates.

conservation.
Honda has prioritized the introduction of a water recycling system at the
Celaya Auto Plant of Honda de Mexico S.A. de C.V. in Mexico, the Tapukara Plant of
Honda Cars India Ltd. in India, and the No. 2 Plant of GAC Honda Automobile Co.,
Ltd. in China, where the water risk is particularly high.
Honda will continue to introduce its water recycling system around the worldand strive to reduce the environmental impact.
■

Recycled water consumption (global manufacturing sites)
350 million m3/year (approximately 15% of the total amount used)

201-2, 303-1, 303-2, 303-3, 303-4, 303-5, 305-6, 306-1, 306-2, 306-3, 306-4, 306-5

Honda ESG Data Book 202425

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Resource Circulation Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18
Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

Expanded Use of Recycled Materials from Automobile Bumpers for Parts
of New Vehicles (Circular Design)

Use of Sustainable Materials for Floor Carpet Mats

For the “N-VAN e:” light EV scheduled for release in 2024, Honda collected andStarting in April 2024, Honda has adopted a sustainable material, recycled PET

crushed discarded bumpers from Honda vehicles, revitalized them as sustainable

material, for the floor carpet mats, a Honda genuine accessory for the N-VAN lightmaterials, and reused them as accessories for vehicle exteriors and other parts.

vehicle. It is significantly lighter than conventional mats.

For the front grille parts, a technology was applied to randomly mix the(Circular Design, Circular Value Chain)

The use of sustainable materials is an eﬀort to consider recyclability after use

Clean Energy Initiatives ・・・ 23

bumper paint of past Honda models, leaving a rough finish, so that the pattern isand to contribute to a recycling-oriented society in the future. Going forward, theResource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

unique and attractive.

Company will gradually expand the number of vehicle models to which sustainable
materials can be applied.

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

Launch of Services Related to Refurbishing Used Cars (Business Innovation)
In September 2023, Honda’s Japanese used car business launched “Imakore+ (Plus),”

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32

a program to install new Honda genuine accessories to used cars.
In January 2024, Honda launched a new upgrade service for the ACCORD

Target List・・・・・・・・・・・・・・・・・ 34

model in its North American used car business, a dealer-installed service thatenables the wireless functionality of Apple CarPlay and Android Auto.
Such refurbishing programs for recovering and improving product value,
adding new product value, and providing utilization services will lead customers to
use up the products to the end, and increase opportunities to collect end-of-life
vehicle products, thereby making more eﬃcient use of resources.
Front grille parts made of “recycled bumper material”

201-2, 301-3, 306-1, 306-2, 306-3, 306-4, 306-5

Honda ESG Data Book 2024

26

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Resource Circulation Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18
Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

Initiatives for Motorcycles
For motorcycles, Honda is working to reduce the volume of materials used throughApplication of Recycled Materials from Automobile Bumpers toMotorcycles (Circular Design, Circular Value Chain)weight reduction, the application of recycled materials, and structural design that

So far, recycled materials made from waste bumpers of Honda vehicles collected

takes recyclability into consideration from the perspective of reducing

from dealers have been used for under covers of automobiles and other products.
By optimizing the specifications, Honda will apply recycled bumper material,

environmental impact.
This section describes new initiatives that include the following: application of

Clean Energy Initiatives ・・・ 23

recycled materials such as iron and aluminum, which can reduce the impact on the

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

land when mining and the CO2 emissions generated during the material production

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28
Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

process, as well as bio-derived materials and recycled resin materials, which can leadwhich has been diﬃcult to apply to motorcycles, to the large models manufactured
at the Kumamoto Factory, which are scheduled to go on sale in 2024.
This initiative will take advantage of the diversity of products sold and theparts collection scheme that characterizes Honda.

to reduction of fossil resource extraction.

Application of Recycled Aluminum (Circular Design)
Application of Bioengineering Plastics to Products (Circular Design)

Honda have applied small-diameter wheels, which are made from commercial

As a new initiative in the resin field, Honda has adopted DURABIOTM *1, an

scraps by the high-pressure die casting (HPDC) method, to small models such asenvironmentally friendly bio-based engineering plastic, for the first time in thescooters and Cubs in Vietnam, Thailand, Brazil, and China.

world*2 for the transparent windscreen of the CRF1100L Africa Twin released in

The Company will apply large-diameter wheels, which have been diﬃcult toapply due to technical challenges and other reasons, to the large models

March 2024.
The Company plans to expand the application of this plastic to other models

manufactured at the Kumamoto Factory, which are scheduled to go on sale in 2024.
With the application to the large models, wheels made of recycled materials

and parts in the future.

will be applied to a wide range of products from small to large models.

CRF1100L Africa Twin 
 (Grand prix red)Transparent front screen for motorcycles*1 DURABIOTM is a registered trademarkof Mitsubishi Chemical Corporation.
*2 According to Honda research (as of
October 2023)

201-2, 306-1, 306-2, 306-3, 306-4, 306-5

Honda ESG Data Book 2024

27

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Biodiversity Conservation Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18
Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

Honda’s Approach

Priority Analysis for Biodiversity Conservation
Honda utilizes the methodology recommended by the Taskforce on Nature-related

In promoting nature symbiosis initiatives toward Nature Positive, Honda has set

Financial Disclosures (TNFD) for analyzing the potential impacts of its business“biodiversity conservation” as a materiality.

activities on biodiversity and its priorities.

Honda operates its business with the benefit of natural and mineral resources.

Honda assesses its production sites using the Integrated Biodiversity

Honda recognizes that it depends on and aﬀects a great deal of natural capital not

Assessment Tool (IBAT), a biodiversity assessment tool. In order to conduct specific

Clean Energy Initiatives ・・・ 23

only in the procurement of raw materials, but also in the entire value chain frombiodiversity eﬀorts at its 86 production sites around the world, Honda uses

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

R&D, manufacturing, use, and disposal after use. Based on the basic concept ofindicators in IBAT to conduct integrated assessments of the biodiversity risk of theharmonizing natural capital and corporate activities, the Company is promoting

sites. Based on the results, Honda identifies priority sites and considers specific

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

initiatives to achieve this objective.

eﬀorts to conserve biodiversity.

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

In line with the Honda Biodiversity Guidelines established in 2011, Honda is

Products are made from a variety of materials, some of which may have an

working to avoid or minimize impacts on nature, including air, water, andimpact on biodiversity. Honda is therefore engaged in the primary assessment of

biodiversity, as well as to conserve and restore them.

the impact of materials used in its products on biodiversity. Based on theassessment results, the Company will conduct a more detailed analysis of materials
that have a large potential impact, and consider ways to reduce the impact of its
products on biodiversity.

201-2, 304-1, 304-2, 304-3, 304-4

Honda ESG Data Book 2024

28

Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Biodiversity Conservation Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Specific Initiatives for Biodiversity Conservation
Collaboration with External Initiatives

In recognition of the achievements of these eﬀorts, 415.1 hectares of forest
in Mobility Resort Motegi was certified as a nature symbiosis site in October 2023.

In April 2022, Honda joined the 30by30 Roadmap, led by the Ministry of theInitiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19
Clean Energy Initiatives ・・・ 23
Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

Environment in Japan, and is promoting its eﬀorts to obtain certification as annature symbiosis site, which is an area where biodiversity is being conserved.
In addition, Honda has been participating in the Taskforce on Nature-related
Financial Disclosures (TNFD) Forum since December 2022.

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

Haccho dragonfly confirmed at Mobility Resort
MotegiOther Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

Certificate of nature symbiosis site

Activities to Protect and Restore Biodiversity

Japan: Biotope at an Automobile Assembly Plant

Mobility Resort Motegi in Tochigi Prefecture, Japan, which is 100% owned by

A biotope located at the Saitama Factory Automobile Plant, which started

Honda, covers an area of approximately 640 hectares, and is engaged in nature

operation in 2013. The biotope is home to endangered species such as Hynobius

conservation activities in approximately 70% of its forests. There are

tokyoensis and Lefua echigonia, and along with monitoring and conservation

approximately 5,800 confirmed species, including many rare species, among theactivities, Honda is exterminating non-native species such as the red swamp crayfish

inhabitants.

and American bullfrog.

The area was unmanaged wooded areas and rice paddies, but Honda has
improved the environment by cutting trees to let light into the forest, restoringterraced rice paddies and other riparian areas, and protecting and relocating
endangered Haccho dragonfly (Nannophya pygmaea). Based on the idea that“improving the environment is not only about managing it, but also about
creating it*,” Honda is also working to create a diverse environment for living
creatures at Mobility Resort Motegi. To create a sustainable forest, Honda
conducts forest surveys (tree surveys, etc.) and monitoring surveys (registered as
one of the Monitoring Sites 1000 by the Ministry of the Environment), and holds
forest development workshops to nurture the people involved in forest* Improving the forest environment is
not only about reducing the densityof the forest by logging to let in lightand wind, but also about creating
habitats for living creatures.

201-2, 304-1, 304-2, 304-3, 304-4

Biotope at the Saitama Factory Automobile Plant

development.

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Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Biodiversity Conservation Initiatives

Basic Approach ・・・・・・・・・・・ 15

U.S.A.: Creating Wildlife Habitats

Brazil: Nature Conservation at a Test Course

At the production site for All-terrain vehicle/Side-by-Sides in South Carolina

Moto Honda da Amazonia Ltda’s motorcycle test course in Rio Preto da Eva is in the(American Honda Motor Co., Inc.), many wildlife habitat improvements have been

Amazon rainforest. In harmony with the environment, approximately 80% (802implemented. 243 acres of lush greenery on the property led to proper forest

hectares) of the site is maintained as a legally protected area. Agricultural projects

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

management, establishing duck breeding ponds, wildlife food plots, bird houses, andhere include the planting of fruits and vegetables as well as the restoration ofa garden for honeybees with a hive box. These eﬀorts have attracted more deer, wild

endangered species such as mahogany, rosewood, and Brazil nuts.

Clean Energy Initiatives ・・・ 23

turkeys, and bobcats to visit and inhabit the land. Some waterfowl also migrate yearly

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

to raise their young onsite.

Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28
Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34
Test course

Wild deer

India: Plant Greening in Consideration of Biodiversity
The Company created a 0.4 hectare mini-forest on the premises of Honda

Belgium: Conserving Biodiversity at a Logistics Base

Motorcycle & Scooter India Pvt. Ltd.’s motorcycle plant in the state of Gujarat withAt Honda Motor Europe Logistics NV’s logistics base in Aalst, the Company has

the aim of creating a rich natural environment to protect the ecosystem. This forest,

expanded its greenbelt by planting black poplars, which are threatened due tonamed “Sanjivani van*,” is planted with more than 16,000 trees in 24 diﬀerent

habitat degradation and a lack of genetic diversity. The Company is also

categories. In addition, food residues are converted into compost and used forcontributing to the maintenance of biodiversity by creating habitats such as

gardening in the forest.

ponds, insect hotels, and feeding stations for living creatures.

* Sanjivani van: A Hindi term referring
to a mythical forest associated withthe herb “Sanjivani”, which has
healing properties and significant
meaning in Hindu mythology

Mini-forest
Insect hotel

201-2, 304-1, 304-2, 304-3, 304-4

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Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Biodiversity Conservation Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16Conserving Water Resources

Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Recognizing the potential for its business activities to impact biodiversity and water

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

resources, Honda is also committed to the conservation of water resources.
Since Honda seeks out communities where harmonious coexistence withnearby water sources is viable as potential plant locations and builds plants in

Clean Energy Initiatives ・・・ 23

compliance with host countries’ environmental assessment laws and regulations, noResource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

water sources are significantly impacted by the Company’s water use.

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

since it treats wastewater and discharges treated water in accordance with

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

In addition, no water sources are aﬀected by wastewater from Honda facilities
applicable laws and regulations of each country and region-specific rules, etc.
Honda appropriately manages the amount of water used and works tomanage and provide information on wastewater, which includes thorough quality
control and the disclosure of water quality test findings.
Honda has also continuously undertaken conservation activities for forest
watersheds since 1999 as part of its social contribution program. Production sites
protect and manage the forest watersheds that they benefit from and strive to keepthem optimized for each region.
Aware of the fact that water is an indispensable resource supporting its
business, Honda will continue implementing this activity.
The Company’s lineup of engines for outboard motors consists solely offour-stroke engines, with the aim of reducing water contamination by outboard
motors around the world. Honda is also conducting demonstration tests of electric
propulsion systems to reduce the environmental impact during product usage.

201-2, 303-1, 303-2, 303-3, 303-4, 303-5, 304-1, 304-2, 304-3, 304-4

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Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Other Important Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16

Preservation of Clean Air

Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Honda recognizes that eﬀorts for preservation of clean air have been a critical issue

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19
Clean Energy Initiatives ・・・ 23

As for power products, Honda has cleared compliance with United Statessince the 1960s when the pollution problem became serious. The Company,

Environmental Protection Agency Phase 3 regulations, the most stringent in thetherefore, has been working to protect the clean air through the development ofworld, through engine enhancement technology without using a catalyst.

technologies that reduce the gases emitted from its products.

The solvents found in paint and thinner used mainly in paint processes can

Honda has reduced exhaust emissions from motorcycles by switching thegenerate Volatile Organic Compounds (VOC), the cause of photochemical oxidants.

Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

engines of all its motorcycles on the market to four strokes, with the Honda

Accordingly, Honda is working to reduce VOC emissions such as through theProgrammed Fuel Injection (PGM-FI) system being applied to more than 88% of

improvement of painting eﬃciency and the installation of equipment to remove

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

models sold worldwide for better combustion eﬃciency.

VOC.

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

With regard to automobiles, the Accord Plug-in Hybrid has become the first in

In the production of automobiles, the Company is promoting the global

the world to certify to SULEV*1 20 of California’s LEV*2 III emissions regulations,introduction of Honda Smart Ecological Paint*3, a highly functional painting

deemed to be the toughest in the world. In addition, Honda has introduced

technology that shortens the automobile painting process, from the Saitama

technologies to reduce emissions in advance of other advanced emission

Factory Automobile Plant.

regulations, such as Euro 6 in Europe and Stage 6 of particulate matter (PM)emissions in China.

Honda will continue to reduce emissions and set milestone sales ratios forelectrified products in an eﬀort to preserve clean air.

Carbon-free products*4*1 Super Ultra Low Emission Vehicle*2 Low Emission Vehicle*3 A technology that eliminates a
middle coating process from thecommonly used 4-coat/3-bake auto
body painting process, thereby
realizing a 3-coat/2-bake waterbased painting process*4 Carbon-free products: Products that
do not emit CO2 when being used

201-2

EM1 e:

CR-V e:FCEV

EU3200i

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Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Other Important Initiatives

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16
Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Management and Reduction of Chemical Substances
Honda works to ensure the appropriate management and reduction of thechemical substances contained in automotive components from the product design

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19

and development stages in order to reduce those materials that impact theenvironment.

Clean Energy Initiatives ・・・ 23

Laws and regulations have been introduced in each country to ensure theResource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24

appropriate management of chemical substances and the reduction of harmful

Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28

the goal set by the United Nations in 2002 of minimizing the impact of chemical

Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32

substances contained in automotive components. These legislations are based on
substances on people and the environment by 2020.
The International Material Data System (IMDS), a mechanism for collecting
information throughout the supply chain on the materials and chemical substances
contained in components making up a vehicle, was developed in response to thisTarget List・・・・・・・・・・・・・・・・・ 34

trend largely by the German Association of the Automotive Industry. Honda is alsotabulating and managing chemical substances via its independently developed
global management system, called the Management System of Chemical
Substances(MoCS), which collects information based on IMDS.
Honda promotes the management of chemical substances via MoCS to comply
with the Regulation concerning the Registration, Evaluation, Authorisation andRestriction of Chemicals (REACH) and other regulations on the use of substances ofconcern in each country. In addition, Honda is moving ahead with the reduction offour types of heavy metals (lead, mercury, hexavalent chromium and cadmium), in
accordance with the European Directive on End-of-Life Vehicles (ELV Directive).

201-2

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Contents

1

Editorial Policy

3 Environment2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Target List

Basic Approach ・・・・・・・・・・・ 15
Global Management ・・・・・・ 16

List of Targets

Initiatives to Achieve Zero
Environmental Impact ・・・・ 18

Target Items

Targets for 2030

Targets for 2050
46%

Reduction rate of total CO2 emissions from corporate activities (compared to FY2020)

Initiatives for Carbon
Neutrality ・・・・・・・・・・・・・・・・・ 19
Clean Energy Initiatives ・・・ 23
Resource Circulation
Initiatives ・・・・・・・・・・・・・・・・・ 24
Biodiversity Conservation
Initiatives ・・・・・・・・・・・・・・・・・ 28
Other Important
Initiatives ・・・・・・・・・・・・・・・・・ 32
Target List・・・・・・・・・・・・・・・・・ 34

Sales ratio of electrified products

Reduction rate of CO2 emissions intensity of product use(compared to FY2020)

Motorcycles

15%

Automobiles

30%Power products

36%

Motorcycles

34.0%

Automobiles

27.2%

Power products

28.2%

Reduction rate of total water intake in corporate activities (compared to BAU*)

14.5%

Reduction rate of total waste generation in corporate activities (compared to BAU*)

14.5%

Product resource circulation(Set internal milestones)

CO2 emissions, net zero

Zero industrial water intake and industrial waste
100% use of sustainable materials* Business As Usual: Estimated values
based on the 2030 production plan,assuming that no measures or policies
for reduction are implemented

Honda ESG Data Book 2024

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4SocialHonda ESG Data Book 202435

4SocialSafetyHonda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Basic Approach

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

To Realize a Zero Traﬃc Collision Society
Based on the global concept of “Safety for Everyone,” Honda aims to achieve zero

Global Safety Slogan

traﬃc collision fatalities involving Honda motorcycles and automobiles*1 worldwide
by 2050. To achieve this goal, Honda has also set a milestone of halving the numberof global traﬃc collision fatalities involving Honda motorcycles and automobiles*2
by 2030. This applies not just to new models but also to Honda motorcycles andautomobiles already on the market. Honda has worked to address traﬃc accidents
caused from various factors by evolving three elements individually and combining
each of them: human ability (awareness-building activities), mobility performance(technological development), and traﬃc ecosystem (collaboration with others andHonda dreams of a collision-free mobile
society where our customers, and everyone
sharing the road, can safely and confidently
enjoy the freedom of mobility.

system/service development). Going forward, the major challenge for 2030 is fatal
accidents involving motorcycles in emerging economies. As the world’s largest
provider of motorcycles, Honda sees proactively addressing this issue as its social

Three elements of safety

responsibility. The Company is conducting educational activities targeting a wide
range of people and equipping motorcycles with advanced braking systems such as
Anti-lock Brake System (ABS) and Combined Brake System (CBS), as well as lights
with high visibility for both riders and other road users.

*1 Traﬃc accidents involving Honda
motorcyclists and drivers, as well as
pedestrians and bicyclists (i.e., alltraﬃc participants, except for
intentional and malicious violatorsof the rules, and persons who areincapable of fulfilling their
responsibilities)*2 Comparing to 2020

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Contents

1

2

Editorial Policy

4 Social

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Basic Approach

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

For automobiles, Honda is actively promoting the functional evolution and

Fatalities involving automobiles per 10,000 vehicles in Japanwidespread use of Advanced Driver Assistance Systems (ADAS), which are eﬀective(persons/10,000 vehicles)

in reducing traﬃc accidents in both emerging and developed countries.

1.0

Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

throughout the world. To address this challenge, Honda is promoting the research

Honda

Average in Japan0.8

and development of Safe and Sound Network Technology, which connects all traﬃcparticipants (i.e., people and mobility vehicles) via telecommunications to predict

0.6

risks before accidents occur and support accident avoidance. Through these eﬀorts,
the Company aims to achieve zero traﬃc collision fatalities involving Honda
motorcycles and automobiles.

0.4

Honda’s safety targets: Milestones toward 2050
0.2
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

Traﬃc collision fatalities involving Honda vehicles

Human Rights ・・・・・・・・・・・・・ 65

And beyond that, the major challenge for 2050 is to address fatalities ofpedestrians, bicycle riders, motorcycle riders, and other vulnerable road users(FY)

Source: Honda’s survey based on the data from the Institute for Traﬃc Accident Research andData Analysis. Figures for Japan are based on traﬃc statistics for automobiles andmotorized bicycles for each year.

     50%
reduction

Fatalities involving automobiles per 10,000 vehicles in the USA(persons/10,000 vehicles)

2.5

 

    Zerofatalities

Honda

Average in the USA

2.0

1.5

2020



2040


1.0

0.5
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021

(FY)

Source: Honda’s survey based on the data from the Fatality Analysis Reporting System (FARS) of
National Highway Traﬃc Safety Administration (NHTSA). Figures for the USA are basedon the Fatality Rate per Registered Vehicles from the Traﬃc Safety Fact.

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Human Ability
Honda’s Approach
In 1970, Honda established Traﬃc Safety Promotion Operations in Japan and

Education Centers, motorcycle and automobile dealers, Local traﬃc Safety

subsequently a department dedicated to promoting activities overseas within the

instructors, and related companies.

Department in 1972. Since then, Honda has been expanding its eﬀorts overseas by

Overseas, particularly in emerging countries, there are areas where regulations,establishing Traﬃc Education Centers* in various countries and cooperating with

traﬃc rules and road infrastructure are not yet fully developed even though

local dealers. As of March 2024, Honda is carrying out traﬃc safety promotion

motorization is rapidly progressing. As such, the increase in the number of fatal

activities in 43 countries and regions throughout the world, including Japan.

traﬃc accidents has become a social issue.

Honda’s activities are based on the ideas of “Safety handed down from person

In Asian countries, where traﬃc accidents are particularly frequent, Honda hasto person” by conveying the importance of traﬃc safety directly to customers at

actively provided the know-how it has cultivated in Japan to develop safety

dealers and to provide “participatory experiential education” under the guidance of

instructors and make educational materials. In FY2024, approximately 4.50 million

expert instructors in dedicated courses.

people attended our educational programs.

In Japan, Honda has developed activities to deliver safety for all ages, fromchildren to seniors, and provided education and actual training on traﬃc safety to

Honda is undertaking activities matched to the traﬃc situation of each country
while collaborating with local governments and relevant organizations.

more than 6.79 million customers to date in cooperation with Honda Traﬃc
Countries and regions engaged in traﬃc safety activities* Traﬃc Education Centers: Honda
facilities where internal and external
instructors on traﬃc safety are trainedand driving safety education isprovided to corporations, schools andindividual customers

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37

Human Ability

Safety Initiatives ・・・・・・・・・・ 39

FY2024 Activities

Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Overseas Initiatives

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115■■

Release of Honda Driver Coaching App in the United States

In June 2023, Honda released in the United States the “Honda Driver Coaching”
application for young people, which supports the acquisition of traﬃc safety skills
through driving diagnosis and real-time voice advice functions. The Company is also

Signing a Memorandum of Understanding (MOU) for the Development of aplanning to develop such a safe driving coaching system for drivers in emerging

Hazard Recognition Program between Thai Honda and the Department ofcountries.

Land Transport, the Ministry of Transport of Thailand
In April 2023, Thai Honda Co., Ltd. (“Thai Honda”) and the Department of Land
Transport (DLT), the Ministry of Transport (MOT) of Thailand signed a MOU todevelop a Hazard Recognition Program to prevent traﬃc accidents. Thai Honda is amanufacturer and sales company of motorcycles and power products in Thailand.
Thai Honda aims to significantly reduce the number of traﬃc accidents andfatalities by applying the knowledge on traﬃc accident prevention that thecompany has accumulated over the past 30 years to raise awareness and educate
prospective driver’s license holders and young people in the country, in cooperation
with the DLT of the Ministry. Based on the animated video produced by Thai Honda,

Honda Driver Coaching App (USA)the DLT will create a new live-action video, which will be widely used for driver’s
license applicants and others.

■

Partnership between American Honda Motor and Discovery Education

In October 2023, Honda’s U.S. subsidiary American Honda Motor Co., Inc. (AHM)
and Discovery Education launched a new initiative, “Honda Safety Driven” toaddress traﬃc fatalities among young drivers in the United States. The initiative
provides skill education and educational materials on traﬃc safety through acollection of digital resources, including guides for educators, classroom lessons,family discussion guides, and more.

MOU signing ceremony

Animated video for traﬃc accident prevention

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37

Human Ability

Safety Initiatives ・・・・・・・・・・ 39■

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Improvement of Traﬃc Safety Education Skills and Content in Asia and Oceania

In February 2024, the 2nd ASIA-OCEANIA Honda Safety Instructor Competition washeld in Thailand. The purpose of this competition is to share the basic concept oftraﬃc safety promotion activities through the improvement of driving knowledge/
skills and mutual exchange among the instructors. The competition consisted oftechnical and leadership divisions for motorcycles and automobiles, with a total of
121 participants from eight countries and regions.
Also, a hands-on training session of Honda SENSING was held for associates of
local subsidiaries. This training session focused on Collision Mitigation Braking
System (CMBS), which could easily be misunderstood or overconfident by drivers. In
the future, Honda plans to hold a hands-on test drive for customers by the
associates who participated in the session.

Competition

Hands-on training session

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Human Ability■

Extending the Joy of Mobility in an Aging Society

Honda leverages its know-how on riding/driving safety and hazard prediction

Initiatives in Japan■

training (kiken yosoku training – KYT) it has accumulated over the years as well as

Development of Materials for Daily Sustainable Education

develops and promotes the widespread use of educational equipment, such as

In Japan, Honda oﬀers educational programs and teaches instruction techniques tosimulators, which mimics actual traﬃc conditions and enables people to experiencetraﬃc safety instructors for conveying traﬃc safety in each local community.

hazards in a safe environment.

At many elementary schools, traﬃc safety classes are held several times a year

Among these, Honda focused on traﬃc accidents caused by visual fieldby traﬃc safety instructors. However, the results of the eﬀectiveness test showed

impairment and developed a simulator that simulates the visual field of a personthat immediately after the class, students showed improvement in their behavior,suﬀering from glaucoma.

such as walking on the street with caution, but over time, they returned to the level

The simulator was installed in the stores of Paris Miki, a chain of eyewear

before the class. In response, Honda has developed a “Digital Traﬃc Safety Karuta

specialty stores, and an event was held to allow customers to compare the visual(traditional Japanese playing cards)” in consultation with teachers and isfield of a normal person with that of a person with glaucoma. Customers who have

distributing it free of charge to elementary schools so that education can beused the service have commented that it has given them a renewed awareness ofcontinued on a daily basis, not just in traﬃc safety classes.

the importance of safety checks of their visual field, and that they would like to talk

While it is diﬃcult to set aside time for traﬃc safety classes, this tool has been
well received by teachers, as it allows them to easily provide traﬃc safety lessons
during morning and afternoon meetings, and to raise traﬃc safety awareness ofwith their families about the dangers of glaucoma.
Honda will continue to provide educational opportunities so that many people
can try this simulator to experience the visual field of glaucoma patients.

children while having fun with a quiz format.

Digital Traﬃc Safety Karuta developed as ahandy traﬃc safety education toolChildren look at the pictures and discuss about
the dangers hidden in

Normal vision

Glaucoma patient’s vision

When driving looking forward(the red dot is the center viewpoint)

There is a risk of missing oncoming vehicles,
traﬃc signals, etc.

Compared to normal vision, the glaucoma patient’s vision shows that he/she cannot see oncoming
vehicles.

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Mobility Performance
Honda’s Approach
Honda engages in technological development by fully understanding the real
accident situations in a real-world traﬃc environment comprising multiple types ofroad users, including motorcycles and automobiles, and by conducting detailed
analyses of accident mechanisms.
To date, Honda has developed the world’s first*1 pedestrian dummy, ananthropomorphic model used to reproduce the human body’s kinematics during acollision with an automobile, and has established the world’s first indoor

Pedestrian dummy

Indoor omnidirectional crash test facility

SRS Airbag System

Airbag system for motorcycles

Collision Mitigation Braking System (CMBS)

Honda SENSING Eliteomnidirectional crash test facility to conduct research into more realistic crash
configurations. In addition, the Company has developed and introduced newtechnologies, such as the SRS Airbag System for the driver’s seat, the Advanced
Compatibility Engineering (ACE) body structure*2, and CMBS (a world first) for
automobiles, and the mass-produced airbag system for motorcycles (a world first).
Since 2014, Honda has expanded the application of Honda SENSING, a safe
driving support system that assists in accident avoidance, to its automobile models.
In 2022, the Company launched Honda SENSING 360. Honda SENSING 360 is a

*1 Based on Honda’s research*2 A safety-oriented body structurethat eﬃciently disperses and absorbs
collision energy in the engine
compartment when automobiles
collide with each other. It oﬀers
significantly greater occupant
protection and reduces the damage
to the other impacted vehicles.
*3 Automated driving technology
corresponding to AutomatedDriving Level 3, as defined by theJapanese government (inaccordance with SAE). Under certain
conditions, the system monitors
traﬃc conditions in the vicinity andoperates on behalf of the driver. If
the system deviates from theavailable conditions, an alarm isgiven, and the driver is required totake over driving immediately.

technology that leverages the knowledge gained from the research anddevelopment of Honda SENSING Elite, the world’s first practical application of
automated driving technology*3 in 2021.
Going forward, in developed countries, the Company aims to apply thesetechnologies, which cover a wide range of fatal collision situations envisioned by
Honda, to all automobile models by 2030, including Honda SENSING 360, further
enhanced pedestrian protection and collision mitigation technologies, andadvanced automatic collision notification (AACN).
In addition, to address the major issue of fatal accidents involving motorcycles
in emerging countries, Honda is promoting the application of Honda SENSING witha motorcycle detection function to all automobile models. For motorcycles, Honda
aims to equip more models with its advanced braking systems, such as ABS and CBS,as well as lights with high visibility for both riders and other road users.

Honda ESG Data Book 2024

43

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Mobility Performance
FY2024 Activities
Toward the achievement of the 2030 milestone, the popularization and functional

Application rate of Honda SENSING to automobiles in emerging countries*2

evolution of Honda’s ADAS are of critical importance for automobiles.
Honda SENSING, one of Honda’s ADAS, has been available since 2014. In
Japan, the N-BOX minicar equipped with this system has been shown to reducerear-end collisions by 82% and pedestrian accidents by 56%*1, confirming its

77％(2023)

eﬀectiveness in reducing accidents.
The future goal is to roll out a version of Honda SENSING with a motorcycle
detection function to all automobile models worldwide, including emerging
countries, by 2030.
In FY2024, the application rate of Honda SENSING in emerging countries*2 was
77% and in developed countries*3 94%. In developed countries, Honda aims to rollApplication rate of Honda SENSING/Honda SENSING 360 to automobiles indeveloped countries*3

out Honda SENSING 360 to all automobile models by 2030, starting with the CR-V
that was launched in China in 2022.
For motorcycles, the Company is aiming to equip more models with its
advanced braking systems, such as ABS and CBS, as well as lights with high visibility
for both riders and other road users, and in FY2024, the application rate of94％(2023)

advanced brakes in emerging countries*4 reached 85%.
Collision reduction eﬀect of vehicles equipped with Honda SENSING (N-BOX)

56%*1 The diﬀerence in the number oftraﬃc accident fatalities and injuries
per registered vehicle between
N-BOX vehicles without AEB andvehicles equipped with Honda
SENSING. Based on data from theInstitute for Traﬃc Accident
Research and Data Analysis,
according to Honda’s research.
*2 India, Indonesia, Malaysia, Thailand,
and Brazil*3 Japan, USA, China, and Europe*4 India, Indonesia, Vietnam, Thailand,
and Brazil

reduction

82%
reduction

Application rate of advanced braking systems, ABS/CBS to motorcycles inemerging countries*485％(2023)

Rear-end collisions

Vehicle-pedestriancollision

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Mobility Performance
In March 2024, Honda SENSING 360 was installed in the new ACCORD model for■the first time for the Japanese market. Honda SENSING 360 provides 360° sensing*

When changing lanes, the system detects vehicles in the adjacent lane approachingby equipping the vehicle with a front sensor camera as well as front radar and afrom behind and alerts the driver and assists in steering to avoid a collision.

Lane Change Collision Mitigation

total of five millimeter-wave radars at each corner. CMBS has evolved from theconventional Honda SENSING functionality to detect pedestrians when turning■

right or left, in addition to vehicles encountering each other at intersections. CMBS

When the driver operates the blinker on highways and freeways, the system detects

provides a comfort and even safety driving environment with the addition of Front

the surrounding conditions and assists the driver in steering to change lanes.

Active Lane Change Assist

Cross Traﬃc Warning, Lane Change Collision Mitigation, and Active Lane Change
Assist.

In 2025, Honda plans to launch
Honda SENSING 360+ on the ACCORD

Main features of Honda SENSING 360■

Front radar

model, which is designed to further
reduce the driver’s workload by

Advanced Collision Mitigation Braking System (CMBS)

The CMBS of the conventional Honda SENSING has been further evolved to support

accurately detecting abnormalities ofcollision avoidance and damage mitigation at intersections by extending thethe driver and the surrounding

detection range from the front to all directions.

environment, thereby reducing the risk

Front sensor camera

Corner radar

Corner radarof accidents.
■

Steering
wheel grip sensor

Front Cross Traﬃc Warning

Sonar sensor

When starting from a stop or traveling at low speeds, the system notifies the driverof intersecting vehicles approaching from the left or right in front of the vehicle.
Honda SENSING 360+

* The detection performance of Honda
SENSING 360 has limitations and does
not eliminate the need for visualconfirmation by the driver.

Front Cross Traﬃc Warning

Lane Change Collision Mitigation

Active Lane Change Assist

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Traﬃc Ecosystem
Honda’s Approach
In 1998, Honda started to oﬀer “Internavi,” a car navigation system in Japan that is

at the time of a traﬃc accident using an algorithm to estimate the probability, and toequipped with communication functions to support safe driving by providing drivers

notify a hospital with a doctor helicopter base so that a doctor helicopter or doctor carwith information on traﬃc congestion and disasters using driving data collected fromcan be dispatched at an early stage.

Honda vehicles.

Looking toward the future, Honda is developing its Safe and Sound Network

In 2013, Honda launched a Safety Map service that integrates and analyzes various

Technology, which connects all traﬃc participants, i.e., people and mobility vehicles,

information, such as emergency braking information collected through the Internavi

through telecommunications to predict risks before accidents occur and support

system, information on traﬃc accidents provided by the police and local governments,

accident avoidance.

and traﬃc information provided by local residents. This service on Honda’s website

The Technology utilizes digital twin technology that aggregates information from all

allows users to learn in advance about areas where accidents frequently occur. In

traﬃc participants and recreates the traﬃc environment in the virtual space. It is characterized

addition to being used by ordinary people, the Safety Map has also been used by local

by its ability to predict the occurrence of traﬃc accidents based on human behavior by using

governments and other organizations to improve roads by adding road markings, etc.

Honda’s proprietary technology to determine the state and characteristics of traﬃc

These eﬀorts have evolved since then, and in 2017 the Company launched Honda Drive

participants and reflecting them in the virtual space. Traﬃc participants are informed of

Data Service, a data service that displays dangerous areas on a map in real time, aiming

supportive information derived from these predictions to prevent traﬃc accidents and areto address social issues, including disaster prevention and traﬃc accident prevention.

encouraged to take evasive action before an accident may occur.

Honda is also operating AACN*. This system utilizes vehicle-connected technology to

Honda is accelerating industry and public-private sector-led eﬀorts toward social

estimate the probability of fatality and serious injury of occupants based on vehicle data
Safe and Sound Network Technology

Innovative risk-predictive technology toprovide Security by keeping you away from risk౐ࢤ宒宖

Digital space* The system automatically reports
vehicle collision information that isuseful for emergency lifesaving by
providing accurate location
information and injury prediction
when airbags are activated.
Development of a system that
extends the scope of coverage toaccidents involving pedestrians andmotorcycles is planned.

implementation of the Safe and Sound Network Technology from 2030 onward.

MEC (edge computing)

Predict
future risks

Smart phone
Smart phone

Accident risk information

Signal information

Motorcycle in theblind spot
Reckless driving vehicle

Child jumping out

Slipping throughReal space
203-1

Accident risk
information
Pedestrian in
the blind spot

Infrastructure
camerasSmart phone

Accident risk
information

Feedback on
response methods
Prevent risks 10 seconds
ahead of time

Honda ESG Data Book 2024

46

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Traﬃc Ecosystem
FY2024 Activities
Honda believes that improving the traﬃc system is an eﬀective way to prevent
traﬃc accidents, and actively collaborates with national and regional publicagencies. Such collaboration is particularly important in the Asian region, wheremotorcycle traﬃc accidents are serious. In September 2023, Honda signed amemorandum of understanding with Malaysian Institute of Road Safety Research(MIROS) in Malaysia and Asian Transportation Research Society (ATRANS) in
Thailand for joint research on reducing traﬃc accidents in ASEAN countries. The
findings from this research will be used to propose improvements to reduce the

Image analysis technology to improve road infrastructure

number of motorcycle traﬃc fatalities, with the aim of contributing to the fields ofmotorcycle design, accident analysis standardization, road infrastructure, traﬃclaws, and other safety policy areas.
In April 2023, Honda participated in the 27th International TechnicalConference on the Enhanced Safety of Vehicles (ESV) 2023*1 held in Japan andpresented its research results on Safe and Sound Network Technology toautomotive safety engineers around the world. The Company also demonstrated amulti-agent*2 simulator. This simulator is a tool that not only visualizes predictedaccident scenarios from the perspective of automobile drivers and vulnerable road
*1 Bi-annual forum for discussion andexchange of ideas on advanced
safety technologies held by the
National Highway Traﬃc Safety
Administration (NHTSA) of the
Department of Transportation, in
cooperation with governments ofother countries.
*2 Interactive environment withmultiple agents*3 A program to promote R&D frombasic research to social
implementation in a comprehensive
manner, and to promote cross-field
R&D through collaboration among
Ministries and Agencies, and social
implementation of the results ofsuch R&D through industryacademia-government collaboration

203-1

users, such as pedestrians and riders of two-wheeled vehicles, but also evaluates theeﬀectiveness of safety technology.

Honda’s booth in the 27th ESV 2023

Multi-agent simulator

Demonstration of an accident scenario
involving a right-turning vehicle and a
motorcycle proceeding straight ahead at anintersection (at Honda’s test course)

Demonstration test of a motorcycle hazard
notification technology using infrastructure
cameras (at Honda’s test course)

In November 2023, Honda held a technology hands-on event for the media in
the Asia and Pacific region, where participants experienced Safe and Sound
Network Technology using accident scenarios involving a right-turning vehicle anda motorcycle proceeding straight ahead at an intersection. In February 2023, Honda
also conducted a demonstration test of a motorcycle hazard notification
technology using infrastructure cameras at Honda’s test course in Thailand.
It is also important to implement Honda’s Safe and Sound Network Technology
in society. In October 2023, a joint proposal, “Research and Development of Support
for Prevention of Traﬃc Accidents through Advance Notification of Risks,” wasadopted in the “Phase 3: Building a Smart Mobility Platform of the Strategic
Innovation Creation Program*3” led by the Cabinet Oﬃce of Japan. Honda isaccelerating its movement toward the future.

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Safety Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Basic Approach ・・・・・・・・・・・ 37
Safety Initiatives ・・・・・・・・・・ 39

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65

Third-Party Evaluations
FY2024 Activities
Many of Honda’s models have received the highest safety ratings in third-party
evaluations in various regions, including the IIHS*1 in the United States, where
testing requirements have been tightened and new standards have been

Human Resources ・・・・・・・・・ 72

introduced.

Supply Chain ・・・・・・・・・・・・・・ 98

Results of key third-party evaluations (tests conducted in FY2024)

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Country/Region

Third-party evaluation
TSP +HR-V/Accord, Acura MDX, Integra

4/4

TSP

CR-V/Pilot

2/2

US NCAP*2

5★

Odyssey/HR-V/Ridgeline/Civic Hatchback/Civic Sedan/Passport/Acura MDX/RDX/TLX/
Integra10/10

C-NCAP

5★

CR-V

1/1

IIHS
United States*1 IIHS: Insurance Institute for Highway
SafetyThe organization conducts the car
assessment that tests and evaluates
the safety performance of variouscars. IIHS only awards TSP and TSP+
to vehicles that achieve excellent test
results. TSP refers to Top Safety Pick.
*2 NCAP: New Car Assessment ProgramThis is a program that tests andevaluates the safety performance ofcars and is performed by publicorganizations in various regions.
Testing and evaluation methods are
diﬀerent for each region. Ratings
range from 0★ to 5★ (5★+ is thehighest rating in some regions).
*3 C-IASI: China Insurance Automotive
Safety Index
This tests and assesses the safety
performance of vehicles, in which
the four grades of G (Good), A(Acceptable), M (Marginal) and P(Poor) are used.
*4 Number of vehicles that received thehighest rank/number of vehicles
that received a rating

416-1

Number of vehicles*4

ModelsChina
Southeast Asia

C-IASI*3

GGG

Breeze/CR-V

2/2

ASEAN NCAP

5★

CR-V/Accord

2/2

CR-V

Honda ESG Data Book 202448

4SocialQuality

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Basic Approach

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Basic Approach ・・・・・・・・・・・ 50
Global Management ・・・・・・ 51
Quality Initiatives ・・・・・・・・・ 53
Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

Aiming to Bring Reassurance and Satisfaction
to Customers

Oﬀering a New Level of Outstanding Quality
Over the years, Honda has implemented a variety of dynamic activities aimed atrealizing products that achieve a new level of outstanding quality.

“We have to aim for 120% product quality, since even a 1% rejection is
unacceptable.” These words of founder Soichiro Honda define the company’s

Meanwhile, the industry is heading toward an unprecedented turning point
concerning responses to factors of environment, safety, and intelligence.

fundamental approach to quality, or more specifically, what it means to strive to be

Honda will accelerate powertrain electrification to achieve carbon neutrality as

a company society wants to exist. It is also the identity of Honda, which has always

well as to introduce driver-assistance technologies for the realization of a collision-

strived to create products that exceed the expectations of customers.

free mobility society. Furthermore, Honda is now working to create new value

Adhering to these objectives, Honda’s commitment is to strengthen customer

through open innovation by teaming up with other companies, including many

Human Resources ・・・・・・・・・ 72

trust by oﬀering products founded on safety and a new level of outstanding quality.

from diﬀerent industries, to address the challenge of creating new forms of mobility

Supply Chain ・・・・・・・・・・・・・・ 98

To this end, Honda has created the Honda Quality Cycle (➡ p. 53), which works

that incorporate the Internet of Things (IoT).

continuously on quality enhancement and improvement, encompassing every stage

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Moving ahead, Honda aims to reduce problems at all points of customer

in the process – from planning, development, production, and sales to after-sales

contact in step with innovations in mobility and living, in addition to ensuring theservice.

highest quality levels among the products and services that customers rely on.

In order to realize the basic principles of “Respect for the Individual” and “TheThree Joys” (The joy of Buying, The Joy of Selling, The Joy of Creating), Honda has

Through this pursuit of quality in each domain, Honda has allowed its activities to
evolve and produce new standards along the way.

confirmed being number one in customer satisfaction in all points of contact as a
primary objective. Honda works in collaboration with dealers to satisfy customers at
every stage, from sales to after-market service, so that customers can continue using
and enjoying its products and services.

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Global Management

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Basic Approach ・・・・・・・・・・・ 50
Global Management ・・・・・・ 51
Quality Initiatives ・・・・・・・・・ 53
Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Quality Management System and Quality
Enhancement Promotion System

Global Meeting Structure
In order to ensure the strengthening of quality under this quality management
system, Honda sets challenges based on quality targets established in companywide policy, which are then modified to reflect those faced in diﬀerent regions for

Global Honda Quality Standard (G-HQS) Aimed at
Increasing Quality of Honda Brand Products and Services

which specific countermeasures are formulated. Regular Global Quality-related

As Honda’s production expands globally, alongside its parts and materials sourcing,take place.

maintaining a globally shared quality management system is essential to ensure

Meetings allow for this initiative to be managed and for information sharing toRegarding customer service, Honda has devised an action policy that is focusedthat all facilities continue to remain consistent in generating 120% product quality.

on each customer, via which value is created through service and the joy of

Established in April 2005, G-HQS serves as the foundation of this system.

continuing to use Honda products is prioritized. Those individuals responsible for

Based on the Honda Quality Cycle, G-HQS is a set of fundamental standards

quality-focused departments, from the headquarters down to the regions, holdsupporting quality assurance and improvement activities in all sections. The aim is

joint Aftersales Business Meetings to share this policy and any other measures

to improve the quality of Honda brand products manufactured and sold around theglobally. Any productive measures and initiatives established within these meetings

world as well as the services oﬀered globally. G-HQS is also, in part, utilized as aare set as global benchmark levels to enable the provision of higher-quality services

means to reliably implement and certify process-based quality assurance focusing

on-site.

on rules, which has recently grown in importance following changes in laws,
regulations, and the business environment.
In accordance with the Honda Quality Cycle, to enhance and improve quality,

Global meeting structure
Meeting structure

Honda clearly defines the roles and responsibilities between global and regional
functions in such areas as planning/development, production, sales/service, andquality. With G-HQS, the goals and requirements integral to quality assurance

Business
Motorcycle/Powerproducts

Quality related
Automobile

activities for each function are stipulated by Global Management Division. In linewith local characteristics, the means for achieving these goals and requirements arestatus of G-HQS within each operation base is confirmed by global function on aTimes/year

Regional Quality Conference

1

Global Chief Inspecting Engineer
Meeting1

Global Automobile Quality
Meeting

3Motorcycle

specified by each operation base. This approach enhances the awareness of quality
improvement and leads to the personal growth of local associates. The operational

Meeting name

Aftersales business

Automobile

1
Aftersales Business Meeting

Power products

2
1

regular basis to enhance quality improvement activities as a concerted eﬀort
alongside facilities.
Based on ISO 9001* criteria to which Honda production facilities in Japan andaround the world have been certified, G-HQS represents the accumulation of* ISO 9001: An international quality
control and quality assurance
standard set by the International
Organization for Standardization(ISO).

knowledge that Honda has gathered independently to improve quality and prevent
issues from recurring. As such, conforming to G-HQS is compatible with conforming
to ISO certification standards.
As of February 29, 2024, 57 of the 62 Honda production facilities had acquired
ISO 9001 certification.

Global Automobile Quality Meeting

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Contents

1

2

Editorial Policy

4 Social

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Global Management

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Quality Control Training

Training curriculum content
Category

Basic Approach ・・・・・・・・・・・ 50

With the aim of improving associates’ quality assurance skills, Honda oﬀers quality

Global Management ・・・・・・ 51

control training based on in-house qualifications and quality control responsibility

Quality Initiatives ・・・・・・・・・ 53

levels.

Basic
training

In Japan, Honda oﬀers a training curriculum that consists of four courses

Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

divided into basic training and specialized training. As part of this curriculum, theCourse content

PeriodQC Junior(QC J) Course

Targets associates during the six-month to
one-year period after joining Honda to teach thebasics of quality control techniques.

1 day

QC Foreman(QC F) Course

Targets associates engaged in production andquality duties to teach the key quality control
techniques and approaches required for robust
quality assurance activities.

2 daysStatistical
Quality
Control (SQC)
CourseTargets the teaching of professional quality
control techniques and approaches among those
associates whose principal responsibility isquality control and the carrying out of quality
improvement activities.

2 daysHonda QC
Basic Course(HBC)

Targets associates responsible for the core ofquality control activities to teach skills that allow
them to resolve diﬃcult problems/issues withthe aim of becoming quality control experts.

Total of18 days

Honda QC Basic Course (HBC) focuses on training experts in all aspects of Honda
quality control and is open not only to Honda associates but also to suppliers.

Human Resources ・・・・・・・・・ 72

Course nameOutside of Japan, the QC Junior (QC J) Course and the QC Foreman (QC F)

Supply Chain ・・・・・・・・・・・・・・ 98

Course are oﬀered as basic training.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

HBC flow

Specialized
training

Trainees

Themes that need to be addressed in trainees’ own departments* SQC Course and HBC are held in Japan.

Best Quality Award
HBC
1. Coursework

By analyzing quality-related measures based on policy management with the aim ofelevating quality awareness, the head of the Quality Innovation Supervisory Unit
presents awards for themes that generate outstanding results. Divisions eligible for

2. Session to review how to address issues

recognition include development, production, production technology, purchasing,certification, quality, parts/service, and IT.
Awards for divisions overseas were introduced in 2012, with the head of the

3. SQC* implementation in trainees’ own departments
aimed at resolving themes/issues
Repeat the cycle of steps (2) and (3) above

Quality Innovation Supervisory Unit presenting the awards on-site. From FY2013 toFY2024, visits were made to a total of 79 sites around the world to directly
communicate with associates (employees).

Cultivates quality control experts with practical skills by teaching trainees toresolve issues in their own departments* SQC: Statistical Quality Control

Award ceremony and a group photo (FY2024)

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Basic Approach ・・・・・・・・・・・ 50

Honda Quality Cycle
Honda has created the Honda Quality Cycle to provide a continuous focus on

expertise at the production preparation and production (mass production) stages.

Global Management ・・・・・・ 51

quality enhancement and improvement at every stage, encompassing planning,

Ultimately, the goal is to achieve the highest quality by creating drawings designed

Quality Initiatives ・・・・・・・・・ 53

development, production, sales, and after-sales service.

to facilitate manufacturing and by developing manufacturing control techniques

Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

The aim of this initiative is to apply and reflect design and developmentthat limit process variability.

Honda Quality Cycle

Human Resources ・・・・・・・・・ 72

I. Planning/Development
Implement quality assurance fromthe drawing stage by utilizing
design and manufacturingexpertise to create drawings
designed to facilitate
manufacturing.

Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

V. Quality Information Collection/
Analysis and Quality Improvement
Quality information from customers andmarkets throughout the world is collected
and analyzed with improvements quickly
made to quality (market quality
improvement system).

II. Production Preparation
Prepare quality assurance inproduction processes by building
manufacturing controls that limit
process variability.

Global Honda
Quality Standard(G-HQS)

IV. Sales and Service

III. Production

Market quality issues after sales are dealt
with by dealerships, which collect quality
information from customers in a timely
manner.

In addition to using drawings
designed to facilitate manufacturing
and implementing manufacturingcontrols that limit process variability,
conduct rigorous inspections of partsand vehicles, and take steps to ensure
no damage occurs during transport.

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Basic Approach ・・・・・・・・・・・ 50

Planning/Development and Production (Mass
Production)

Global Management ・・・・・・ 51

To ensure high quality, Honda conducts comprehensive quality assurance activities

Quality Initiatives ・・・・・・・・・ 53

from the dual perspectives of planning/development and manufacturing. For

Processes that create new levels ofenhanced quality (automobiles)

Database
Database storing quality-related
data that Honda has accumulated
over many years, such as design
and manufacturing expertise

example, drawings for objects that will be machine-processed include finished

Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

dimensions. However, when the same worker uses the same materials, equipment,
and procedures to produce an item according to the dimensions specified on therelevant drawings as part of a given production process, small variations are

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98

Quality assurance
concept

R&D departments
Communication
Product function/
performance concepts

Production
departments
Process assurance
concept

inevitably found in the item’s finished dimensions.
To address this complication, when designing drawings, R&D departments
consider not only function and performance but also the ease of manufacture andSocial Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

minimization of variations. For their part, production departments implement
manufacturing controls, based on the drawings, to keep variability withinapplicable standards and also develop production processes so that all workers can

Ⅰ. Planning/
Development

continue to achieve consistent quality levels.

Assuring quality
through drawings
Drawings design that takes easeof manufacture into consideration

Improving Plannning/Development Activities

Establishing manufacturingcontrol items and criteria

At each stage of planning, development, production preparation, and production(mass production), Honda is working on improvement activities to reduce qualityrelated issues. This involves investigating any cause in the event of a major quality
issue and introducing measures to prevent a recurrence.
To prevent specification-related issues, Honda identifies the impact ofpreviously changed and changing points. Improvements are then implemented via

Ⅱ. Production
Preparation

a review committee that examines changing points and works through pending

Assuring quality throughproduction processes
Developing processes tolimit variability

issues.

Assuring
long-term
reliability throughaggressive
durability testing

Additionally, the planning and development procedures at Honda have also
been evolving. Indeed, Honda is strengthening its design review to enhance

Assuring
parts quality
through
supplier
auditsplanning accuracy in the initial stages of new technology development.
Furthermore, the Company has formulated evaluation conditions and standards inorder to minimize deviation from the values expected by customers and society, as
well as setting a suﬃcient verification timeframe.

Ⅲ. Production(mass
production)

Products

Inspecting
electronic
control systems

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

I. Planning/Development

Basic Approach ・・・・・・・・・・・ 50

Assuring Quality through Drawings

Global Management ・・・・・・ 51

Honda’s R&D departments create drawings that take ease of manufacture into

Quality Initiatives ・・・・・・・・・ 53

When a quality-related issue is found in the process of monitoring productquality defects based on the aforementioned procedures, an investigation into thecause is then conducted to ensure continuous improvement in development
procedures.

consideration in order to limit process variability and prevent human error during
the manufacturing process. These drawings serve as the basis of Honda’s quality

Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

assurance eﬀorts.

II. Production Preparation

Specifically, the R&D departments utilize a database of measures andtechniques previously used to address market quality issues and other information.

Assuring Quality through Production Processes

Human Resources ・・・・・・・・・ 72

They communicate closely with manufacturing departments during the initial

To prevent product quality issues, Honda’s production departments establish

Supply Chain ・・・・・・・・・・・・・・ 98

development stage, together with putting the concepts of product functionality,

manufacturing control items and criteria for each part, process, and operation.

performance, and quality assurance in writing. These details are then shared toEngineers then use these manufacturing control items and criteria to verify

ensure coordination with production departments’ concept of process assurance

manufacturing variability.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

and quality assurance.

Honda’s activities regarding parts procurement also cover parts materials.
Furthermore, by incorporating suggestions for enhancement from the work

Establishment of Development Procedures with Suppliers

sites conducting actual operations and determining manufacturing control

For many years, Honda has been committed to development based on “purchasing

methods for each process, Honda develops processes that limit variability.

components with guaranteed performance,” from which the Company presents its
requirements to suppliers who design and test components for Honda products andAssuring Parts Quality through Supplier Audits

also procures the components from them. Honda’s R&D departments, purchasing

Assuring the quality of procured parts is an important factor in delivering high-departments, and other related departments have initiated a project to reduce criticalquality products.

quality issues within such components, which has included producing a manual for

Honda visits its suppliers’ manufacturing facilities to conduct quality audits

development based on “purchasing components with guaranteed performance.” Thebased on the “Three Reality Principle,” which emphasizes ‘going to the actual place,’manual is revised annually.

‘knowing the actual situation,’ and ‘being realistic.’

In the planning phase of advanced development, the technical challenges of

These audit activities are conducted for both the production preparation andthe components to be developed are first organized. Accordingly then, the key

mass production stages of supplier operations. Experts in the development anddevelopment roles and responsibilities are determined to reflect the development

production of individual parts visit manufacturing facilities to conduct audits ofexperience and technical know-how of Honda and its suppliers. Essential

suppliers’ quality assurance systems and their implementations.

development plan areas to focus on are then clarified, such as increasing the

Honda then works to improve part quality through activities emphasizing

accuracy of Honda’s requirements or taking a concrete approach toward

communication with suppliers, for example, by sharing audit results andverification.

cooperating to identify quality improvement measures.

In addition, quality assurance roles and responsibilities are clarified among
Honda’s departments/business sites and suppliers, based on logistics, distribution
channels, and contractual agreements at the time of mass production. Areas
requiring quality control in development, production preparation, and mass
production are then conveyed to the relevant departments.
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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Assuring Reliability through Durability Testing

III. Production (Mass Production)

For new or redesigned models, Honda conducts rigorous long-distance durability

Basic Approach ・・・・・・・・・・・ 50

testing before beginning mass production of such models to verify that no quality

Inspection of Electronic Control Systems

Global Management ・・・・・・ 51

issues are present.

In recent years, the installation of electronic control systems in vehicles has

Quality Initiatives ・・・・・・・・・ 53
Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

Honda also disassembles vehicles used in the test drives to verify that no parts

increased dramatically in order to improve environmental friendliness, together

show quality issues via a process consisting of several thousand check items. By

with convenience and comfort. Inevitably, the implementation of eﬃcientaccumulating data on the issues discovered via these test drives and detailed

inspection is required to assure the quality of these systems.

inspections, as well as associated countermeasures, the Company ensures a highlevel of quality and reliability.

Human Resources ・・・・・・・・・ 72

To this end, Honda has installed Line End Tester (LET) – an inspection anddiagnostic system developed in-house at production plants in Japan and overseas.
The LET was initially deployed to perform diagnostics of emission cleaningsystems and parts in order to comply with U.S. emissions regulations. Then, in

Supply Chain ・・・・・・・・・・・・・・ 98

response to the recent evolution of electronic control systems, Honda extended theSocial Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

device’s capabilities, allowing its use in the shipping quality inspection of allelectronic control systems, from switches and instruments to air conditioner, audio,
engine, and transmission operations. Doing so has enabled quantitative inspections
through communication with electronically controlled components, which improves
the accuracy and eﬃciency of inspections when compared to conventional methods
dependent on human senses, such as smell, sight, and hearing.
To further enhance the precision and eﬃciency of sensory inspections, Honda
is continuing to promote the quantification of shipping quality assurance forelectronic control systems.

Verification of parts following durability testing

Inspection using the LET system

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Basic Approach ・・・・・・・・・・・ 50

IV. Sales and Service

Customer Satisfaction Survey
Honda conducts a global customer satisfaction survey in relation to service

Honda has established the Customer First Supervisory Unit to realize optimal service

operations for customers who have received service from a dealer. In FY2024, theGlobal Management ・・・・・・ 51

operations in worldwide markets. The unit has set the key objective of being “No.1

survey was conducted in 16 countries, including Japan and countries in North

Quality Initiatives ・・・・・・・・・ 53

in customer satisfaction in all points of contact” based on a “customer-first” policy.

America, South America, Europe, Africa and the Middle East, Asia and Oceania, andThird-Party Evaluation ・・・・ 64“No.1 in customer satisfaction in all points of contact” refers to the realization

China. The survey method enabled minute measurements of satisfaction for eachof an environment in which customers feel satisfied with Honda in each and every

part of the service process at a dealer, with the survey findings then used to provide

situation they come into contact with the Company, including products, dealers,guidelines for each dealer. By comparing these guidelines with other quality-related

and online services. In addition to fulfilling customer expectations built up throughinitiatives undertaken at dealers, activities are being undertaken toward better

Human Resources ・・・・・・・・・ 72

past experience and information, the unit aims to be No.1 in customer satisfaction

service quality at all points of customer contact by implementing a plan-do-check-

Supply Chain ・・・・・・・・・・・・・・ 98

by continuously providing exciting experiences that exceed customer expectations.

act (PDCA) cycle.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Contact points between Honda and its customers

Human Rights ・・・・・・・・・・・・・ 65

In addition, once a year, Honda conducts a survey to make comparisons with
manufacturers and brands considered as benchmarks in other countries. The results
are then used as a reference to maintain and improve customer satisfaction atindustry-leading levels. Consequently, in FY2024, Honda attained top-level
customer satisfaction in 12 countries*.
Improving service operations through customer satisfaction survey
Service process
Preparations for
Customer Visits

Vehicle Drop-oﬀ

Service Shop
Operations

Vehicle Return

Follow-up
after Vehicle
ReturnService

Service quality
improvement

Customersatisfaction survey

Comparing guidelines
with quality-related
initiatives at dealers* Survey by Honda as of March 2024

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Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Honda Customer Relations Center

Customer Car Life Support

Honda Customer Relations Center, which is in direct communication with customers

Honda is providing services to support optimal car lifestyles for customers in global

Basic Approach ・・・・・・・・・・・ 50

in Japan, has a very straightforward slogan: “For The Customers.” Its mission is tomarkets.

Global Management ・・・・・・ 51

handle inquiries from Honda customers politely, clearly, and quickly, aiming for the

Quality Initiatives ・・・・・・・・・ 53

highest quality of service. The center also responds to survey requests fromgovernment agencies and inquiries from consumer advocacy organizations.

Third-Party Evaluation ・・・・ 64

The center accepts consultations from customers 365 days a year and received

In Japan, for example, Honda is providing Honda Total Care as a membershipservice for Honda automobile users.
Members can access to the information that is useful for car maintenance andmanagement, as well as make appointments for inspections via a dedicated Honda

117,088 inquiries in FY2024. Valuable feedback from customers, including

Total Care membership website and app. In addition, the Honda Total Carequestions, suggestions, requests, and opinions, is shared in a timely manner andEmergency Support Center is accessible with the touch of a button in case of an

Human Resources ・・・・・・・・・ 72

utilized to improve quality awareness among the departments of R&D,

emergency, as a part of the system that enhances customer convenience.

Supply Chain ・・・・・・・・・・・・・・ 98

manufacturing, service, sales, etc. in compliance with laws and regulations as well as

Human Rights ・・・・・・・・・・・・・ 65

the Company’s own policies concerning the handling of personal information.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

The Honda Total Care Emergency Support Center is a one-stop contact point
for members facing problems, such as road collisions or vehicle breakdowns. In thismanner, the service relieves members from the burden and confusion of having toundertake various correspondence with insurance companies, car dealers, andother parties. The Center is in service 24 hours a day, seven days a week, and makessmooth roadside assistance arrangements for members in need, as well as providing
support for car operating instructions, among other services.
Honda has also entered into a business alliance with the Japan Automobile
Federation (JAF) – a first in the automotive industry – to provide the industry’s most
expansive* roadside service as an optional addition. In addition, Honda has rolled
out the Honda Total Care Premium connected service, starting with the all-new Fit

Sharing “Customer Voice” in a training

model released in February 2020. The service includes a function that allows formaking an automatic call to an operator when an airbag is deployed, as well as
providing an onboard emergency call button and trouble support button. Byutilizing these features to eliminate the problems drivers face, Honda provides safer
and more secure automobile lifestyles.
Honda aims to ensure the industry’s highest level of customer support quality
by strengthening relationships with customers through these services.

* Survey by Honda as of March 2024

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1

2

Editorial Policy

4 Social

Hondaʼs
Sustainability

3

4

Environment

5SocialGovernance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Basic Approach ・・・・・・・・・・・ 50
Global Management ・・・・・・ 51
Quality Initiatives ・・・・・・・・・ 53
Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

V. Quality Information Collection/Analysis andQuality Improvement

When a quality issue does occur, Honda moves quickly to resolve it, forexample, by working closely with development and production departments toinvestigate and address the cause, by assisting aﬀected customers, and by taking

To enhance the functions of “preventing quality issues” and “quickly detecting andaction to prevent a recurrence.

resolving quality issues when they occur” on a global scale, Honda has establishedIn addition to conventional quality issues related to automobiles, issues

the Quality Innovation Center Tochigi to bring together the various organization

concerning connected services to onboard devices are also handled as quality issues

components concerned with product market quality information. The facility

under this market quality enhancement system.

gathers quality-related information from dealers in Japan and overseas via service
departments and the Customer Relations Center. Measures and policies for

Prediction System

Human Resources ・・・・・・・・・ 72

preventing quality issues are developed based on the issues identified from thisHonda has recognized the necessity of a system that provides peace of mind to

Supply Chain ・・・・・・・・・・・・・・ 98

data, then provided as feedback to the development/production departments,

customers in preparation for new environmental vehicles, such as fuel cell vehicles

including the design and production sections, and suppliers too.

and electric vehicles.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Moreover, the Quality Innovation Center Tochigi operates a structure toWith this system, vehicle information is sent to Honda’s data center using

increase collaboration between after-sales services and quality assurance activities

telematics technology and then analyzed. Potential warning signs are identified

and strengthen this feedback flow.

from results prior to any trouble occurring, as a precautionary measure to safeguardcustomers.

Market quality enhancement system (automobiles)

Overseasof mind as possible.

Customers
Inquiries

Honda is further utilizing this system to provide customers with as much peaceJapan
Customers

Customers

Replies

Inquiries

Replies
Inquiries

Overseas dealers
Reports

Feedback

Dealers in Japan
Honda

Reports

Monitor andanalyze

Contacts

GlobalDivision
Global Service
Quality DivisionReplies(primary)

Feedback

Quality Innovation
Center Tochigi

Overseas Service
Quality Division

Image of the prediction system

Replies

Honda’s data center

Domestic Service
Division
Domestic Service
Quality Division

Customer
Relations Center

Quality
Assurance
Division
Overseas
Overseas
Production Development
Division
Division

Quality Analysis
Division

Production
Division

Development
Division

Suppliers

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2

Hondaʼs
Sustainability

3

Environment

45Social6

Governance

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36

Quality Innovation Center Tochigi

Quality Improvement Operation Process

Quality Innovation Center Tochigi brings together all the key organizational

Quality enhancement operations at the Quality Innovation Center Tochigi, Japan,

Basic Approach ・・・・・・・・・・・ 50

components into a single facility, from the collection and analysis of market quality

consist of pulling together market quality data and sharing information about

Global Management ・・・・・・ 51

data to the considering of countermeasures and providing of quick and precise

collected parts and market quality issues. The personnel of this facility analyze

Quality Initiatives ・・・・・・・・・ 53

feedback to development and production departments.

collected parts, investigate causes, and develop countermeasures andQuality ・・・・・・・・・・・・・・・・・・・・・ 49

In particular, locating quality and service departments within a single facility

Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

improvements in a timely manner.

allows for the eﬀective analysis and development of countermeasures thanks to theability to share information quickly.

Specialized teams with extensive product knowledge are able to obtain
detailed data using a range of analytical equipment. The operational process isconfigured to facilitate objective and appropriate decision-making based on

Human Resources ・・・・・・・・・ 72

gathered data.

Supply Chain ・・・・・・・・・・・・・・ 98

Quality improvement operation process

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Japanese andoverseas dealers

Gathering
information related
Vehicle information to market quality

Parts
collection

Sharing market
quality data

Information on
the Web

Parts collection
Parts collected from the market
are classified by category andmanaged to facilitate quick
analysis.

Generating
qualityenhancement
feedback

Quality Innovation Center Tochigi

Sharing market quality
information
Service, R&D and analysis
departments gather and share
information from the market.

Investigating causes,
analyzing issues, implementing
countermeasures and reporting

Applying preventive
measures across the organization

Analyzing materials

Measuring part precision

Issues caused by materials are analyzed
using the latest scientific equipment,
including composition analysis andXray diﬀraction analysis systems.

Parts’ dimensional precision isverified using 3D measurement
and the latest roundness
measurement equipment.

Bench environment test

Exhaust gas and mode
driving verification

Analyses are conducted in roadenvironments found around the world,from low temperatures to under thescorching sun, to humid conditions,traﬃc jams and high speeds.

R&D departments
Production
departments

Testing engine functionality
and performance
The functionality and performanceof assembled engines are verified
on a bench.

Bench vibration test

The compliance of exhaust gas
components with emissions regulations
and proper system operation duringmode driving are verified.

Actual vehicle vibrations are
reproduced on a testing bench
together with analyzing issues.

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Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Critical Quality Issues Exhibition Hall Presents Examples of Key Quality Issues
A critical quality issues exhibition hall was established at the Quality Innovation

Basic Approach ・・・・・・・・・・・ 50Center Tochigi in 2009. The purpose of this exhibition is to convey perspectives andGlobal Management ・・・・・・ 51

knowledge gained from past failures through the display of actual items, so that

Quality Initiatives ・・・・・・・・・ 53

the experience of market quality issues will not be forgotten and will be passed on
to the future.

Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65

The hall provides key examples of past market quality issues. Many people visit
the hall annually for training or as part of a tour. In FY2024, training was mainly
provided online to about 1,700 participants. The targets include not only Honda

Human Resources ・・・・・・・・・ 72

associates but also suppliers, overseas distributors, and service division personnel.

Supply Chain ・・・・・・・・・・・・・・ 98

In particular, training for engineers involved in designing and developing

Rust on the body of a Honda Civic made in 1981

Cracked exhaust manifold of Honda Life minivehicle made in 1999

products is not only limited to new recruits, newly promoted chiefs or managers but

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

to young associates in their fifth year with the Company and associates from
Honda’s overseas businesses as well to prevent market quality issues from being
forgotten.

Online training

In-person training

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Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Analysis in Partnership with Overseas Entities
Overseas production plants play a central role in conducting the same type of

Basic Approach ・・・・・・・・・・・ 50
Global Management ・・・・・・ 51
Quality Initiatives ・・・・・・・・・ 53
Third-Party Evaluation ・・・・ 64

quality enhancement activities as the Quality Innovation Center Tochigi.
When plants encounter a particularly diﬃcult market quality issue and request
assistance, the Center investigates and analyzes the issue before reporting theresults back to the overseas facility.

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Working with automotive production plants

Quality Innovation Center Tochigi, Japan

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Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Quality Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Basic Approach ・・・・・・・・・・・ 50
Global Management ・・・・・・ 51
Quality Initiatives ・・・・・・・・・ 53

Handling Major Quality Issues When They
Occur

Airbag recalls
The repeated recalls for airbags have caused Honda customers great inconvenienceand concern.

When Honda determines that an issue occurs with a product requiring a recall, it
quickly notifies government authorities in accordance with individual countries’
regulations and contacts the product owners by means of direct mail or telephone

Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Honda has always placed top priority on customer safety and peace of mind
and responded to its customers with this in mind.
In accordance with the agreed-upon revisions to the consent order between

from dealers to provide information about how repairs can be received free of

the National Highway Traﬃc Safety Administration (NHTSA) and Takata in May

charge. In addition to Honda’s website, recall information is provided through news

2016, Honda has been gradually replacing all Takata ammonium-nitrate-based

media where possible.

driver and passenger front airbag inflators that do not contain a desiccant.

As for recalls, a Global Quality Committee is quickly convened in accordance

Honda will continue to undertake its most extensive eﬀorts to ensure awith G-HQS, and decisions concerning recalls are made in consultation with

suﬃcient supply of replacement inflators to customers and take other necessary

members of the relevant sales area, including experts from departments involved

measures as quickly as possible.

with quality issues who are capable of making objective decisions.
Annual recalls (FY2024)
Segment

Times

Total units

Automobiles

29

9,814,483

Motorcycles

14

253,479

Power products

5

390,737* These figures are sourced from internal data and, therefore, may diﬀer from those publicly
announced by authorities.

416-2

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Third-Party Evaluation

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

As an indicator of customer satisfaction, which is an outcome of the Honda Quality
Cycle, Honda analyzes J.D. Power initial Quality Study SM (IQS), an external

Basic Approach ・・・・・・・・・・・ 50

evaluation, and other data to ensure the provision of high-quality products.

Global Management ・・・・・・ 51

Honda’s planning and development, production, and sales and service

Quality Initiatives ・・・・・・・・・ 53

departments are working together to achieve the highest level of customer
satisfaction.

Third-Party Evaluation ・・・・ 64

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

45Social6

Governance

Performance
Data

7

Data

Basic Approach

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Basic Approach ・・・・・・・・・・・ 66
Human Rights Policy ・・・・・・ 67
Promotion Structure ・・・・・・ 69
Human Rights Initiatives ・・ 70

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98

Honda upholds the idea of “respect for the individual” in the Honda Philosophy and

Honda is committed to respecting human rights that are set out in the

includes “Respect of Human Rights” in the Honda Code of Conduct to show its

International Bill of Human Rights and the ten ILO core conventions as set out in thepolicy to “maintain its stance as a company committed to practicing fairness andDeclaration on Fundamental Principles and Rights at Work. In addition, the Company

sincerity and respecting human rights.”

supports the United Nations Guiding Principles on Business and Human Rights.

Also in the Code, Honda specifically requires its associates to “respect fellow

To respect the human rights of all people involved in its business activities,

associates, interact with them in a sincere and appropriate manner, and never engage

Honda has identified the following items, in particular, as human rights issues thatin any form of harassment or unjust, discriminatory behavior in the workplace.”

the Company must actively address: “prohibition of forced labor and child labor,”

Accordingly, based on “Respect for the Individual” in the Honda Philosophy,“elimination of discrimination and harassment, respect and acceptance of diversity,”

Honda has formulated the Honda Human Rights Policy to fulfill its responsibility to“creation of a free, open-minded dialogue environment,” and “maintenance of arespect the human rights of stakeholders aﬀected by its business activities.

safe working environment.” The Company is working to put them into practice.

This policy applies to all oﬃcers and associates of the Honda Group (Honda
Human Rights Policy ➡ p. 67

Motor Co., Ltd. and subsidiaries).

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Associate Relations Policies ➡ p. 73

Honda also works to ensure that all business partners, including suppliers andRules on Conflict Minerals ➡ p. 139

dealers, understand this policy and collaborate to resolve issues together.
In particular, we require our suppliers to understand this policy and to agree toand implement the Honda Supplier Sustainability Guidelines.
Honda’s Human Rights Initiatives
Framework

Human rights risks evaluation (assessment)

Integration into internal
departments/procedures andimplementation of appropriate
measures (Principle 19)(Principle 18)■

Conducting research, analysis,
identification, and assessment of
human rights risks through assessment

Human
Rights Policy
Development(Principle 16)

Human Rights
Due Diligence
Information Disclosure

Implementation of preventive andcorrective measures for negative impacts■ Formulation of action plans■ Reflecting to internal control functions■(Principle 22)(Principle 17)(Principle 21)■

Establishmechanisms forcorrective action
and complainthandling

Additional Investigation (Principle 20)

Report the results of Honda’s initiatives
and activities in the Sustainability
Report, the Honda Report, thecompany website, etc.

Continue monitoring eﬀorts andinitiatives regarding negative impacts■ Review activity plans■

Training on
human rights
Awarenessraising
activities

Stakeholder Engagement
2-23, 2-24

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4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Rights Policy

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Basic Approach ・・・・・・・・・・・ 66

Human Resources Policy Development
Based on the Company’s basic approach, Honda formulated the Honda Human
Rights Policy in June 2022.

Human Rights Policy ・・・・・・ 67
Promotion Structure ・・・・・・ 69

Honda Human Rights Policy

Human Rights Initiatives ・・ 70

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Since our founding in 1948, Honda has continuously worked to provide value to help people andcreate a better society through our technologies, ideas and designs. The starting point of such
eﬀorts is our desire to “help people and society” and “expand the potential of people’s lives.” The
underlying basis of these eﬀorts is the concept of “Respect for the Individual,” which constitutes
Honda’s Fundamental Beliefs.
Honda believes that human beings are born as free and unique individuals with the capacity tothink, reason and create — and the ability to dream. Our wish is to nurture and promote thesecharacteristics in Honda by respecting individual diﬀerences, trusting each other as equal partners,
exercising abilities to the fullest and sharing joy. From this standpoint, we adopt Respect for the
Individual, consisting of the three elements of initiative, equality and trust, as one of ourFundamental Beliefs. We believe this spirit should permeate all our relationships with everyone.
Based on the concept of Respect for the Individual, Honda has formulated the Honda Human
Rights Policy (“the Policy”) to fulfill our responsibility to respect the human rights of stakeholders
who may be aﬀected by our business activities.
By putting the Policy into practice, we will cooperate with our stakeholders to undertake businessactivities in a sustainable manner in order to continue to be “a company society wants to exist.”
1. Commitment to the “respect for human rights”
Honda recognizes that our business activities may impact the human rights of internal andexternal stakeholders.
We are committed to respecting human rights that are set out in the International Bill of Human
Rights and the ILO core conventions as set out in the Declaration on Fundamental Principles andRights at Work. In addition, we endorse the United Nations Guiding Principles on Business andHuman Rights and endeavor to practice these principles in business activities.
We also comply with applicable laws and regulations of each of the countries and regions inwhich our business activities are conducted. If requirements of the local laws and regulations arein conflict with internationally recognized human rights, we will seek ways to honor theinternationally recognized human rights to the greatest extent possible.

3. Governance
Honda positions respect for human rights as one of our key management issues, and we will alsoestablish an adequate internal structure to reflect the Policy in necessary business policies andprocedures while clearly specifying the Director responsible for the formulation and execution of
the Policy.
4. Human rights due diligence
Honda will establish and continuously implement a system of human rights due diligence, which
will identify adverse impacts on human rights and prevent or mitigate such impacts.
5. Remedy
We commit to take appropriate measures to remediate any adverse impact on human rights
which Honda clearly caused or contributed to. In addition, we will work to establish a practicalgrievance mechanism to enable appropriate remedies.
6. Engagement with stakeholders
In enhancing and improving its eﬀorts to respect human rights, Honda will leverage external
knowledge and engage with relevant stakeholders.
7. Education
Honda will undertake appropriate education and awareness-raising activities to facilitate anunderstanding of the Policy and put it into practice.
8. Information disclosure
Honda will make disclosure of its eﬀorts to respect human rights through our corporate website
and other means on a regular basis.
* The Policy has been approved by the Executive Council and Board of Directors of Honda Motor Co., Ltd.

Established: June 1, 2022
Revised: June 1, 2023

2. Scope of responsibility
The Policy applies to all executives and associates of the Honda Group (Honda Motor Co., Ltd.
and its subsidiaries). In addition, we expect all of our business partners to understand the Policy.
Honda Motor Co., Ltd.
Director, President and Representative Executive Oﬃcer, Chief Executive Oﬃcer

2-23, 2-24

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Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Rights Policy

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49[Human Rights Policy Appendix: Human Rights Issues Addressed by Honda]

Human Rights ・・・・・・・・・・・・・ 65
Basic Approach ・・・・・・・・・・・ 66
Human Rights Policy ・・・・・・ 67
Promotion Structure ・・・・・・ 69
Human Rights Initiatives ・・ 70

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

2-23, 2-24

Honda proactively addresses human rights issues, including those listed below, in order to respect
the human rights of all people with whom we engage through our business activities.
The human rights issues included in this appendix will be reviewed periodically based on changes insocietal demand, including legal requirements, and in our businesses.
(1) Prohibiting forced labor and child labor
We respect each individual’s fundamental human rights and do not allow forced labor or childlabor of any form, including human traﬃcking.
(2) No discrimination and harassment, respect for diversity & inclusion
Based on the principle that all human beings are equal, we respect diversity & inclusion andprohibit any discrimination and do not tolerate harassment of any form on the basis of anindividual’s race, ethnicity, national origin, religion, gender, gender identity, sexual orientation,
age or disabilities, among other characteristics.

(3) Creating an environment of free, open-minded dialogue· The associates and the company respect each other’s views and endeavor to promote mutual
understanding. Maintaining a relationship of mutual trust, the associates and the company
make every eﬀort to engage in sincere discussions about any issues that might arise or exist.
· Respecting freedom of association, or not to associate, and collective bargaining, the company
attempts to resolve issues in line with the laws, conventions and customs of each respective
country and region.
(4) Maintaining a working environment where each associate can work with a sense of security
The company provides a safe and healthy workplace where all associates can concentrate on
work with a sense of security.

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2

Hondaʼs
Sustainability

3

4

Environment

5Social6

Governance

Performance
Data

7

Data

Promotion Structure

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Basic Approach ・・・・・・・・・・・ 66
Human Rights Policy ・・・・・ 67

To sustainably implement initiatives to respect human rights, Honda has clarified

The Team has also established a system to prevent and mitigate negative

the oﬃcers responsible for the initiatives, and established a Human Rights Working

impacts and risks related to human rights in cooperation with the ComplianceTeam. The Team is led by the human resources and labor aﬀairs divisions, andCommittee and the Risk Management Committee.

collaborates with many divisions involved in human rights, including the purchasing
divisions and the divisions in charge of sustainability planning.

These activities are reported annually to the Executive Council and the Boardof Directors and are linked to the Company’s sustainability management strategy.

The Human Rights Working Team is working to strengthen the initiatives andPromotion Structure ・・・・・・ 69

encourage associates to take appropriate action through human rights due

Human Rights Initiatives ・・ 70

diligence measures, including assessments for Honda Group domestic and overseas

Sustainability Management Structure ➡ p. 06
Cooperate Governance Structure ➡ p. 123
Risk Management Structure ➡ p. 140

business sites and suppliers, as well as awareness-raising activities.

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98

Honda’s Human Rights Initiatives
Human Rights Working TeamSocial Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Board of Directors

Executive Council
Instructions

Proposal/Report

Executive Oﬃcer in Charge
Instructions

Japan

Human Rights Working Team

Proposal/ReportManagement
function for eachsustainability

Working Team Leader……
HR incl. Org./
Dev./AR Division

Each overseas region

Sustainability,
Planning Division

Purchasing
Division

Cooperation

404-2, 405-1

Domestic Subsidiaries……

Risk Management
Committee
Compliance
Committee

Cooperation……

…

North America, South America, Europe, Africa and the
Middle East, Asia and Oceania, China

Numerous departments involved in human rights

Cooperation

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4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Rights Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36

Initiatives for Human Rights Due Diligence

Supplier Initiatives

Human Rights ・・・・・・・・・・・・・ 65

Human rights-specific assessments are conducted annually at Honda, its subsidiaries,

The Company ask suppliers to agree to the “Honda Supplier Sustainability

Basic Approach ・・・・・・・・・・・ 66

and each overseas local aﬃliate to identify and assess any potential or actual negative

Guidelines” and conduct periodic policy briefings and ESG surveys for suppliers withhuman rights impacts that may be entailed by corporate activities and transactions.

high business volume and other influential factors.

Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Human Rights Policy ・・・・・・ 67

Furthermore, Honda periodically checks internal control functions once a year

In the written survey, Honda confirm suppliers’ initiatives based on its basic

Promotion Structure ・・・・・・ 69

to ensure that each department is taking appropriate measures based on theapproach on human rights and labor, including the prohibition of forced labor andHuman Rights Initiatives ・・ 70

Honda Human Rights Policy.

child labor.

Also, in its company-wide risk assessment activities, Honda has set up a category

Human Resources ・・・・・・・・・ 72

on human rights, and conducts a risk assessment once a year, in accordance with the

Supply Chain ・・・・・・・・・・・・・・ 98

Honda Group’s common criteria. The priority risks are then identified based on theassessment results and appropriate responses are implemented accordingly.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

If risks are identified based on the results of this survey, interviews or on-site
inspections are conducted with suppliers according to the degree of risk.
Honda will request suppliers to make improvements if issues are identified, and
if not made, the Company will consider suspending business with the supplier.

Honda also performs monthly checks on the status of labor management of all

Engagement with Suppliers ➡ p. 101

overseas local subsidiaries, including joint ventures, and shares the results in the

Measures to Counter Procurement Risk ➡ p. 105

Global Monthly Report. To make an appropriate response if a risk concern is

Responsible Mineral Sourcing ➡ p. 105

identified, Honda has in place a system to share and discuss the issue throughESG Surveys for Suppliers ➡ p. 106

meetings with regional human resources oﬃcers.
Throughout each assessment, no incidents were identified in FY2024.
Diversity-related Initiatives ➡ p. 79

Stakeholder Engagement

Building Motivating Work Environments ➡ p. 87
Establishing a Good Relationship with Associates ➡ p. 89
Indicators of Health Management Initiatives ➡ p. 96

Human rights assessment
Objectives

Identify and assess the potential or actual negative human rights impacts(human rights risks) that may be entailed by corporate activities and transactions

Scope

Honda Group companies covered by the Honda Human Rights Policy■

Details■

To be a company society wants to exist, Honda grasp and understand the demands
and expectations of diverse stakeholders toward the Company including Human
Rights Initiatives.
Stakeholder Engagement ➡ p. 07

Confirmation of the status of eﬀorts to address each human rights issue
Confirmation of the occurrence or non-occurrence of violation cases related
to each human rights issue

Prohibition of forced labor (no traﬃcking in any form, including humantraﬃcking, etc.)■ Prohibition of child labor (e.g., confirmation of age for employment)■ Elimination of discrimination and harassment■ Dialogue with associates■ Respect and acceptance of diversity (promoting women’s participation in
the workplace, employment of people with disabilities, etc.)■ Wages (compliance with minimum wage standards, eﬀorts to realize equalpay for equal work, etc.)■ Working hours (limiting overtime work, encouraging the use of paid leave, etc.)■ Safe and healthy working environment (consideration for childbirth,childcare, and nursing care, support for balancing work and childcare, etc.)■

Items ofquestions404-2

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Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Rights Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36

Remedial and Corrective Actions

Education and Awareness-raising Initiatives

Human Rights ・・・・・・・・・・・・・ 65

Honda is striving to create an open organizational culture that allows associates to

Honda provides training on the Honda Philosophy all around the world. The

Basic Approach ・・・・・・・・・・・ 66

report any violation related to human rights to their respective superiors or resolve

Company publicize the Code of Conduct as best one can by distributing leaflets,

the issue within the workplace. At the same time, Honda will receive consultation in

posting relevant information on the corporate intranet, and providing training.

a fair and neutral manner through Business Ethics Kaizen Proposal Line in Japan

Additionally, at the pre-assignment training conducted by job level, Honda provides

Promotion Structure ・・・・・・ 69

and other regions overseas. The Company has various counseling hotlines foroverseas subsidiary managers and human resources managers with information on

Human Rights Initiatives ・・ 70

associates to build a even healthy work environment.

regional and country-specific trends and past labor disputes to promote good

Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Human Rights Policy ・・・・・・ 67

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Counseling Hotlines for Associates ➡ p. 88
Establishing a Hotline to Receive Suggestions andConsultation Requests from Suppliers ➡ p. 101
Business Ethics Kaizen Proposal Line ➡ p. 138

labor-management relations. For all expatriate associates, the Company raises theirawareness of the importance of local labor management in accordance with the
Associate Relations Policies, which is applied to daily corporate activities.
Furthermore, since 2022, Honda has been conducting awareness-raising
initiatives through e-learning on human rights for all associates to enhance theirunderstanding of norms set by the international community, the latest trends,
Honda’s initiatives, and Human Rights Policy.
In addition, the Company provides each subsidiary with content for awarenessraising initiatives at Honda to expand such activities.
E-learning on human rights (FY2024 results)

404-2, 410-1

Japan

34,382 persons

Overseas expatriates

1,191 persons

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Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Basic Approach

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Basic Policy for Personnel Management

Respect for the Individual

Honda believes that human beings are born as free and unique individuals with theInitiative

capacity to think, reason and create – and the ability to dream. The Company’s wish

Equality

Trust

is to be a company where people with dreams of “I want to be this way” or “I want

Basic Approach ・・・・・・・・・・・ 73

to do this” gather together, respect individual diﬀerences, trust each other as equal

Global Management ・・・・・・ 74

partners, exercise abilities to the fullest and share joy together.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Our Fundamental Beliefs

Three Principles of Personnel Management
Respecting Honda respects the individuality, creative thinking andInitiative judgment of each associate.

From this standpoint, Honda adopts Respect for the Individual, consisting of
the three elements of Initiative, Equality, and Trust, as one of the Company’s

Ensuring
Fairness

Fundamental Beliefs. Honda believes this spirit should permeate all its relationships,

Supply Chain ・・・・・・・・・・・・・・ 98

not only with those in the Honda Group but with everyone in all companies withSocial Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

which Honda does business. The Company follows the Three Principles of Personnel
Management, specifically “Respecting Initiative”, “Ensuring Fairness” and“Encouraging Mutual Trust”, when managing its human resources in areas such as

and its associates should respect, trust and recognize
Encouraging Honda
each other as individuals and make sincere eﬀorts to fulfill
Mutual Trust our responsibilities.

recruitment, training, assignment and utilization, evaluation and treatment. Honda

Associate Relations Policies

endeavors to build an environment in which all associates are self-motivated andcan fully demonstrate their abilities, individuality, and creativity, thereby supporting
each individual’s willingness to take on new challenges.
As Honda’s business activities expand into various parts of the world, itestablished Associate Relations Policies in March 2012 that are applied to Honda’s

To put these Three Principles into practice, Honda has established the following Associate
Relations Policies:

1. Respecting individual human rights■ We accept the individual characteristics and diﬀerences of our associates and respect

their willingness and initiative.
■ We will always respect each individual’s basic human rights and will not allow forcedlabor or child labor.

daily corporate actions, putting the Three Principles of Personnel Management into
practice while taking into account “the Universal Declaration of Human Rights” aswell as “the ILO Declaration on Fundamental Principles and Rights at Work.”

At Honda, every person should have equal employment
opportunities. An individual’s race, gender, age, religion,
national origin and social or economic status have no impact
on the individual’s opportunities.

2. No discrimination■ Based on the principle that all human beings should have equal employment

opportunities, we will strive to create opportunities for free and fair competition.
■ We will not tolerate discrimination or harassment of any form in the workplace on the basisof an individual’s race, ethnicity, national origin, religion, gender or age, among othercharacteristics.

3. Complying with laws and ordinances■

We will respect the social norms, customs and culture of each country.

■ We will comply with the laws, regulations and ordinances enacted in each country andregion.

4. Creating an environment of free, open-minded dialogue■ The associates and the Company will respect each other’s views and endeavor topromote mutual understanding. Maintaining a relationship of mutual trust, theassociates and the Company will make every eﬀort to engage in sincere discussions
about any issues that might arise or exist.
■ Respecting freedom of association, or not to associate, and collective bargaining, theCompany will attempt to resolve any and all issues in line with the laws, conventions
and usages of each respective country and region.

5. Maintaining a working environment where each associate can work with a sense of security■ The Company will provide a safe and healthy workplace where all associates canconcentrate on work with a sense of security.

407-1

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Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Global Management

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Human Resources Vision and Strategies
In accordance with its Company Principle, “maintaining a global viewpoint, Honda

assigning global personnel who plan, design, and develop products that reflect

is dedicated to supplying products of the highest quality yet at a reasonable pricemarket demand and who deliver quality products in a stable manner.

for worldwide customer satisfaction,” Honda has been proactively developing

To be more precise, Regional Operation bases used to be managed mainly by

Basic Approach ・・・・・・・・・・・ 73

business with a view to entering the global markets since its foundation. In regard

Japanese expatriates; however, this style of management is being replaced by an

Global Management ・・・・・・ 74

to its expansion overseas, Honda’s business model has evolved from exporting toapproach where management is run by local associates, who are most familiar withlocal production and then to local development. In recent years, in order to respondthe region. By assigning associates with experience in working for local and global

flexibly to changes in the business environment, including the acceleration ofoperations to global functions, Honda continues to diversify and localize its

electrification, the Company has been promoting the global expansion of its

workforce with multinational people and is working also to utilize local associates

businesses in cooperation with each region of the world.

in Japan. This allows Honda to address market changes promptly and flexibly.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

In order to achieve this goal, Honda is pushing ahead with Global Human

Honda aims for the establishment of an organization in which it can demonstrate

Resources Management Approaches. This initiative facilitates developing and

Honda’s total strength by coordinating its operations globally.

Global human resources management approaches

Global leader development
at the corporate headquarters

Local human resources development
at Regional Operations

Optimum assignment

Selection

Globally common foundation
Launching a Global
Succession Plan

404-2

Enhancing global
communications

Passing on
Honda Philosophy

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Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Global Management

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74
Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Human Resources Management Structure
At Honda, in collaboration with the Human Resources divisions of each business

Furthermore, the Global Cross-Functional Team (GCFT), consisting of HR

operation and region, global human resources strategies are formulated from amembers selected from each region, discusses how to implement eﬀective andmedium- to long-term perspective and discussed at the Corporate Strategy Council

comprehensive global HR measures from more diverse perspectives and strengthens

attended by the top management members.

the development of company-wide activities. The GCFT also visits each region

The HR strategies deliberated in the Council are broken down into actionable
themes for further discussion in the Global Human Resources Committee (GHRC)
meeting in which associates responsible for human resources from each business
operation and region attend. In line with the directions, company-wide andSupply Chain ・・・・・・・・・・・・・・ 98

regional plans including targets become concrete, and activities are launchedSocial Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

throughout the Company.

(Regional Visits) to gather information on the current status of the region and thevoices of local associates in order to strengthen global collaboration.
Through these eﬀorts, the Company aims to strengthen its global HR function
as “One Strong HR Team” and contribute to improving Honda’s competitiveness.

Global human resources management

Corporate Strategy Council
Examination and proposal of implementation measures for important management issues

Global Human Resources Committee (GHRC)
Sharing HR strategies and medium-term policies/Sharing and discussing issues by each region
Human Capital Unit (Japan)

Automobile/
Electrification
HR
Motorcycles/
Power
Products HR

Headquarters
HR incl. Org.
Dev./AR

Regional HR
North
America

Regional HR
China

Regional HR
Asia &
Oceania

Regional HR
SouthAmerica

Regional HR
Europe/Africa/Middle East

Global Cross-Functional Team (GCFT)

404-2

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Promoting Diversity to Maximize Corporate
Comprehensive Strength

Reinforcement of Career-Centered Capability
Development to Encourage Self-Improvement

Individual diﬀerences that are demonstrated by its workforce represent a strength

Honda’s approach to personnel education is built around on-the-job training (OJT),of a company in flexibly responding to the ever-changing business environment.

specifically, building specialized skills and professional capabilities through direct

Basic Approach ・・・・・・・・・・・ 73

Honda pursues workforce diversification in accordance with the conditions andexperience while placing considerable emphasis on the independence of each

Global Management ・・・・・・ 74

issues in each region of the world, believing that the integration of theseassociate and his or her eagerness to take on a challenge.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

individualities will evolve into innovation.
For Honda, diversification of the workforce means to enhance its total strength

At the same time, Honda has been implementing the following specificmeasures to enable associates to pursue self-improvement toward the realizationby providing equal opportunities to people regardless of their personal attributes,

of careers they have autonomously envisioned, and supervisors to further support

Supply Chain ・・・・・・・・・・・・・・ 98

such as race, nationality, cultural background, age, gender, gender identity, sexual

the development of each individual’s abilities.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

orientation, gender expression, past career, educational background and having
disabilities or not. Honda also encourages them to respect each other’s individual
diﬀerences and talents while exerting their own abilities to the fullest, based on
Honda’s philosophy of Respect for the Individual.
Specifically, each of Honda’s core regions is hiring and developing personnel by
setting a target for increasing the proportion of women and minority groups (interms of race and nationality, etc.) in management and job assignments inaccordance with the conditions of each region. In addition, Honda has been
implementing a variety of initiatives for all associates such as facilitating theunderstanding of the importance of diversity and continually carrying out
enlightenment activities.

404-2

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Initiatives in Japan
1. Career training

Through the implementation of the above measures, Honda will further

2. Career counseling (opportunity for dialogue with internal/external advisors
about careers)strengthen eﬀorts encouraging associates to continue taking up a challenge while
fully understanding their individual responsibilities and the significance of their

3. Skill assessment

work, as well as urging the management to maintain their active engagement with

Basic Approach ・・・・・・・・・・・ 73

4. Selected management skills improvement training

and provide support to associates.

Global Management ・・・・・・ 74

5. Self-selective learning programs (on-line training/e-learning)

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

FY2024 Results

Number of participants per
year (participation rate)

Content and results

Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Annual training hours and cost per associate ➡ p. 155

Promoting associates to deepen their self-understanding based on their own values and thoughts through dialogue with
their peers, foster an awareness of career autonomy, and change their behavior■ Participants became able to set career goals and break them down into concrete plans. They are inspired by their peers
and motivated to take new actions.

4,557(17.5%)

Supporting associates to deepen their self-understanding based on their own values and thoughts, resolve their worries
and anxieties, and achieve career autonomy through one-on-one dialogues with career consultants■ Participants gained a deeper understanding of themselves and a clearer picture of the career that will make the most ofthemselves. They had a better understanding of their work and increased motivation. Communication between superiors
and subordinates became smoother.

1,600(4.4%)

Online assessment to measure the skills and competencies commonly required of associates so that they can identify theirown strengths and weaknesses and utilize opportunities for skill development■ Participants became able to visually recognize the level of their general skills, both internally and externally, and thisinformation helps them choose their next step (learning opportunity).

1,927(5.6%)■

1. Career training■

2. Career counseling■

3. Skill assessment

Enhancing the will and ability of associates responsible for management tasks to lead change through continuous
self-reflection and practice in each workplace through a six-day training program■ Participants evoke their own intrinsic motivation as leaders, improve their management skills in both strategic planningand human organization, and contribute to the practice of actions in the workplace based on their learning.
■

4. Selected management skills
improvement training

5. Self-selective learning
programs (on-line
training/e-learning)

404-2

Selective online training to enhance the skills and competencies commonly required of associates, and e-learning
programs that allow them to freely select from a large number of courses in general-purpose business skills■ Each individual chooses to learn based on their own strengths and weaknesses, thereby contributing to the autonomous
acquisition of general-purpose skills.

Management: 368,
Management candidates: 340■

Cumulative total: 21,904

Honda ESG Data Book 2024

77

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Developing a Global Succession Plan

Passing on the Honda Philosophy

Honda has been developing a Global Succession Plan to systematically develop andTo maintain a corporate culture unique to Honda, it is important to share withappoint competent and motivated talents regardless of an individual’s attributes

associates around the world the standard of business judgment and codes of(such as nationality and gender). More specifically, Honda has developed a Global

practice, that is, a set of values such as the Honda Philosophy.

Basic Approach ・・・・・・・・・・・ 73

Competency Model (GCM), which represents behavioral traits required of a global

Global Management ・・・・・・ 74

leader. The Company has implemented a GCM-based talent assessment in the

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Global Leadership Programs as part of its eﬀorts to promote the development of

To this end, Honda provides training and other opportunities to confirm andpass on the Honda Philosophy when associates join the Company or are promoted.
Also, to make the content of such training, etc. more practical, case studies are

successor candidates on a global basis. At the same time, Honda has defined theutilized to illustrate how management members or regional top management

preconditions and capabilities required of major global positions and facilitates

thought and decided based on the Honda Philosophy when making decisions andmatching with talent information.

management judgments.

The above-mentioned talent and position information is shared and discussed

Furthermore, in April 2023, the Company redefined its global brand slogan,with management at the Global Talent Board (GTB). In addition, with the“The Power of Dreams,” by adding the statement “How we move you.” as a sub-establishment of the GTB Working Group to discuss talents with a wider range ofsentence. This is a clear statement of Honda’s raison d’etre and the value it provides

target groups and the Talent Board for each business operation and function,in view of the circumstances surrounding the present age.

Honda is promoting company-wide strategic personnel education.

To ensure that all associates have a deep understanding of the ideas containedin the Company’s slogan and act on their own dreams, Honda is developing various

Development of Leaders on a Global Basis andin Each Region

initiatives, including direct messages from management. In December 2023, a newcommittee consisting of the headquarters and each region was established toformulate an action plan for each region, thereby accelerating eﬀorts to ensure
consistency not only in Japan but also on a global basis.

Along with the launch of the Global Succession Plan, Honda has implemented the
Global Leadership Program in accordance with the GCM.
■

Global Leadership Program (GLP) -Transformation■

GLP-Exploration

Program for department heads to complete their foundation as global executives
Program for section managers to form the core competencies as the next
generation of global leaders■

GLP-Discovery
Program for younger associates to create grounds for becoming global leaders
In each region, Honda is also promoting the personnel education based on

GCM. Going forward, the Company will continue to develop further measures incooperation with the HR members of each business operation and region, while
holding GCM as a common indicator for ALL Honda.
404-2

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

4

Environment

5SocialGovernance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Diversity-related Initiatives
As Honda’s diversity initiatives are relevant to all associates, the Company has

will promote reforms that make them feel fulfilled in their work.

positioned the three years since 2015 as a phase to build awareness and has firststrongly promoted the expansion of women’s participation in the workplace, which

At the same time, the Company is proactively developing measures to enable
individuals to career development autonomously and realize their dreams and goals.

Basic Approach ・・・・・・・・・・・ 73

is a challenge in Japan. In the phase of evolution and expansion starting in 2018,

Global Management ・・・・・・ 74

the scope of the Initiatives has been expanded from female associates. The

bringing together, accepting, and integrating diverse individuals, and to be a

initiatives are being promoted to all associates, including superiors responsible forcompany that sincerely addresses social issues involving people.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

managing diverse human resources, experienced associates, people with disabilities
and the LGBTQ+ people.

Supply Chain ・・・・・・・・・・・・・・ 98

Honda hopes to build a organizational culture that inspires innovation by

To foster awareness and publicize its corporate stance, the Company strives tocommunicate internally and externally through its website and internal portal site,

In work style reforms, Honda respects the wishes of individual associates andand actively interacts with experts in the diversity field and other companies.
Major diversity-related initiatives in Japan ➡p. 80

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115
Roadmap for Honda’s diversity in Japan
Expand women’s participation in the workplace

Strengthen eﬀorts for all associates

Ideal state
Career development support

Expand women’s participation in the workplace
GenderBuild awareness
Create an appropriate environment and systems

Enhance support systems to balance
work and child/nursing care

Expand women’s participation in theworkplace
Promote male participation in childcare

Well-balanced work style
Human resources and work style
Build awarenessAccelerate initiatives for work style reforms

Corporate culture and work style reforms

Promote diversity management

Issues concerning all associates found in
the eﬀort to expand women’s
participation in the workplace

Increase opportunities for experienced
associates

2015-2017: Phase to build awareness2015404-2, 405-1

Support for autonomous careerdevelopment

Initiatives for employment of people
with disabilities

People with disabilities

Initiatives for LGBT

LGBTQ+

Associateswith diverse
attributes andvalues shining
anddemonstrating
individuality
will contributetomaximizing
Honda’scomprehensive
strength

2018-2030: Phase to evolve and expand

2018

2030
Honda ESG Data Book 2024

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Contents

1

2

Editorial Policy

4 Social

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Major internal and external initiatives for diversity in Japan

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Diversity initiatives event

Awareness-raising seminar on
disabilities

Aim

Promote engagement of maleassociates in childcare/
understand the need tosupport women’s health andhelp create an organizational
culture that makes the most ofdiverse individuals.

Understand the current
situation regarding theemployment of people withdisabilities and theenvironment surrounding
companies as the first step infostering awareness of people
with disabilities.

Supply Chain ・・・・・・・・・・・・・・ 98

TargetAssociates in management
positions/general associates

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Period/Number ofparticipants
Duration

Initiative

Pre-childcare period seminar

Seminar for balancing workand childcare

Provide an opportunity toacquire knowledge as an ally
(supporter) and to act
voluntarily.

For associates before childbirth
to eliminate concerns andresolve uncertainties during
the childcare period, establish avision for balancing work andchildcare, and prepare to
realize career development
during the childcare period.

For associates after childbirth
to address the challenges ofbalancing work and childcare
during the child-rearing period
and reconstruct careerdevelopment from a mediumto long-term perspective.

Associates in management
positions

Associates in management
positions/general associates

All associates

All associates

December 2022
329

December 2023
Approx. 150

Conducted annually from 2021
Total of about 600 (4 times in total)

Trial implementation in FY2024(Full-scale implementation
starting in FY2025)

Conducted annually from FY2018
Total of 1,474

2 hours

2 hours

1.5 hours

3.5 hours

3 hours

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74
Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76Childcare support seminars
LGBTQ+ ally seminar

External activities
Interaction with experts in the diversity field and other companies
Participation in the Work-Life Balance and Diversity Promotion and Research Project sponsoredby the Chuo Graduate School of Strategic Management, Chuo University (from 2015)■ Presentation at the above project debriefing (2023)■ Presentation at the Diversity & Career Forum (2023) hosted by Mitsui Fudosan Co., Ltd.
■404-2, 405-1

External communications
Communication on the company website on diversity-related social issues
Message from top management (2022)
Diversity initiatives event (male childcare participation/women’s health issues for 2023)■ Awareness-raising seminar on disabilities (2024)■ Good examples of male childcare participation (from 2022)■ Health issues in the workplace (2023)■■

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74
Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Eﬀorts to Expand Women’s Participation in the Workplace
Recognizing the expansion of women’s participation in the workplace as a priority
issue in Japan, Honda has goals since 2015 to realize equal career development
regardless of gender and has been working on “awareness and culture reform,”“career development support,” and “system and environment development” as key
pillars of its promotion eﬀorts.
In 2021, Honda renewed the goals to “triple the number of women in
management positions by 2025 and quadruple it by 2030 respectively, comparedwith FY2021,” and to “increase the percentage of newly hired female graduates toat least 20% by 2025” and supports the Keidanren’s initiative to have 30% female

Supply Chain ・・・・・・・・・・・・・・ 98

executives by 2030. From 2022, the Company is also working to address women-

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

specific health issues and is strengthening and accelerating its promotion eﬀorts toachieve its goals.
As a result of such eﬀorts, the number of female executives is 1.4 times higher
than in FY2021, and the percentage of newly hired female graduates isapproaching 20%.
Taking the changing business environment as a chance to expand
opportunities for women to play an active role, the Company will continue its
approach to this issue.

Eﬀorts to Promote Male Childcare Participation

1. Period of plan
Five years from April 1, 2021 to March 31, 2026

2. Issues at Honda(1) Low percentage of women in management(2) Although the rate of competition for employment is equal among men and women,
there are fewer female associates.
(3) Not many male associates take part in child care.

3. Targets(1) Triple and quadruple the number of women holding management positions by 2025
and 2030, respectively, compared with FY2021(2) Increase the ratio of new recruits who are women to at least 20% by 2025
(3) Achieve the percentage of men taking child care leave to 100% by 2025

4. Details of initiatives and period of implementation<Initiative 1> Continue to foster awareness of the need to embrace diversity■

Continuously disseminate information from top management (January 2015-)<Initiative 2> Nurture female associates and accelerate their utilization(postpartum partner leave + childcare leave) by 2025. To create a corporate culture

Enhance career development support by supervisors based on a career development plan
(April 2015-)■ Continue to conduct interviews regarding career path through career advisors (October 2015-)■ Continue to provide seminars on work-life balance during child-rearing years (August 2017-)■ Increase company nurseries; establish an environment to support associates
undergoing fertility treatment, including special leave systems (April 2017-)

and organization in which both men and women can balance their work and<Initiative 3> Continue to strengthen the employment of women

private lives and develop their own personal careers, the Company is fostering■

Honda will further promote work styles that allow men to participate in childcare,along with eﬀorts to expand women’s participation in the workplace. The Company
aims to have 100% of male associates take 5 days of leave for childcare purposes

awareness in a step-by-step manner by formulating policies, disseminating good
examples, and holding seminars. In FY2024, the percentage of male associates
taking leave for childcare purposes reached 88.9 % for one or more days, and 74.0 %for five or more days.
Ratio of women in management positions in the Honda workplace in Japan ➡ p. 156

404-2, 405-1

Action Plan Based on the Act on Promotion of Women’sParticipation and Advancement in the Workplace■

Continue to conduct focused publicity for female science and engineering students(March 2015-)■ Continue to participate in events promoting selection in science and engineering forhigh school students (March 2015-)■ Secure and increase points of contact with and webinars for female associates (March 2016-)<Initiative 4> Promote engagement of male associates in childcare■■

Revise Honda’s systems related to child care (April 2022-)
Initiatives to communicate and instill the idea of men taking part in child care andincrease the use of relevant systems (October 2021-)

Honda ESG Data Book 2024

81

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Honda respects the diversity of gender identity, sexual orientation, and gender

Increasing Opportunities for Experienced Associates to
Expand Their Roles

expression, and is working to create a corporate culture and environment that

In order for Honda to maximize its comprehensive corporate strength toward thenaturally accepts LGBTQ+*1 individuals. Honda held a seminar for members of

realization of the 2030 Vision, each associate needs to adapt to a change in his orcompany management in 2019 and provided an e-learning program to associates

her work resulting from the changes in company operations. Honda has prepared a

Basic Approach ・・・・・・・・・・・ 73

in management positions in 2020. In 2021, Honda extended the target of the

training program of autonomous career development measures starting from

Global Management ・・・・・・ 74

program to general associates as well as held an “ally*2” seminar for associates to

FY2022. The program oﬀers an opportunity for experienced associates who havegain basic knowledge required as a supporter and show voluntary and proactive

supported Honda’s growth to date to consider autonomous career development

action.

focused on individuals.

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Initiatives for LGBTQ+

In the area of personnel and welfare systems, Honda is treating associates’

In terms of the creation of necessary systems, Honda introduced a flexible

Supply Chain ・・・・・・・・・・・・・・ 98

same-sex partners as spouses and allows the use of working names according to theretirement system in April 2017 to allow associates to choose when to retire (up toSocial Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

transgender person’s self-identified gender. Honda has also set up a consultation

the age of 65) according to their plan in order to provide a more suitable working

service, which is available at any time. By doing so, the Company has createdenvironment for people aged 60 and over.

appropriate systems and work environment where everyone accepts diverse

With the aim of responding to changes in the working environment and moreindividuals and feels comfortable and fulfilled in their work. Additionally, as part ofdiverse senses of value, Honda has implemented a system of shorter working days

promotion of corporate activities to facilitate society’s understanding of LGBTQ+,

and shorter working hours for full-time associates aged 55 and older. In step with

Honda is supporting LGBTQ+-related and other events. The Company has supported

the times, the Company thereby supports associates’ new challenges for

Business for Marriage Equality, a campaign to make visible companies that support

demonstrating their strengths in new fields and for following their own lifestyles.

marriage equality (legalization of same-sex marriage), since September 2021.
As a result of these eﬀorts, Honda has received the highest Gold rating in the
PRIDE Index, which was created by work with Pride Association to evaluate
companies’ eﬀorts to create an LGBTQ+-friendly workplace in Japan, for four

Overview of career training for experienced associates
Initiative
Aim
TargetAssociates in management positions/general associates aged 50 to 64

Number ofparticipants

Total of about 2,033 from Aug. 2022

Duration

7.5 hours for associates in management positions,
7 hours for general associates

consecutive years since 2020.
Overview of LGBTQ+ ally seminar ➡ p. 80*1 There are several generic terms forsexuality, including LGBT and
LGBTQIA; Honda recognizes diversityof all genders, and therefore has
adopted the term LGBTQ+ since2023.
*2 Associates who have basic
knowledge of LGBTQ+, consider
LGBTQ+ issues as their own andvoluntarily think and act as
supporters

404-2, 405-1

Career training (Meister Class)
Explore future possibilities and plan specific future initiatives to find acareer direction that makes sense for individuals

Honda ESG Data Book 2024

82

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Employment of People with Disabilities
Honda actively provides jobs to people with disabilities at its business sites in

Helping Associates Balance the Demands of Work,
Parenting, Nursing Care and Medical Treatmentcompliance with laws in each country where it does business.

In Japan’s increasingly aging society with a declining birthrate, establishing an

In Japan, based on the idea of normalization, Honda has been a pioneer insociety’s eﬀorts in promoting the employment of people with disabilities.

environment where people can balance work, parenting, nursing care and medical
treatment is a social issue. Under such circumstances, Honda works actively to

Basic Approach ・・・・・・・・・・・ 73

Honda seeks to enable individual associates, regardless of their disability, toprovide programs that help associates balance the demands of work, parenting,Global Management ・・・・・・ 74

make the most of their talents and contribute to society through their work. To thisnursing care and disease or fertility treatment, and to gain an understanding ofend, the Company is improving the workplace environment so that people withthese programs by sending information by means of guidebooks and the in-housedisabilities can work alongside able-bodied people, while taking into consideration

portal site. To support the challenges of balancing those demands and careereach person’s disability status.

development during the child-rearing period, seminars are also held before andHuman Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Honda also established its special subsidies to empower and provide
employment opportunities to people with disabilities: Honda Sun Co., Ltd. in 1981,
and Kibounosato Honda Co., Ltd. in 1985.
Employment of individuals with disabilities at Honda Group companies inJapan in FY2024 stands at 2.35%, or 994 individuals, which is above the legally
mandated level of 2.3%.
Number of associates with disabilities and percentage of employment of individuals withdisabilities in Japan ➡ p. 156

after childbirth.
In April 2014, Honda introduced a Selection-based Welfare Program (Cafeteria
Plan) giving associates the options of support for nursing care, as well as life events
such as childbirth and childcare, including babysitter agent services and child-care
items rental.
As a result of these initiatives, Honda has been certified as a company that
supports child-rearing by the Japanese Minister of Health, Labour and Welfare.
Honda has been implementing other initiatives as well to meet diverse needs ofindividual associates. Specifically, the Company introduced a system of transfer anda system of leave in April 2018 for associates to accompany their spouses beingtransferred. In April 2019, the Company also extended the scope of its existing
system of short working hours, remote work system and half-day paid leave system.
Beginning from April 2020, Honda introduced a system of short-term leave fordisease and fertility treatment and a system of long-term leave for fertility
treatment. In addition, the Company has introduced postpartum partner leave
starting in April 2022 and childbirth leave starting in October 2022 to encourage
associates to participate in childcare as partners.
Honda will continue to establish systems and an environment to accelerate
initiatives related to diversity (➡ p. 79) and enable both varied lifestyles andcareers desired by individual associates.
Number of associates who utilize child/nursing care support in Japan ➡ p. 156
Reinstatement rate after taking child care leave in Japan (%) ➡ p. 156

401-3, 404-2, 405-1

Honda ESG Data Book 2024

83

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Overseas Diversity Initiatives

South America

Honda’s diversity-related initiatives are also being implemented in overseas regions

In Brazil, South America, Honda is providing Diversity/Inclusion and Unconscious

in line with the characteristics of each region based on the Honda Philosophy.

Bias training to the leaders of its Brazilian companies with the aim of strengthening
their understanding and deepening their knowledge of diversity. This training

North America

started in 2022 and is based on the Honda Philosophy. It focuses on ensuring that

Basic Approach ・・・・・・・・・・・ 73

In North America, Honda has been committed to practicing Honda’s philosophy ofparticipants correctly acquire and implement knowledge, including what actions

Global Management ・・・・・・ 74“Respect for the Individual” through enhanced diversity, equity, and inclusion

can be taken in the workplace to expand awareness in diversity, deepen

activities. Honda believes that activities to promote an inclusive environment that

understanding minority groups, and strengthen respect for the individual. In 2023,

embraces people of diﬀerent backgrounds, genders, races, ethnicities, sexual

the training was conducted at all management levels, with a total of 524

orientations, and abilities can create value for its customers and communities.

participants.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

In one of the symbolic eﬀorts, Honda and the Historically Black Colleges andUniversities (HBCUs) began with the creation of the Honda Campus All-Star
Challenge (HCASC) in 1989 and expanded with the creation of the Honda Battle of
the Bands (HBOB) in 2003. Honda supports the mission of HBCUs to provide higher
education and career opportunities for their communities and has been a long-time
supporter of HBCUs for more than 35 years. This support includes scholarships and avariety of other initiatives to support the dreams and potential of students at
HBCUs and develop future leaders. Through HBOB and HCASC, Honda has engaged
more than 200,000 students and provided more than 14 million dollars in support
Training in Sao Paulofor educational programs and facility improvements at HBCUs.

Training in Manaus

In 2023, Honda was named one of the Top 50 Diversity Companies byDiversityInc in recognition of its voluntary eﬀorts to work with associates, suppliers,
dealers, and community partners.

Honda Battle of the Bands

Diversity TOP50

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74
Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

EuropeAsia and Oceania

In Europe, Honda is working on various initiatives to achieve more diverse work

In Asia and Oceania, there are 41 Honda locations in 13 countries, employing moreenvironments.

than 110,000 associates of diﬀerent nationalities, races, cultures, and languages.

In human resource management, we constantly monitor and report the

Since 2018, Honda has been working to promote the exchange of human resources

percentage of women in management and the percentage of foreign nationals inwithin the region to maximize the power of its diverse workforce and help them

management within the headquarters.

find the right place in the right job for them.

In recruiting, Honda ensures that its activities are unbiased and carries an

Honda aims to increase the mobility of human resources by creating a common

Inclusion and Diversity Statement. It publicizes its respect for diversity in all job

HR platform. First, Honda has defined common competencies based on the Honda

advertisements and is also used in communications with associates.

Philosophy, adding regional characteristics, and has instilled a common set of values

Diversity and inclusion have been included in training for managers

for the region. Then, based on these common competencies, the Company is

Supply Chain ・・・・・・・・・・・・・・ 98

throughout Europe and are scheduled to be included also in training for all

reviewing its personnel system, salary structure, and other systems. Through theseSocial Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

associates in FY2025.

eﬀorts, Honda has gradually reduced barriers to cross-border personnel exchanges.

In human resource allocation, the handling of transfers and recruitment

As a result, the number of non-Japanese associates stationed in other country

methods have been revised to allow for flexible transfers. This allows associates tolocations, which was small until a few years ago, increased to 41 in FY2024.

be transferred throughout the European region according to their individual

Currently, most of these stationing is through personnel exchanges with Asia

circumstances.

Honda Motor, the regional headquarters company, but in the future, Honda aims to

Additionally, Honda has implemented a number of other local initiatives,

accelerate personnel exchanges among all locations.

including an outreach program to increase understanding of people withdisabilities.

Stationed associates in the region

Workplace

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

China
In China, Honda is committed to providing workplaces free of any gender andHuman Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

ethnic discrimination, based on the social principles of gender and ethnic equality
in hiring, promotion, granting opportunities, and compensation.

External Evaluations of Honda’s Initiatives for Promoting
Diversity“L-boshi” Certification

Female associates are active in all areas of Honda and actively contribute to the

Basic Approach ・・・・・・・・・・・ 73

Company’s development. China has 55 ethnic minorities in addition to the Han

In August 2018, Honda received the “L-boshi”

Global Management ・・・・・・ 74

Chinese, but Honda employs and utilizes excellent human resources regardless ofcertification from the Japanese Minister of Health,ethnicity. Honda’s China headquarters employs workers from many ethnic

Labour and Welfare, which recognizes the company

minorities, including Manchu, Tujia, and Hui.

as promoting female participation.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain ・・・・・・・・・・・・・・ 98“Kurumin” Certification

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

In July 2012, Honda received the “Kurumin”
certification from the Japanese Minister of Health,Labour and Welfare, which recognizes the company
as supporting child-rearing.
Women’s Day event

Dancing in ethnic costumes

PRIDE Index 2023
In November 2023, Honda received the highest
Gold rating in the PRIDE Index – an index that
evaluates companies’ eﬀorts to create workplaces
that are friendly to sexual minority groups,
including LGBTQ+, for the fourth consecutive year.

Selected for the New Diversity Management Selection 100
In March 2019, Honda was commended by the
Minister of Economy, Trade and Industry for its
diversity management which leads to value creationby leveraging the abilities of diverse human resources.

401-3

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1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74

Direction of Future Initiatives

promoting the delegation of authority. Honda has also been engaging in additional

In addition to recruiting diverse human resources, Honda views the acceptance of

year-round activities geared toward improving productivity.

diverse human resources as an integral element of its philosophy on diversity.
Honda believes that respect of the individual will help foster individuality and drawout each person’s unique abilities, and this will lead to an increase in job
satisfaction.
As the world enters an era of great uncertainty and an era of the 100-year life,

In addition, Honda has eliminated core hours at the time of arrival at work,
allowing for a more flexible work style regardless of where associates work.
In pursuit of maximum eﬃciency and results for both the individual and theorganization, the Company’s basic policy is to have associates come to the oﬃce
and work face-to-face. At the same time, however, the Company allows for the

Honda is reaching the second foundation phase and it is becoming more importanteﬀective use of remote work system based on management judgment, taking intothat each associate will autonomously career development his or her own career,account the job description, experience, and work flow of individual associates. In

exercise independence and achieve personal growth. By going ahead with theparticular, regarding remote work for reasons such as childcare or nursing care, theSupply Chain ・・・・・・・・・・・・・・ 98

establishment of a system to support associates’ voluntary career development,

Company gives consideration to the extent possible and operates in a flexible

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Honda will strive to provide greater motivation at work for associates andmanner.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76strengthen both individual and organizational competitiveness.

As a result, total annual working hours averaged 2,023 per associate in
FY2024, and associates averaged 17.9 paid vacation days.

Building Motivating Work Environments
Realizing Work Styles That Pursue the Quality of Output
and More Eﬀective Use of TimeAs expressed in the saying “Work hard and play hard,” Honda has been striving toincrease the density of working hours through new ideas and ingenuity and

Furthermore, with the aim of accelerating inter-organizational cooperationand individual independence, the rules of the flextime system have beenstandardized throughout the Company since April 2023. Honda is creating anenvironment that encourages collaboration across organizational boundaries andhelps associates with a strong will to demonstrate their abilities through more
flexible work styles, so that each and every associate can feel job satisfaction.
Total working hours per associate and average paid vacation days taken in Japan ➡ p. 159

generate more time to enjoy life. Toward this goal, proactive eﬀorts have been
made to build work environments that enhance associates’ motivation at work.
These eﬀorts date back more than 50 years to the 1970s and include theintroduction of shorter work hours and implementation of an initiative jointly
promoted by labor and management to encourage associates to use their allottedvacation time in full*.
From the viewpoint of work style reform, Honda is further evolving its
initiatives to create a culture and environment that enables diverse humanresources to demonstrate their abilities to the fullest in order to pursue the quality* An initiative to prevent vacation days
from being lost when the number ofannual paid vacation days that can be
carried over to the next year isexceeded401-2, 404-2

of output and make the most eﬀective use of limited time. While implementing
appropriate time management, Honda has been making eﬀorts to encourage
flexible work styles for increasing output within a limited amount of time and toraise awareness of both management and associates for streamlining work andHonda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Counseling Hotlines for Associates

Initiatives to Prevent Harassment

Honda supports associates by operating a variety of counseling hotlines as a way to

Honda’s Fundamental Beliefs include “Respect for the Individual,” which means

Human Rights ・・・・・・・・・・・・・ 65

building healthy work environments.

respecting individual diﬀerences, trusting each other as equal partners, exercising

Human Resources ・・・・・・・・・ 72

Examples of counseling hotlines in Japan

Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74
Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain ・・・・・・・・・・・・・・ 98

which are based on the Beliefs, clearly states that “we will not tolerate

Hotlines

DescriptionCounseling hotlines
dedicated tobalancing work,parenting, family
life responsibilities
and medical
treatment

Honda operates a counseling hotline at each worksite’s humanresources and general aﬀairs department to accommodate
counseling requests from associates striving to balance work andfamily responsibilities, and to promote awareness and utilization of
the Company’s support programs. Each hotline is staﬀed bycounselors, who field counseling requests from associates
themselves and from their supervisors.

Harassment
counseling hotline

Honda operates a harassment counseling hotline for all associates
in order to prevent any harassment in the workplace and to
facilitate the rapid and appropriate resolution of incidents.
In cooperation with the personnel in charge of human resourcesand general aﬀairs department at each oﬃce, contact andresponses will be made with the person asking for counselingservice.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

401-2, 404-2

abilities to the fullest and sharing joy. The Associate Relations Policies (➡ p. 73),

LGBTQ+ counseling
hotlineHonda operates a hotline for LGBTQ+ associates to accommodate
requests for advice on their worries and problems and inquiries
about support programs. The hotline also provides advice to otherparties concerned, who are unsure of how to respond to LGBTQ+
associates, and works to prevent negative consequences ofunintended outing.

Life planningseminar hotline

Honda oﬀers life planning seminars for associates to consider their
purpose in life, health, and financial planning so that they can retireat the optimum timing for themselves. Seminars are also open toassociates’ spouses, and individual consultations with a financial
planner are also available after the seminar.

Counseling hotline
for people withdisabilities

Honda operates a counseling hotline for all associates to resolve
work and daily life problems related to disabilities. The person in
charge will coordinate with the appropriate consulting parties tocontact and respond to the person asking for counseling service.

discrimination or harassment of any form in the workplace,” and Honda iscommitted to creating a workplace environment and corporate management thatprevents harassment from occurring.

Examples of specific initiatives■ The employment regulations clearly state harassment of third parties or associates

as a reason for disciplinary action.
■ The Honda Code of Conduct clearly states that the Company will not tolerate any

form of harassment in the workplace.
■ Leaflets for properly understanding harassment are distributed to all associates at

the time they join the Company.
■ Educational activities to prevent harassment are conducted at all oﬃces andaﬃliated companies.

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Evaluation and Treatment
Personnel Evaluation System

introduced human resource evaluation programs that are tailored to the specificregional characteristics in each region of the world.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76with supervisors in associate development and evaluation, and all associates have at98

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

For example, in Japan, Honda places emphasis on two-way communication

Starting salary in Japan ➡ p. 159

Establishing a Good Relationship with
Associates

least five interviews with their supervisors each year. During the first interview inCreating an Environment of a free, open-minded Dialogue

April, which is the beginning of the fiscal year, associates come out with their

In accordance with Encouraging Mutual Trust based on the Three Principles ofdesired career and future vision, and how to realize that aspiration through their

Personnel Management, Honda declares in the Associate Relations Policies thatsupervisor’s advice. They then work out their individual role and action targets

associates and the Company will respect each other’s views and endeavor tobased on the organization’s business goals for the fiscal year in question.

promote mutual understanding. Maintaining a relationship of mutual trust,

At biannual interviews, associates themselves look back on their performanceassociates and the Company will make every eﬀort to engage in sincere discussions

during the preceding six months and report to supervisors. Feedback interviews areabout any issues that might arise or exist. In line with the policies, Honda strives tothen conducted, in which supervisors evaluate associate performance and initiatives

maintain a good relationship and resolve issues that arise through dialogues withand feed back each associate’s strengths and weaknesses. Additionally, by

its associates.

facilitating a discussion of subjects such as future objectives and career directions,

In addition, an appropriate notification period is set in advance in case of thethe interviews pave the way for associates’ skill development and raising

implementation of important corporate measures that have a marked impact on

motivation.

associates.
Percentage of associates going through the evaluation programs ➡ p. 159

Compensation and Incentives
Based on the Three Principles of Personnel Management, Honda gives its associates

Measurement of Associate Engagement
Honda measures associate engagement in all regions to obtain associate feedback
for building a healthier and more comfortable work environment.
The measurement is conducted based on the common criteria within eachequal opportunities to make the most of their individual potential and carefully

region, with the target of achieving a “very good” engagement level of associates

evaluate their abilities and accomplishments at business sites regardless of personal

working at Honda in each region.

factors. Honda’s compensation and evaluation system is built in line with the above
approach in consideration of the needs and conditions of each region.
Honda in Japan has adopted a compensation and evaluation system in which

The measurement results are fed back to associates and used for activities tocreate a better work environment.
In Japan, managers at the section manager level and above at each workplace

performance of general associates is evaluated in two stages: development ofanalyze the results for their own department and link them to workplace-based

abilities and demonstration of abilities. In the former stage, Honda places emphasis

improvement activities through understanding the actual conditions in the

more on how associates’ abilities evolve, whereas associates’ demonstration of

workplace, providing feedback to members, and free and vigorous dialogue forabilities and achievement are focused on in the latter stage. An annual salary

workplace development.

system is applied to compensation for associates in management positions or
402-1

Percentage of performance-based remuneration in Japan ➡ p. 159

Trust based on the Three Principles of Personnel Management, Honda has

Global Management ・・・・・・ 74

Supply Chain

company performance are taken into consideration.

In accordance with Respecting Initiative, Ensuring Fairness and Encouraging Mutual

Basic Approach ・・・・・・・・・・・ 73

・・・・・・・・・・・・・・

higher. The higher their positions are, the more their accomplishments andAssociate engagement in Japan ➡ p. 159

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74
Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Occupational Safety and HealthHonda’s eﬀorts to build a safe and secure work environment have their origin in the
Company Principle formulated in 1956.
They are also based on the Fundamental Beliefs of “Respect for the Individual”

Safety and Health Policyand “The Three Joys.”
Under the safety principle of “No safety, no production,” which has been
passed on since its founding, Honda seeks to realize a work environment thatbrings the joy that all people can work with a true sense of security.
Based on this principle, Group companies in all parts of the world have

Supply Chain ・・・・・・・・・・・・・・ 98

established basic policies for occupational safety and health based on respective

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

regional needs and conditions. To eliminate serious industrial accidents in Japanand overseas, Group companies also promote activities aimed at preventing
industrial accidents and their recurrence, as well as ensuring the health of everyone
who works for Honda.
In December 2022, the Company also created a medium- to long-term “Safety

Safety and Health Principles
Honda’s safety principle of “No safety, no production,” is based on the concept of how
important and precious it is for each and every associate to be able to work safely andto the best of their ability in both physical and mental health, and the Company will
strive to be progressive in its actions to achieve a safe workplace.

Safety and Health Policy
Aiming for a safe, healthy, and lively workplace, we will conduct safety and healthmanagement activities listed below, based on the company-wide safety policy withthe aim of fostering and spreading a culture of safety among all associates: from“safety that is given to us” to “safety that we protect ourselves and safety that wecreate for ourselves.”and Health Policy,” which outlines the safety and health activities to be practiced byassociates around the world. Based on this policy, Honda strives to create a safe andhealthy workplace, while each associate works to maintain such a workplace and toprevent and minimize accidents.

1. We will perform the risk evaluation of work related business operations, andinvest resources as much as necessary to prevent occupational accidents.
2. We will disseminate the Safety and Health Policy, and all associates will perform
safe and secure workplace by implementing safety training and safety activities.
3. We will observe the related regulations and internal standards and work on all
aspects of accident prevention and health maintenance promotion.
4. We will implement and operate this policy and the safety and healthmanagement manual accordingly and perform the improvement of safety
awareness for all associates.
5. We will support mental and physical health maintenance and promotion
positively and practice health management (wellbeing).
6. We will have the awareness and responsibilities as associates of Honda anderadicate four pernicious traﬃc violations and positively act on “Zero traﬃc
accidents”.
Establishment: December 8, 2022

Honda Motor Co., Ltd.
Director, President and Representative Executive Oﬃcer, Chief Executive Oﬃcer

2-23, 2-24, 403-7

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Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Achievements in Safety and Health Activities as Set Forth in the Safety and Health Policy
Safety and Health Activities

Human Rights ・・・・・・・・・・・・・ 65

Main Activities

Human Resources ・・・・・・・・・ 72
Basic Approach ・・・・・・・・・・・ 73

1

Global Management ・・・・・・ 74

We will perform the risk evaluation of work-related
business operations, and invest resources as muchas necessary to prevent occupational accidents.

■ Regular on-site inspections by the Equipment

Safety Committee■ Guidance sharing meetings at overseas sites

Eﬀorts to eliminate accidents caused by equipment

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain ・・・・・・・・・・・・・・ 98
2Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

3

4

5

We will disseminate the Safety and Health Policy,
and all associates will perform safe and secure
workplace by implementing safety training andsafety activities.

We will observe the related regulations andinternal standards and work on all aspects ofaccident prevention and health maintenancepromotion.

We will implement and operate this policy and thesafety and health management manual accordingly
and perform the improvement of safety awarenessfor all associates.

We will support mental and physical healthmaintenance promotion positively and practice
health management.

■ Safety communication by management withon-site managers■ Basic safety training for machinery andequipment (actual equipment)

2-23, 2-24

We will have the awareness and responsibilities asassociates of Honda and eradicate four pernicious
traﬃc violations and positively act on “Zero traﬃc
accidents”.

Practical extraction ofsources of danger■ Internal safety audits of all workplaces■ Compliance with laws and regulations

Workplace audits by the
Audit Committee

Mask fitting test

■ OSHMS Training■ Training using company-wide standardized

training textbooks
Identification of risk
assessment hazards

Example of educational materials

Personal support

Group training■ Support tailored to individual associates■ Support that connects with the organization

Health Management Initiatives ➡ p. 95

6

Lively exchange of views and opinions in line withthe workplace■ Poster declaring the four pernicious traffic

violations■ Instructor training■ Traffic safety instructor training

Short
declarationTraﬃc safety promotion
activities

Activities to prevent accidents
involving young associates

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74
Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Safety and Health Governance Structure

Safety Initiatives
Domestic and Overseas Workplaces

Honda has established a Company-wide Safety and Health Committee chaired by

To increase the eﬀectiveness of safety management at each workplace in Japan andthe vice president in 2022 to strengthen safety and health within the Honda Groupin each overseas region, the Regional Operations take the lead in carrying out

by providing company-wide policies and implementation instructions for horizontal

proactive activities by focusing on the implementation of an Occupational Safety

deployment regarding the occurrence of serious accidents, etc.

and Health Management System, diﬀusion and execution of risk assessment andAs for a workplace*1 safety and health governance structure, Honda hasestablished a Safety and Health Committee, led by the Safety and Healththe establishment of explosion and fire prevention measures.
Honda also conducts occupational safety and health audits and reviews based

Management Division, to enforce safety and health governance. Issues are sharedon a plan to share recognition of safety and health management. At the same time,and discussed jointly among labor and management for establishing a system to

the Company strives to improve the management system as well as personnel

Supply Chain ・・・・・・・・・・・・・・ 98

realize safe and comfortable work environment.

training for safety control at each domestic workplace and in each overseas region.

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Committee system diagram

Collaboration with Domestic Related Group Companies
The Company has established a safety hotline between Honda and related group

Company-wide
Safety and HealthCommittee

Executive Council

companies and is working to prevent the recurrence and prevention of accidents
through speedy development in cooperation with each company and theexchange of information that contributes to the improvement of safety andCompany-widecommittee

Representative ofeach workplace

Labor Union(Headquarters)

health activities.

Creating Working Environment Criteria
Honda stipulates workshop environmental criteria in its Comfortable Workplace
Workplace Safety and
Health Committee

Guidelines and Hazardous Operations Management Regulations. In accordancewith the three basic items of work and health management*2, the Company
performs periodic inspections and improvements to appropriately maintain

Representative ofwork site*1 In accordance with the Industrial
Safety and Health Act, eachorganization is described as a“workplace” in this part.
*2 Refers to working environment
management, work management
and health management andconstitutes the fundamental
approach to work and healthmanagement.

403-1, 403-2, 403-4, 403-7, 403-8

Members(Article 19 of the Industrial
Safety and Health Act)

Labor Union(Branch)and manage its working environments.

Additionally, the Company-wide Safety and Health Audit Committee, chairedby the vice-chairman of the Company-wide Safety and Health Committee, conducts
occupational safety and health audits to check on the operation of an Occupational
Safety and Health Management System (OSHMS) and progress in implementing
compliance-related matters, thereby ensuring a high level of safety and healthstandards throughout the Company.

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Safety and health education and training
The company-wide safety and health training system has established training andHuman Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

In recent years, the Company has focused on equipment safety training that is

education programs that enable all associates to understand how to create a safe

deeply related to serious accidents and provides training that enables risk

workplace, and every year, they receive safety and health education tailored to theirassessment management.

individual roles.

Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74

Diagram of Honda’s health and safety training scheme【Diagram legend】

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76
Legally mandated general
education

Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Manager(department
manager level)

Rank-specific education

Safety education for department
managers
Equipment safety education
for supervisors

Unit leader(subsection
manager level)

Assistant teamleader (deputy teammanager level)

Education for appointed personnel

Education for safety managers

Training for personnel newly appointed
to management positions

Safety training for unit leaders

Follow-up education for forepersons
Team leader(team manager
level)

Training of equipment safety experts
OSHMS auditor training
Training for statutory, general, posted, and appointed personnel

Legallyrequired
specialeducation

Education
for riskassessment
instructors

Equipment
safety basic
lectures

KY activities
Education on
assessment of
manufacturer’s
risks

Legally required education forforepersons

Safety education for assistant teamleaders

Equipment
safety(intermediatelevel)

Equipment
safety(assessors)

Equipment
safety(subassessors)

OSHMS
education

Educationfor
operations
chiefs

Education for experienced operators
GeneralFollow up education
Education for new employees

Lost time injury frequency rate (LTIFR) ➡ p. 159

403-5

Honda ESG Data Book 2024

93

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

4

Environment

5SocialGovernance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Safety and health education and training
The department responsible for supervising company-wide safety plays a key role in

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

machinery and equipment.

providing training for safety engineers in machinery and equipment (Safety Assessor

In addition, Honda develops managers and auditors at all levels throughtraining*) and other training programs aimed at developing safety and healthOccupational Safety and Health Management System training.

experts, thereby steadily reducing the number of accidents and fires caused by

Each workplace also provides various training programs for its associates.

Basic Approach ・・・・・・・・・・・ 73
Global Management ・・・・・・ 74

Training situation for safety and healthTrainees

Number oftraining days

Basic training

Persons who have been engaged in the
installation and maintenance ofequipment for several years

3 days70

Acquire skills to correctly identify
hazardous sources

Basic machine safety knowledge (standards, laws, risk assessment, etc.)

Safety Sub-Assessor(SSA)

Engineers mainly involved in safety
verification of installed equipment

6 days76

Learn in-depth expertise on machinery
safetyObtain SSA qualification certification

Acquire theoretical knowledge of machine safety principles, essential safety design
measures, and proper estimation of risks

Training on actual
equipment

Persons in charge of leading safety
verifications on equipment

5 days23

Acquire risk assessment skills based on
ISO through group exercises

Develop an advanced ability to assess safety and verify machine safety while using actual
equipment for training purposes

Safety Assessor (SA)

Persons seeking an advanced level ofin-depth expertise in machinery safety

8 days7

Obtain SA qualification certification

Acquire knowledge of safety certification, a wide range of risk reduction measuretechniques, and verification knowledge at the performance level, including validation
knowledge and verification capability of machine safety

MiddleManagement
Training

Newly certified management level
persons and equipment related
department leaders

1 day

104

Learn an overview of the concept of risk
assessment and other related topics

To improve understanding of workplace safety, learn international standards and concepts
related to machinery safety, the need for engineer ethics, and the concept of risk assessment

Occupational
Safety and HealthManagement
System (OSHMS)

Newly appointed supervisors
Newly appointed health and safety
promoter
Newly appointed internal audit
committee member
Others as needed

1 day

131

Understand the Occupational Health and
Safety Management System and actively
promote health and safety activities toprevent accidents

Status of occupational accidents
Basics of Occupational Safety and Health Management System
Safety and health regulations and company rules
Risk assessment exercise

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain

・・・・・・・・・・・・・・

Training title

98

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Number ofparticipants

Purpose of training

Outline of training

Status of equipment training related to safety and health(persons)
300【Diagram legend】

Basic training
Safety Assessor

Status of Occupational Safety and HealthManagement System Training

Safety Sub-Assessor (SSA)(persons)

Training on actual equipment

1,000

Middle Management Training

260

843
800

200

177

600

156
139

428
400

101

* Assessor: A person who makes ajudgement or evaluation

100

77

69
52
29

12

10

7

12

200

31

24

0

0
2022

403-2, 403-5

144

2023

2024

(FY)

2022

2023

2024

Honda ESG Data Book 2024

(FY)

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Achievement of Class 5 Accident-free Recordof 15.7 Million Hours

Three Pillars and Five Management Items
The Ministry of Health, Labour and Welfare lists “nutrition and diet,” “physicalactivity and exercise,” “rest,” “alcohol consumption,” “smoking,” and “dental and oral

As a result of continued safety and health activities, Honda achieved a Class 5

health” as lifestyle habits that need to be considered in order to maintain andaccident-free record of 15.7 million hours in the Tochigi area in 2023 and waspromote the health of the Japanese people. Honda has established five items for

Basic Approach ・・・・・・・・・・・ 73

honored by the Director of the Labour Standards Bureau of the Ministry of Health,better health management ((1) rest, (2) nutrition, (3) exercise, (4) smoking cessation,

Global Management ・・・・・・ 74

Labour and Welfare with a commemorative ceremony.

and (5) alcohol consumption) as items closely related to the results of healthcheckups for associates.

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76Grand design for realization of health management (Three Pillars)

Supply Chain ・・・・・・・・・・・・・・ 98
Health Management

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

The Joy of work

Corporate value

Maximization
Class 5 accident-free record certificate

Safety speech by President Mibe
Sustainable innovation

Health Management Initiatives*1 Three pillars:(1) Raise awareness of healthpromotion to individuals,
visualize health-related data, andprovide enhanced feedback(2) Conduct activities involving thewhole workplace for promoting
more health awareness(3) Promote activities forcontinuously improving theworkplace environment*2 Five items for better healthmanagement:(1) Enough good quality sleep(2) Nutritionally well-balanced meals(3) Habit of regular physical exercise(4) No smoking(5) Moderate drinking

Increased well-being

Honda hopes that all associates remain healthy in the same way it strives for safety.

IncreasedInc
nccr
engagement

Individual

Workplace

Company-wide/
Environment

From protecting
health to“creating”
healthFocus on theindividual

All strive andsupport each
other

Under the top management message, “the basis of a strong individual is to behealthy, and each one of us should take on the challenge of maintaining andpromoting good health,” Honda is promoting health management activities withthe practice of wellbeing included in its Safety and Health Policy. Honda aims to

Reducing presenteeism and absenteeism through maintaining andpromoting physical and mental health initiatives

become a company with a comfortable work environment where associates “canCreating a foundation to work with joy

work safely and energetically while remaining healthy both physically andmentally” as they make their own eﬀorts to maintain and promote their health fortheir own future. Toward achieving this goal, Honda has set three pillars*1 and fivematters for better health management *2, as its health management policy.

(4) Smoking
cessation(5) Alcohol
consumption*

Items(1) Rest(2) Nutrition(3) Exercise

Management
items

Enough goodquality sleep

Nutritionallywell-balanced
meals

Habit of regularphysical exercise

No smoking

Moderate
drinking

Targets

Get at least 6
hours of sleep

Eat breakfast(first meal after
waking up)
every dayHave an exercise
routine at least
twice a week for atleast 30 minutes
each time

Do not smoke(including
electronic
cigarettes)

Drink inmoderation (nomore than 1
unit)*Not intended to encourage those who do not have a drinking habit to drink403-3, 403-6

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95

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Honda Health Management Strategy Map

Health management
initiatives

Human Resources ・・・・・・・・・ 72

Indicators regarding the statusof measures taken

Indicators of associateawareness and behavior change

Health-related final target
indicators

Healthmanagement
A00

Management
issues to besolved throughhealthmanagement

Implement human resource policies and foster anorganizational culture that enables diverse associates tofeel fulfilled in their jobs and lives

Health management investment eﬀectiveness indicators

Human Rights ・・・・・・・・・・・・・ 65

Realize a company where each and every associate
can work to the fullest in a healthy and safe manner

Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Global Management ・・・・・・ 74
Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

Supply Chain

・・・・・・・・・・・・・・

98Company-wide andenvironment

Basic Approach ・・・・・・・・・・・ 73

Individual

WorkplaceSocial Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Enhanced health benefits andenvironment (Wel Fit, no smoking
on premises, healthy diet)

Promoting the use of the Health
Up Web site for lifelong health

Measures to raise healthawareness in the workplace(thorough post-measures,
two-way health measures)

Measures against long working
hours

Education and seminars on mental
and physical health(self-care, lifestyle)Enhancement of mental healthcounseling and healthguidance by professionals

System utilization rate
Healthy food consumption rate

Number of site accesses

Increase in the number ofassociates practicing healthy
behaviors (better lifestyle)

Increased engagement

Reduced presenteeism*1
Percentage of health checkups
received

Percentage of patients receiving
a full medical examination

Increase in the number ofassociates with high subjective
health awareness

Reduced absenteeism*2

Number of associates working
long hours
Average working hours

Corporate
cultureJobsatisfaction

Number of measures held andparticipation rate

Increase in the number ofassociates without
lifestyle-related diseases

Comfortableworkingenvironment

Growthopportunity
Relationship oftrust(supervisors, etc.)

Number of health guidance provided
Percentage of health guidance provided

Indicators of Health Management Initiatives*1 Presenteeism: condition in which theemployee is attending work, but
productivity is declining due tohealth issues*2 Absenteeism: absence from work
(sick leave) due to health problems

403-3, 403-6

As an indicator of associates’ health, the Company surveys associates annually by
scoring their “subjective view of health” and “commitment to health” in themeasurement of associate engagement. In addition, the status of eﬀorts in each of
the five items for better health management is checked at the time of healthcheckups, leading to the reinforcement of the measures.

Honda ESG Data Book 2024

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Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Human Resources Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Major Activities under the Three Pillars

Measures to Promote Mental Health(1) Raise awareness of health promotion to individuals, visualize healthrelated data, and provide enhanced feedback

In 2009, Honda announced a Mental Health Policy and has since been working on

For realizing lifelong health, Honda strives to create an appropriate environment

solving support in an organized, systematic and ongoing manner.

for carrying out enlightenment activities and making health promotion eﬀorts.

Basic Approach ・・・・・・・・・・・ 73

Such eﬀorts include providing monthly newsletters on topics concerning the five

Global Management ・・・・・・ 74

items for better health management and operating a specialized website on health-

Human Resources
Initiatives ・・・・・・・・・・・・・・・・・ 76

related information. As another example, Honda promotes the establishment of amore favorable lifestyle by educating people on how to get a good quality sleep
and how to deal with the eﬀects of alcohol.

Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

both creating vitality in associates and in the workplace and providing problem-

Honda-Wide Mental Health Policy
Basic approach
Based on its fundamental belief of Respect for the Individual, Honda embracesindividual diversity and values communication, and by doing so, will make its utmost
eﬀorts to maintain well-being so that all associates dedicate themselves to their jobs
with enthusiasm while drawing energy from and taking pride in their work.

(2) Conduct activities involving the whole workplace for promoting more
health awareness
Honda encourages more proactive health promotion eﬀorts at the workplace by

Activity structure

aggregating and sharing information on the status of initiatives related to the five

To implement mental health activities, Honda has established a company-wide mental

items for better health management by workplace or department.

health promotion team specialized in activity planning and management. Each of Honda’s
business sites has also established its own workplace mental health promotion team.

(3) Promote activities for continuously improving the workplaceenvironmentand Health Committee. Honda’s major initiatives to promote the mental wellbeing of its

To encourage its associates to take well-balanced meals, Honda oﬀers daily healthy

associates include “preventative education,” “improving working environments,”

menus that consider the caloric intake, salt content and vegetable intake at its“checking stress levels,” “enhancing counseling programs” and “support for thosecompany cafeterias. On the monthly “Health Day,” Honda provides health-themed

returning to work after taking time oﬀ.” The Company also distributes leaflets anddishes by making full use of the characteristics of the ingredients in all menus.

pamphlets to associates aimed at facilitating an understanding of mental health care.

As for improvements to the internal environment to promote a no smoking
policy and prevent unwanted passive smoking, Honda is continuing to reinforce theno smoking rule during working hours.
As part of other welfare programs, the Company provides an application for

403-3, 403-6

The Company also promote activities in cooperation with the Company-wide Safety

External Evaluations
Recognized under the 2024 Certified Health & Productivity Management
Organizations Recognition Program

health consultation and medical care support, oﬀers a full range of health-related

Following the previous year, Honda was again recognized in the large enterpriseseminars, grants points based on the number of daily steps taken by the healthcategory of the 2024 Certified Health & Productivity Management Organization

insurance association, and subsidizes the cost of using fitness and exercise facilities,

Recognition Program. Jointly promoted by Japan’s Ministry of Economy, Trade andparticipating in sporting events, and purchasing sporting equipment, etc. Honda is

Industry and the Nippon Kenko Kaigi, the program recognizes companies that

promoting the development of an environment in which associates can proactively

consider health management of employees from a corporate management

engage in health promotion.

viewpoint and strategically promote related eﬀorts.

Honda ESG Data Book 2024

97

4SocialSupply Chain

Honda ESG Data Book 2024

98

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Basic Approach

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Strengthening Supply Chain Sustainability

This meeting body holds conferences in all regions with the following threemain objectives.

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100
Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

In order to provide customers with a timely, stable supply of better products andservices, it is necessary to put significant eﬀort into developing and optimizing
supply chains with suppliers around the world while also taking into accountenvironmental and human rights issues.
Companies within the automobile industry, which is a broad-based industry
supported by many suppliers, must pursue the reduction of not only their own
environmental impacts but also those of suppliers throughout their entire supply
chain.
Additionally, as awareness of compliance and human rights issues grows
compliance not only for themselves but also for their suppliers, as well as make

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

eﬀorts to take corrective action if required.

Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

allocated to each theme■ Directly discuss and resolve global issues originating from each region among top

executives in the supply chain purchasing area
■ Share issues that may become challenges in the future and discuss the directionof responses
Overview of supply chain

worldwide, companies are expected to verify working conditions and legal

Purchasing Initiatives ・・・・ 103

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109■ Discuss common themes in the 6 regions at appropriate timing and members

Components
Purchasing

Honda has issued the “Honda Supplier Sustainability Guidelines” to share its
approach to sustainability with suppliers worldwide and to promote it inconjunction with them.

Rawmaterials

Based on this guideline, Honda will actively promote sustainable initiatives at
its development and manufacturing facilities in cooperation with its suppliers. By
Production

doing so, Honda is seeking to realize a supply chain where Honda co-exists andco-prospers with local communities as a company society wants to exist.
Honda is striving to strengthen supply chain sustainability, mainly in the areasof purchasing and logistics.

Eﬀective utilizationof resources
through recycling

Additionally, as part of last year’s organizational restructuring, we establishedthe Global Conference as a global meeting structure for the entire supply chain,
which unites the procurement and logistics areas and has been holding the

Logistics

conference on an ongoing basis.

Disposal

Sales
Use

2-6

Honda ESG Data Book 2024

99

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Basic Approach to Purchasing

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65

Purchasing Belief, the Three Purchasing
Principles, and Guiding the Code of Conduct
for Purchasing Associates

Purchasing Belief and Three Purchasing Principles

We do fair and equitable business with transparency based on the“Purchasing Belief” and the “Three Purchasing Principles.”Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98

Purchasing Belief

Honda’s goal is to achieve a sustainable society across the supply chain. The
Company implements initiatives with consideration for the environment, safety,

We sustain the procurement of good products at reasonable prices andBasic Approach ・・・・・・・・・・・ 99

human rights, compliance and social responsibility, among others, in partnershipin a timely manner.

Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100with its suppliers worldwide. Based on the Honda Philosophy, the Company

Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

business that is fair and equitable with transparency.

Purchasing Initiatives ・・・・ 103
Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108
Global Managementof Logistics ・・・・・・・・・・・・・・・ 109
Logistics Initiatives ・・・・・・・ 110

established the Purchasing Belief and Three Purchasing Principles and engages in
Honda has also compiled points that should be followed by each and every
associate engaging in purchasing activities as the Guiding the Code of Conduct for
Purchasing Associates. By following these Rules, the Company ensures trust bothinternally and externally and builds sound relationships with suppliers.

Three Purchasing Principles
Fair andopen trade

Equal
partnership

Respect for
suppliers

We do business with
suppliers who can satisfy
the requirements ofquality, quantity, priceand timing and who canshare the concept ofsustainability with us,
based on open
competition.

We conduct businesson an equal footing
regardless of thebusiness size of the
supplier or theirnationality and otherfactors.

We respect suppliers’
management anddignity.

Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Positioning of Purchasing Belief, Three Purchasing Principles and Guiding theCode of Conduct for Purchasing Associates

Honda Philosophy

Honda Corporate Governance

Honda Code of Conduct

Purchasing Belief, Three Purchasing
Principles and Guiding the Code of
Conduct for Purchasing Associates308-2, 411-1

Honda ESG Data Book 2024 100

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Basic Approach to Purchasing

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100

Engagement with Suppliers
In its global parts procurement activities, Honda has set forth its Sustainability

throughout the entire supply chain by performing checks on the status of suppliers’

Vision, which aims to promote sustainability initiatives together with its suppliers

related initiatives and utilizing sustainability-related check sheets for sub-tier suppliers.

with local communities. Furthermore, based on the vision, the Company has issued

sustainability policies, Honda confirms their initiatives on Quality, Cost, Delivery,

the Honda Supplier Sustainability Guidelines as a policy to share its approach to

Development and Environment (QCDDE), human rights, labor, safety, compliance,sustainability with its suppliers around the world and to promote it together.

risk, protection of information and other aspects to determine the best and mostThrough the Guidelines, Honda seeks to prevent compliance violations andrights, and to reduce its environmental impact.

Purchasing Initiatives ・・・・ 103

report from the supplier and works to prevent a recurrence by asking them to

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

analyze the cause and draw up a corrective action plan.

Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

sustainable supplier.
In response to growing social demands for sustainability, the Company has started

other issues in advance, including negative impacts and risks related to humanGlobal Management ofPurchasing ・・・・・・・・・・・・・・・ 102

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109

When selecting suppliers for components and raw materials based on thesearound the world and to realize a supply chain that can coexist and co-prosper

regular information sharing meetings with Group suppliers, beginning in March 2024.

If a supplier fails to follow the Guidelines, Honda immediately receives a

Establishing a Hotline to Receive Suggestions andConsultation Requests from Suppliers

If the corrective action plan received from the supplier is determined to be

Honda has established the Business Ethics Kaizen Proposal Line (➡ p. 138) to accept

inappropriate, Honda considers its future business relations with them, including

suggestions and requests for consultation from all suppliers from a fair and neutral

suspension of transactions, while taking into account the social impact of the problem.

standpoint.

In addition, the Company is working to instill and promote the Guidelines

Changes in purchasing operations

Strengthened QCDD

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

1960s

Belief/Three
Principles■

Launched full-scale
environmental initiatives
2000s

Strengthened overall sustainability
2010

2015

Established Purchasing Belief and Three
Purchasing Principles

Guidelines■■

Revised the Purchasing Belief and
the Three Purchasing Principles (’15)

Issued Honda Supplier CSR Guidelines (’10)■

Issued the Honda Supplier Sustainability Guidelines (’18)
Integrated CSR into Sustainability Guidelines andpublicized the guidelines globally· Revised (’13)
Added content on handling of conflict minerals

Sustainability■· Revised (’22)
Integrated into Honda Green Purchasing Guidelines

Issued Automotive Industry Guidelines to Enhance Sustainability
Performance in the Supply Chain (North America, ’14)
· Issued in other regions (’15)

Environment■

Issued Honda Green Purchasing Guidelines (’01)
・Revised (’11)
Expanded CO2 reduction eﬀorts throughout the life cycle

2-6, 308-1, 407-1, 408-1, 409-1, 411-1, 414-1, 414-2

・Revised (’18)
Added environmental initiatives as an evaluation category

Honda ESG Data Book 2024 101

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Global Management of Purchasing

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98

Promotion Structure
Honda conducts business in six regions worldwide and has respectively established

Regional distribution of purchasing volume (FY2024)

purchasing functions. In line with Honda’s corporate philosophy of “building

South America 2.8%

Europe0.3%

products close to the customer,” each region is encouraged to source locally. The
rate of local procurement in the United States, Honda’s primary production base,

Basic Approach ・・・・・・・・・・・ 99

reaches 80% for major global models.

Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100

purchasing function, with the Chief Oﬃcer for Supply Chain Purchasing Operations

Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

across regions and businesses and formulates sustainability policies and goals. In

Purchasing Initiatives ・・・・ 103

accelerating sustainability initiatives.

Asia & Oceania
23.5%

North America
31.8%

In Japan, Honda has a department that supervises the overall global

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108
Global Managementof Logistics ・・・・・・・・・・・・・・・ 109(executive oﬃcer) responsible for oversight. The department provides coordination
2016, the Company established a department dedicated to reinforcing and

Japan
18.8%

China
22.8%

In addition, to discuss and examine the direction Honda should take globallyover the medium- to long-term, Honda holds periodic meetings with the
management teams of respective companies operating in each region andfacilitates collaboration with them.
The Environmental Purchasing Meeting was held from 2011 onwards andLogistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

sought to strengthen initiatives aiming for a low-carbon society across the entire
global supply chain.
In FY2017, Honda added human rights and compliance initiatives andtransformed the meeting into the Sustainability Purchasing Meeting, which is held
on a regular basis.
The Company is discussing and aligning the direction of global initiatives andstrengthening activities while collaborating in each region.

2-6, 203-2, 204-1, 411-1

Honda ESG Data Book 2024 102

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Purchasing Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Initiatives to Achieve Carbon Neutrality with
Suppliers

To increase the eﬀectiveness of its eﬀorts to reduce the environmental impacts in its
supply chain, Honda established a system for the integrated management of data

Honda aims to realize carbon neutrality (net zero CO2 emissions) for its all products

on CO2 emissions reduction by suppliers in FY2012, which commenced full-scaleand corporate activities by 2050.

operation in FY2015.

Supply Chain ・・・・・・・・・・・・・・ 98

As part of the activities, Honda shares the Honda Supplier Sustainability

Basic Approach ・・・・・・・・・・・ 99

Guidelines with all suppliers and has obtained the agreement of each supplier.

Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100

reduce total CO2 emissions, and in December 2022, shared its perspectives on

Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

Management of CO2 Data

In Japan, in October 2021, Honda asked its suppliers to consider initiatives to

Honda is using the tool to share goals and progress status towards total
reduction and to implement the PDCA cycle with suppliers worldwide.
As of 2023, approximately 2,200 companies, equating to more than 80% ofpurchasing value on a global level, are using the tool.

measures to consider specific measures toward achieving carbon neutrality by 2050.

Going forward, the Company will comprehensively analyze data to assist in

Furthermore, in March 2024, Honda communicated its interim target for 2030

activities to reduce CO2 emissions at suppliers, including their eﬀorts to achieve(-46% compared to FY2020) to its suppliers in order to accelerate its eﬀorts toPurchasing Initiatives ・・・・ 103

achieve carbon neutrality by 2050. Through close communication with each

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

supplier, Honda is working together to realize carbon neutrality.

total emissions control targets.

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109
Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

308-2

Honda ESG Data Book 2024 103

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Purchasing Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Initiatives to Reduce the Environmental Impact in the
Supply Chain

Human Rights ・・・・・・・・・・・・・ 65

Honda promotes carbon neutral initiatives together with suppliers and ensure the

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100

eﬃcient use of resources in each region of the world to reduce the global
environmental impact.
In Japan, Honda sets a CO2 emission reduction target of 46% below FY2020

CO2

partnership with each of them.

100

100

the total volume of FY2019) to collect accurate data. As part of this initiative, Honda

Purchasing Initiatives ・・・・ 103

performance and has been checking their activities to reduce the environmental

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

impact as well as evaluate their stance in this area. By communicating and sharing

has provided tools to these suppliers to analyze their respective progress and past

information with Honda Group suppliers via the Internet, Honda actively
collaborates with them to promote eﬀorts to achieve the targets.

Waste

105 102

104

100

89

With regard to water and waste, having started undertaking measures fortarget management in FY2019, Honda set specific targets for FY2023 (maintaining

Water

120

level by 2030 for its Group suppliers and promotes reduction initiatives in

Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109

Performance in reducing the environmental impact
Index of CO2 emissions/water use/waste generation per millions of yen

93
80

92

89
82

68

60

40

93

2000

2016

74

2017

72

2018

71

2019

64
64

2020

69
62
2021

2022

62
58
2023

64

41
2024

(FY)

* Scope of data: all consolidated tier 1 suppliers in Japan

Category

FY2019FY2020

FY2021

FY2022

FY2023

FY2024

1.07

0.95

1.03

0.93

0.86

0.62

Logistics Initiatives ・・・・・・・ 110

CO2 (t/millions of yen)

Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Water (m3/millions of yen)

9.29

8.19

8.91

10.51

10.16

9.17

Waste (t/millions of yen)

0.62

0.53

0.55

0.38

0.37

0.38

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

2-6, 308-2

Honda ESG Data Book 2024 104

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Purchasing Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100
Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102
Purchasing Initiatives ・・・・ 103
Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108
Global Managementof Logistics ・・・・・・・・・・・・・・・ 109
Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Chemical Substance Management

Requiring Legal Compliance from Suppliers

The Company has issued the Honda Chemical Substance Management Standard,

Honda seeks to strengthen sustainability, including compliance, throughout thewhich aims to ensure that all the components that make up Honda products comply

supply chain. In conducting business, the Company concludes basic agreements onwith laws and regulations as well as to reduce their impact on the global

component procurement that specify areas of attention such as safety, disasterenvironment and ecosystem. Honda asks suppliers around the world to establish aprevention, environmental preservation, and the protection of resources. The

structure for managing chemical substances that meets the standard and toagreements also contain terms regarding compliance with each country’s laws andguarantee that the components they supply satisfy the standard. The Company also

regulations, including competition laws and laws and regulations related to theuses an industry standard management system for specific data on chemicals

prevention of bribery.

contained in components, which are evaluated prior to commencing mass
production.

Measures to Counter Procurement Risk

Responsible Mineral Sourcing
Honda recognizes the potential link between the increased demand for rareminerals, including cobalt, due to electrification and human rights issues such as

Honda views all phenomena that can impact production as risks, including disasters,

child labor, and is engaged in activities aiming to avoid the use of minerals that may

fires, financial issues and labor issues within suppliers. Accordingly, the Company

contribute to human rights violations and environmental pollution. In Japan, theworks to reduce these risks and prevent the spread of any impact if they materialize

Company uses templates provided by the Responsible Minerals Initiative (RMI) andthroughout the supply chain, beginning with the procurement of components andworks to identify cobalt refiners with the cooperation of its suppliers. Goingmaterials. For example, Honda defines all components and materials whose

forward, Honda will also consider global initiatives.

procurement is dependent on a single facility as Mission-Critical Parts, andinspections and countermeasures are implemented continually around the world.
As part of this initiative, Honda has established a scheme for suppliers in Japan
starting in 2021 to promptly register information on new supply chains (production
sites below Tier 2) in its procurement risk management system when suchinformation is generated.
Through the operation of this system, the Company established structures toquickly ascertain the extent of damage to suppliers in the aﬀected areas andwhether production has been aﬀected in the event of a major disaster.
Honda also performs once-yearly evaluations based on supplier surveys inorder to minimize financial risk. In addition, the Company checks risk every monthby referring to information from third-party organizations.

308-2, 407-1, 411-1, 414-2

Honda ESG Data Book 2024 105

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Purchasing Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100
Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

ESG* Surveys for Suppliers
Honda is communicating its sustainability policy to its suppliers and confirming the

The check sheet encompasses all aspects of human rights and labor matters,

status of their eﬀorts in line with growing international expectations for fulfilling

including eliminating race, ethnicity, nationality, religion, gender and othercorporate social responsibility, including the supply chain. Honda requires new

discrimination, as well as banning child labor, forced labor and human traﬃcking

suppliers to agree to the Honda Supplier Sustainability Guidelines in addition to

and guaranteeing minimum wages. The check sheet verifies supplier activities in ascreening from the perspective of quality, cost, delivery, development, andbroad range of fields as it also covers such evaluation categories as theenvironment (QCDDE).

environment, compliance, and information disclosure. Based on the results of thisAfter this screening process, policy briefings and ESG surveys are periodicallyheld for suppliers with high impact, such as those with large business volumes.

survey, risks are identified, and according to the degree of risks, interviews with
suppliers, on-site inspections, etc. are conducted.

The ESG surveys cover approximately 7,000 companies globally and identify

The following checks and verifications are performed, and for issues identified

high-risk suppliers based on the likelihood of a problem occurring and the degreein the improvement activities, suppliers are requested to make improvements, and if

Purchasing Initiatives ・・・・ 103

of impact on the company if a problem were to occur, in order to take action

improvements are not implemented, the Company will consider suspending

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

toward improvement.

transactions with the supplier.

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109
Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

In Japan, Honda has conducted ESG surveys for its suppliers who account for■ Conduct a follow-up investigation (including an on-site check as necessary)■ Distribute a check sheet based on international standards■ Confirm the compliance status of the guidelines

Recent examples of improvement include the management of working hours■ Promote improvement

and the formulation of an internal rule to prohibit suppliers from retaining the ID
documents of non-Japanese workers.

Sustainability monitoring flow
Target: Approximately
7,000 companies
globally<Screening>■ Agreement on the
Guidelines■ QCDDE■ Risk assessment (ongeography, supply,
finance, etc.)

308-2, 407-1, 411-1, 414-2■ Verify the progress through a report on the improvement plan and result

The ESG surveys include the following items.

Starting a new
business* ESG: Environment, Social, andGovernance■ Check relevant records, actual production processes and related facilities

more than 80% of the total purchase price.

Self-assessment<Check sheet items>■ Human rights andlabor■ Safety■ Environment■ Compliance■ Information
disclosure, etc.

In North America, the Company has begun utilizing check sheets, evaluations,Target: Major suppliers

Risk
identification<Risk identification>■ Transaction amount■ Transaction history■ Percentage of sales■ Capital relationship■ Compliance withlaws/regulations
and policies■ Assessment results■ Degree of impact
when a problem
occursTarget: High-risk
suppliers

Improvement
activities<Improvement details>
Improvement
activities for high-risk
suppliers (interviews
with suppliers/site
inspections)■ Feedback on
improvements■

and feedback provided by a third-party organization, and is considering expanding
this scheme globally in the future.
Some of Honda sites also provide e-learning programs on sustainability to their
suppliers to promote understanding of the issue.
Honda will continue to enhance training programs to develop the competenceof survey personnel, while collaborating with its overseas purchasing bases to
conduct sustainability activity surveys on a global basis.

Honda ESG Data Book 2024 106

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Purchasing Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100
Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

Instruction and Training for Associates
To ensure that every associate involved in Honda’s purchasing operations promotes
fair, equitable, and transparent transactions in accordance with its purchasing
philosophy, Honda has prepared manuals and training programs and promotes
personnel development through on-the-job training (OJT).
In North America, Honda’s Building Business Relations provides education on
the importance of the Company’s code of conduct, legal compliance, andconfidentiality in developing positive long-term relationships with suppliers.
In Japan, in addition to these initiatives, Honda has established training ande-learning programs to deepen understanding of QCDDE operations, including
programs to increase understanding of ESG initiatives in the supply chain area.

Purchasing Initiatives ・・・・ 103

In this way, Honda has developed programs that take into account cultural andBasic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

social backgrounds and promote capacity building for purchasing associates in eachregion of the world.

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109
Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

308-2, 407-1, 411-1, 414-2

Honda ESG Data Book 2024 107

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Basic Approach to Logistics

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

At Honda, many parts that are used in its products are transported from suppliers to
its factories. Likewise, the completed models, as well as parts for services andHuman Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

as important issues, as well as improving eﬃciency in logistics.
Honda is working together with logistics companies to reduce environmental

repairs, are sent directly from the factories to dealers. Honda, which transports large

impact and, as a shipper, to reduce the burden on drivers in the context of the 2024

volumes of goods from upstream to downstream in the manufacturing process,logistics issue as a social responsibility.

considers the reduction of environmental burden and compliance risk management

Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100

Overview of Honda logistics

Procurement logistics

Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

Logistics between
factories

Products/Parts logistics

Factories

Purchasing Initiatives ・・・・ 103
Shipment arranged byother companies*1

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108
Global Managementof Logistics ・・・・・・・・・・・・・・・ 109

Suppliers

Factories
Shipment arranged by
Honda*2

Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Parts import

Products
importDealers

Transitwarehouse

Customers

Maritime transport

Port/airport

Port/airport*1 A transportation operator retainedby the supplier delivers sourced
parts to the entrance of Honda’s
plants.
*2 A transportation operator retainedby Honda makes the rounds of parts
suppliers and picks up the sourced
parts.

Ship/aircraft

Honda ESG Data Book 2024 108

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Global Management of Logistics

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100
Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102
Purchasing Initiatives ・・・・ 103

Integrated Management of Legal Information Concerning Logistics
In order to supply products and parts across countries and regions, it is necessary toaccurate and early response on a global basis. To do so, the Company has

identify and analyze a variety of factors, including the diﬀerent transportation

established a function for the integrated management of international treaties andinfrastructures, laws and natural disaster risks in each country. Laws and regulations,

legal information concerning logistics operations. In addition to this, Honda isin particular, have the potential to significantly impact safety and speed inworking to strengthen compliance with laws and regulations by ensuring a swift

transportation.

response.

Honda aims to constantly obtain accurate information and ensure an eﬃcient,

Integrated management framework for legal information
Exporting country

Certification & Regulation
Compliance Division

Importing country

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

Japan

Japan

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109

North America

North America

South America

South America

Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

EuropeAsia & Oceania

EuropeLegal information
report database

China

Asia & Oceania
China

Logistics Management
Division

Honda ESG Data Book 2024 109

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Logistics Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

In the area of logistics, Honda is taking the following two major initiatives withlogistics companies:

Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Since containers are rented from shipping companies, it is a common business(1) Reduction of environmental impact; eﬀorts to achieve carbon neutrality by 2050
(2) The 2024 logistics issue: Reducing the burden on drivers as a shipper’s
responsibility.

Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100
Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

practice to return them promptly after cargo transportation.
However, since Honda has both export and import cargo, it negotiated withthe respective shipping companies to reduce the transportation of empty

Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99

Container Round Use

containers upon return. As a result, the Company was able to reduce costs by 40%(1) Reduction of environmental impact
Honda is taking the following two major initiatives to reduce environmental impact:

to 60%, as well as CO2 emissions in Japan.

BeforeAfter

Imports

1) Highly eﬃcient transportation
2) Low carbon transportation.

Purchasing Initiatives ・・・・ 103
Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108
Global Managementof Logistics ・・・・・・・・・・・・・・・ 109
Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

1) Highly eﬃcient transportation

Imports
Ports

Improving Transportation Eﬃciency via Co-Creation with Suppliers
To minimize the logistics losses incurred by our suppliers, we ask them to deliverproducts to the nearest cross-dock (XD) of their shipping bases. From the XD, Honda
then combines the products within a multi-company consolidation to transport

Exports

Ports

them eﬃciently.
The eﬀects of these measures have contributed to a reduction in the loads

Exports

handled by distant suppliers and also a reduction in CO2 emissions.

BeforeEach company transports small
quantities with low loads

After

Ports

Honda bundles and transports inmixed loads

Cross dock (XD)** Cross dock (XD): Warehouse withfunctions centered on thetransshipment of parts

Honda ESG Data Book 2024 110

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Logistics Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

2) Low-carbon transportation
Honda is working to expand the modal shift from trucks to rail and ship, mainly fortransportation to distant regions.

rail and ship transportation.
As part of its overseas eﬀorts, in India and Vietnam, the Company is switching

As part of its modal shift eﬀorts in Japan, Honda is gradually switching longdistance transportation routes for motorcycles, power products, and automobiles tofrom truck to rail and ship for transportation to distant regions. Similarly, in China,
the Company is switching from truck transportation to rail transportation.

Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100
Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102
Purchasing Initiatives ・・・・ 103

Rail transportation

Ship transportation

Rail transportation routes ofmotorcycles and power products

Ship transportation routes ofmotorcycles and power products

Kumamoto/Fukuoka ~ Tokyo/Niiza■ Nishi-hamamatsu ~ Sapporo■ Morioka ~ Tokyo■

SapporoOtaru

Shinmoji ~ Kobe
■ Niigata ~ Otaru■ Usuki ~ Yawatahama■

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108
Morioka

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109

Niigata

Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114
Tokyo/Niiza

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Nishi-hamamatsu

Kobe
ShinmojiFukuoka
Kumamoto

Yawatahama
Usuki

Honda ESG Data Book 2024 111

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Logistics Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72

Honda aims to achieve carbon neutrality by 2050 and is working to apply andIn Japan, Honda is also working with Isuzu Motors Limited to verify the

deploy fuel cell (FC) systems as one of the technologies to achieve this goal.

suitability of fuel cells for heavy-duty trucks and to establish basic technological

In China, in collaboration with Dongfeng Motor Group, Honda began driving

to the market by 2027, making the most of the technologies, experience, andsystem in Hubei Province in January 2023.

knowledge gained from the joint research. To verify the possibility of utilizing

Supply Chain ・・・・・・・・・・・・・・ 98hydrogen fuel and the practicality of fuel cell vehicles, the Company started
demonstration runs on public roads in December 2023.

Basic Approach ・・・・・・・・・・・ 99
Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100

platforms such as vehicle control. It is planned to introduce mass-produced vehicles

demonstration tests of commercial trucks equipped with Honda’s fuel cell (FC)

China

Japan

Started driving demonstration tests of a commercial truck equipped with Honda’s fuel cell system
jointly with Dongfeng Motor Group

Started driving demonstration tests on public roads using monitoring vehicles jointly with Isuzu
Motors Limited

Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102
Purchasing Initiatives ・・・・ 103
Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108
Global Managementof Logistics ・・・・・・・・・・・・・・・ 109
Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Honda ESG Data Book 2024 112

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Logistics Initiatives

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain

・・・・・・・・・・・・・・

98

Basic Approach ・・・・・・・・・・・ 99(2) Eﬀorts to address the 2024 logistics issue
The 2024 logistics issue is a generic term for the risk that new rules and obligations
are imposed on carriers, shippers, and recipients of goods by the Work Style Reform
Laws, making it impossible to transport goods as before.
Honda has made a Voluntary Action Declaration for White Logistics Promotion
in 2019 and has been working to improve logistics aiming to realize highly
productive logistics and work style reform.

Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100

Based on the government guidelines issued in June 2023, Honda has been
studying how to respond to the 2024 logistics issue. Additionally, to comply with

Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

the Voluntary Action Plan for Optimizing Distribution and Improving Productivity

Purchasing Initiatives ・・・・ 103

in December 2023, the Company is working to ascertain the actual status of its

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

logistics operations and to make improvements.

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109

formulated and issued by the Japan Automobile Manufacturers Association (JAMA)

Honda will continue to work with logistics providers and suppliers to improvethe eﬃciency of logistics throughout the supply chain and to create a comfortableworking environment for all drivers.

Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Honda ESG Data Book 2024 113

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Joint Eﬀorts with Industry Groups and Suppliers

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49

Honda is striving to strengthen sustainability across the entire supply chain of parts

Dialogue with Suppliers

and logistics through initiatives such as capacity building in collaboration with the

Human Rights ・・・・・・・・・・・・・ 65

automotive industry and its suppliers.

where it shared current social trends and provided feedback on the results of

Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Basic Approach ・・・・・・・・・・・ 99

In December 2022, Honda convened a Sustainability Information Sharing Meeting,

Collaboration with Industry Groups andSuppliers

inspections at suppliers in accordance with the Honda Supplier Sustainability
Guidelines.
Honda also regularly holds conferences around the world to share with
suppliers the direction of its business and the substance of its initiatives. In FY2023,

Basic Approach to
Purchasing ・・・・・・・・・・・・・・・ 100

Honda North America Inc., Honda’s U.S. subsidiary, participates in working groups

meetings were held in 23 locations around the world. At these regional

established by the Automotive Industry Action Group (AIAG) to strengthen

conferences, Honda presented Supplier Awards to recognize those suppliers who

Global Management ofPurchasing ・・・・・・・・・・・・・・・ 102

sustainability in the supply chain. They participate in the Responsible Materials

have achieved outstanding results in each aspect of QCDDE.

Purchasing Initiatives ・・・・ 103

group and the Chemical Management working group. AIAG has oﬀered suppliermanagement from about 452 suppliers attended the conference in March 2024,

Basic Approach to
Logistics ・・・・・・・・・・・・・・・・・ 108

training and encourages participation in training sessions on corporate ethics,

which was held in person. At the conference, Honda communicated company-wide

environmental regulations, the working environment, human rights and otherpolicies and measures for working with suppliers for the future. Since FY2018, thetopics for tier 1 and sub-tier suppliers in North America since 2012.

Company has been presenting the Sustainability Award to suppliers for their

Global Managementof Logistics ・・・・・・・・・・・・・・・ 109
Logistics Initiatives ・・・・・・・ 110
Joint Eﬀorts with Industry
Groups and Suppliers ・・・・ 114

Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

working group, the Human Rights and Trade working group, the GHG working

In addition, Honda participates in AIAG’s Corporate Responsibility Steering

In Japan, Honda has held an annual conference since 1974. Senior

outstanding eﬀorts in all areas of ESG. With this award, Honda has broadened its

Committee and Drive Sustainability* to proactively identify issues, needs and trends

perspective from the old Environmental Award, which focused primarily onin and outside the automobile industry.

greenhouse gas (GHG), to include social and governance aspects.

In North America, e-learning programs using computer-based training (CBT)In North America, Honda presents the Sustainability Award to suppliers who

are also provided for suppliers in order to facilitate their understanding of

have made the greatest contributions in social areas such as compliance, safety andsustainability. Under the theme of sustainability, these programs deal with thehealth, community contribution activities, the environment, diversity and humanenvironment, export control, social responsibility, safety and health, diversity,

rights.

governance, compliance and ethics.

* A newly launched partnership topromote sustainability in theautomotive industry

2-28

Presentation of Sustainability Department
Award to G-TEKT CORPORATION in Japan

Honda ESG Data Book 2024 114

4SocialSocial Contribution
Activities

Honda ESG Data Book 2024 115

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Basic Approach

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain

・・・・・・・・・・・・・・

98Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Honda’s Social Contribution Activities
Global Policy for Social Contribution Activities

Since its founding, Honda has provided society and customers with a variety of joys
by creating quality products and technologies. In the 1960s, while the Company
was still in a period of early growth, Honda began to launch philanthropic initiatives

Corporate Philosophy

designed to strengthen ties with local communities, based on its idea that a

Honda will proactively exercise its initiatives for social contribution, founded on thefundamental principles of “Respect for the Individual” and “The Three Joys,” to support
Honda’s universal passion: to improve the quality of people’s daily lives.

company must be rooted in and integrated with the local community.
Currently, Honda undertakes various social contribution activities in the sevenregions in which the Company conducts operations worldwide, aiming to share joy

Basic Approach ・・・・・・・・・・ 116

Objective

with people all around the world and to be a company society wants to exist.

Global Management ・・・・・ 117

Honda also strives to support initiatives that reflect local circumstances in its

Honda will aspire to become “a company that society wants to exist,” and will contributeto the realization of a sustainable society, by serving people worldwide with the joy of
expanding their life’s potential through its social contribution activities.

Initiatives for Social
Contribution Activities ・・・ 118

corporate activities. Honda will continue to pursue various social contribution
activities while communicating with customers and residents in the communities.

Activity Policy
Honda will earn social acceptance by creating empathy and trust through active
community engagement and by being a good corporate citizen.
■ Honda will use its resources and workforce to contribute to society from a global pointof view, while maintaining the importance of each region.
■ Honda will promote and facilitate maximum associate participation in, and passion
for, social contribution activities.
■

Basic Approach to Social Contribution Activities
In 1998, Honda devised the Philosophical Basis and Principles of the Honda
Philanthropy for its social contribution activities. Thereafter, in 2006, the Company
formulated its Global Policy for Social Contribution Activities to make a unified
eﬀort with the aim of creating future societies in which everyone can pursue their
dreams.
Since revising the Policy in 2018 in response to a changing environment, Honda
has been engaging in activities to realize its 2030 Vision to “serve people worldwide
with the joy of expanding their life’s potential.”

Field of Activities
Supporting Our Youth for the Future
Protecting the Global Environment■ Promoting Traﬃc Safety■ Addressing Local Community Needs■■

Based on its fundamental principles of “Respect for the Individual” and “TheThree Joys,” Honda will accelerate the proactive eﬀorts of each associate on a global
scale to enrich the lives of people around the world and share the joy of their lives.

Protecting
the Global
Environment

Addressing
Local
Community
Needs

PromotingTrafﬁcSafetySupporting
Our Youth for
the Future育413-1, 413-2

Honda ESG Data Book 2024 116

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

Global Management

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115
Basic Approach ・・・・・・・・・・ 116

Honda’s Global System for Social Contribution Activities
Honda’s social contribution activities are centered on four core policies: supporting

Operations Oﬃce in the Corporate Aﬀairs Division, Human Resources Supervisory

our youth for the future; protecting the global environment; promoting traﬃcUnit, gathers activity data from across the seven regions, shares activity policies, andsafety; and addressing local community needs. Based on these policies, the entire

works together with the Public Relations Division, Corporate Communication

Honda Group engages in activities that recognize the value of its bonds with local

Supervisory Unit for the coordinated communication of information.

communities.

Going forward, the Honda Group intends to fulfill its responsibilities as a good

Honda pursues a variety of activities in seven regions of the world, taking

corporate citizen; to this end, the Group will continue its eﬀorts to create future

maximum advantage of its resources in line with its Global Policy for Social

societies in which everyone can pursue their dreams and promote a wide range ofContribution Activities.

activities hand-in-hand with local residents under globally coordinated initiatives.

Global Management ・・・・・ 117

To strengthen Honda’s global networks, the Social Contribution Activities andInitiatives for Social
Contribution Activities ・・・ 118

Honda’s Global System for Social Contribution Activities

Relevant Divisions for Social Contribution Activities

Japan

North
AmericaSouth
America

EuropeAsia and
Oceania

China

Africa and the
Middle East

Social Contribution Activities and Operations Oﬃce in the Corporate Aﬀairs Division,
Human Capital Unit
Coordinated Communication

Corporate Communications Division, Corporate Communications Unit

413-1, 413-2

Honda ESG Data Book 2024 117

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Initiatives for Social Contribution Activities

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain

・・・・・・・・・・・・・・

98Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115
Basic Approach ・・・・・・・・・・ 116
Global Management ・・・・・ 117
Initiatives for Social
Contribution Activities ・・・ 118

Summary of the Activities in FY2024

Japan [Protecting the Global Environment]

In FY2024, Honda’s social contribution activities are tailored to local circumstancesin accordance with its Global Policy for Social Contribution Activities, with the aim

Activities to conserve Satoyama landscapes in the
Kamikawa no Sato of Hachioji City, Tokyo

of creating future societies in which everyone can pursue their dreams.

In addition to its ongoing forest conservation activities since 1999, Honda has

Toward the realization of Honda’s vision of “a circular society with zeroconcluded an activity agreement with Hachioji City, Tokyo since 2020 to conduct

environmental impact” and “a collision-free mobility society,” Honda has been

Satoyama landscape conservation activities in the Kamikawa no Sato Special Green

working globally to nurture mindsets that respect the environment as well asSpace Conservation District.

prevent accidents through safety awareness activities focused on people.
This report provides representative examples of Honda’s activities undertaken
in each region, including those mentioned above.

To preserve for the future this place with rich nature and rare plants andanimals that can coexist with local communities, Honda is promoting eﬀorts tocontribute to the preservation of biodiversity. The eﬀorts include rice cultivation,
field cultivation, forest clearing, and tree planting by associates and their families,
as well as environmental classes for children, who will be responsible for the next
generation. In FY2024, a total of approximately 300 people participated in nine
events during the year. The Company’s independent biodiversity survey conductedin this area identified three species of butterflies and six species of dragonflies listed
in the Red Data Book of the Tokyo Metropolitan Government. The harvested riceand vegetables are donated to food banks in Hachioji City as part of eﬀorts to help
solve social problems.

Associates and their families harvesting winter vegetables

413-1, 413-2

Honda ESG Data Book 2024 118

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Initiatives for Social Contribution Activities

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36

North America [Addressing Local Community
Needs: Disaster Relief]South America [Supporting Our Youth for the
Future]Human Resources ・・・・・・・・・ 72

Honda Group in North America Assisted Wildfire Victims

Sponsorship of the Bachiana Music Project in Brazil

Supply Chain

In FY2024, there were 6,500 wildfires in Canada, burning more than 45 million

Honda Serviços Financeiros (HSF) sponsors the Bachiana Musicalization Project. The

acres, nearly nine times the average area burned each year.

project held activities twice a week during FY2024 to promote cultural and social

Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65

・・・・・・・・・・・・・・

98Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

In the summer of the same year, a wildfire on the Island of Maui, Hawaii in the
U.S. claimed the lives of nearly 100 people and damaged more than 2,000 homes

Basic Approach ・・・・・・・・・・ 116
Global Management ・・・・・ 117
Initiatives for Social
Contribution Activities ・・・ 118

and other structures.
The Honda Group in the U.S. and the Honda Canada Foundation are longtime

inclusion, music education, and environmental awareness through music for 90
socially disadvantaged children in the city of São Paulo.
In October, the symphony orchestra, conducted by João Carlos Martins,promoted a concert that was attended by 1,255 people and watched by over 5,400

partners of the Red Cross and donors to the Disaster Response Alliance of theadditional people on social media. The HSF is actively engaged in this type of social

Canadian Red Cross. These donations allow for pre-arrangement of supplies andcontribution activities through music.

ensures a rapid response system and response teams in the event of a disaster.
Through this initiative, the Honda Canada Foundation assisted wildfire victims
across Canada.
The Honda Group in the U.S. donated USD 500,000 to the American Red Cross
for humanitarian assistance in the areas aﬀected by the wildfire in Maui.
In addition, together with its associates, the Group implemented a one-on-one
matching gift program to organizations that helped many people aﬀected by the
wildfires last year.

Red Cross volunteer supports evacuees from the Northwest Territories

413-1, 413-2

Children being taught how to play a musical instrument

Honda ESG Data Book 2024 119

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Initiatives for Social Contribution Activities

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65

Europe [Addressing Local Community Needs:
Disaster Relief]

Asia and Oceania [Promoting Traﬃc Safety]
Donation of Helmets to Children in Vietnam

Human Resources ・・・・・・・・・ 72

Employment of War Refugees from Ukraine and Disaster
Relief for Emilia Romagna, Italy

In Vietnam, traﬃc volume has increased with economic growth. In particular,

Supply Chain

Since the beginning of the war in Ukraine, the French city of Orléans has beencountless are on the road especially during peak hours in the morning and evening.

taking in refugees, and Honda France Manufacturing S.A.S. has been hiring skilled

Also with the number of automobiles owned started to increase in recent years,

refugees from Ukraine as temporary associates. As many of the arrivals spoke

traﬃc safety has become one of the major social issues. Honda Vietnam Company

neither English nor French, French-speaking Ukrainian associates took on the role of

Limited (HVN), in cooperation with the National Traﬃc Safety Committee, theBasic Approach ・・・・・・・・・・ 116

coordinating with the refugees. To date, a cumulative total of 20 refugees have

Ministry of Education and Training of Vietnam, donated 1.8 million qualified

Global Management ・・・・・ 117

been accepted.

helmets to first-grade students nationwide in FY2024, aiming to raise awareness of・・・・・・・・・・・・・・

98Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

Initiatives for Social
Contribution Activities ・・・ 118

During the 2023 major flooding in Emilia Romagna, Italy, Honda Motor Europe

wearing qualified helmet among children. In addition, a series of events were held

Logistics N.V. donated three water pumps and one small power carrier to the Civil

at Honda Executive Authority Dealers to improve the knowledge of traﬃc safety forProtection Department in Garzignano Terme, Veneto. This Department is one of thechildren and their parents.

leading organizations in Italy dedicated to emergencies and is charged with

413-1, 413-2

motorcycles are used by citizens for commuting to work, school, and business, thus

This activity has been ongoing since 2015, with a cumulative total ofassisting firefighters in the event of a major disaster in Italy. For this reason, Honda

approximately 8.4 million helmets donated to date. The program aims to form

products that can be used in the event of floods and earthquakes as well as fires

habits of wearing qualified helmets in Vietnamese motorcycle riders, with the goal

were chosen for the donation.

of achieving a ratio of 100% wearing qualified helmets.

Donation of relief goods to the Civil Protection Department

Children receiving donated helmets

Honda ESG Data Book 2024 120

Contents

1

Editorial Policy

4 Social

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Initiatives for Social Contribution Activities

Safety ・・・・・・・・・・・・・・・・・・・・・・ 36
Quality ・・・・・・・・・・・・・・・・・・・・・ 49
Human Rights ・・・・・・・・・・・・・ 65
Human Resources ・・・・・・・・・ 72
Supply Chain ・・・・・・・・・・・・・・ 98
Social Contribution
Activities ・・・・・・・・・・・・・・・・・・ 115

China [Protecting the Global Environment]

Africa and the Middle East [Promoting Traﬃc
Safety]Long-term Tree-planting Activities in Inner Mongolia
Autonomous Region and Mangrove Ecology Conservation
Project

Safety Awareness Campaign for Children in Nigeria

The Honda Group in China has continued its tree-planting activities in the Inner

campaign as part of its road safety initiative, with a total participation of 90

Mongolia Autonomous Region since 2008 and has planted 2 million trees over anchildren, ages 8 to 11, from three elementary schools in Ota City, Ogun State.

area of more than 15 million square meters at a total cost of approximately CNY 65
million.

In 2023, Honda Manufacturing (Nigeria) Ltd. conducted a safety awarenessThe children were given a classroom lecture on safety, in which the campaign
slogan “Safety First” was introduced. This was followed by a practical training on

Basic Approach ・・・・・・・・・・ 116

The project has been implemented over the past three phases of 15 years. The

Global Management ・・・・・ 117

fourth phase, which began in 2023, aims to increase forest area, reduce water andand the necessary precautions. Honda hopes that the children will develop safe

soil loss, and improve the local environment, and plans to plant approximately 3.33

driving habits and lead traﬃc safety in their communities in the future.

Initiatives for Social
Contribution Activities ・・・ 118

how to ride a bicycle safely, explaining the various dangers of the traﬃc community

million square meters of trees over five years. The project will also contribute tosustainable development in rural areas and North China.
In addition, GAC Honda Automobile Co., Ltd has initiated a mangrove ecology
conservation project in 2023 in cooperation with the SEE Foundation. During thefirst five years from 2023 to 2027, the project will protect more than 1,800 mu(about 1.2 million square meters) of mangroves, mainly in Wenchang City, Hainan
Province and Zhanjiang City, Guangdong Province.

Area of tree-planting activities in FY2024

Mangroves where the ecology conservation
project has been initiatedChildren receiving a practical training on how to ride a bicycle safely

413-1, 413-2

Honda ESG Data Book 2024 121

5Governance

Honda ESG Data Book 2024 122

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

4

Environment

5SocialGovernance6

Performance
Data

7

Data

Basic Approach

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Based on its basic principles, the Company strives to enhance the trust of

The Company is making eﬀorts to appropriately disclose corporate information

shareholders, investors, customers, and society, while encouraging prompt, decisive,

including the release and disclosure of quarterly financial results and management

and risk-conscious decision-making by the Company, thereby achieving sustainable

policies in a timely and accurate manner to bolster the trust and appreciation of

growth and enhancing corporate value over the medium- to long-term. Throughshareholders/investors and society. Going forward, the Company will continue tothese eﬀorts, the Company is working to enhance corporate governance as one of

strive to ensure the transparency of its management. Please see the Honda

its key management priorities to become “a company society wants to exist.”

Corporate Governance Basic Policies and the Corporate Governance Report for

To clearly segregate the supervisory and execution functions of management,

information on Honda’s corporate governance policy.

strengthen the supervisory function, and enable prompt and flexible decisions, theOverview of corporate governance ➡ p. 161

Company has created a Nominating Committee, Audit Committee, andCompensation Committee, each of which is composed of over 50% Outside
Directors. The Company has also adopted a “company with three committees”
structure, which allows the broad delegation of the business execution authority
from the Board of Directors to the Executive Oﬃcers.
Corporate governance structure (as of June 19, 2024)
Resolution for the election/dismissal of directors

Supervisory
function

Election/Dismissal

General Meeting of Shareholders
Election/Dismissal

AssistanceOﬃce of the Boardof Directors

Audit

Board of Directors: 12 Directors (incl. 6 Outside Directors)

ReportElection/Dismissal/Supervision of committee members

Audit

Determining
compensation

Nominating Committee: 5 Directors

Compensation Committee: 4 Directors(incl. 4 Outside Directors)(incl. 3 Outside Directors)

Election/Dismissal/Supervision/Delegation of authority of Executive Oﬃcers

Execution

Determining
compensation

Supervision

ProposalReportReport(incl. 3 Outside Directors)

Audit

Risk Management Officer

Compliance Committee
Compliance

Risk Management Committee
Risk Management

Supervision/
Delegationof authority

Collaboration

ReportProposal/ReportAudit Division

ReportRespective Operations and Supervisory Units (Regional/Business/Functional)/Subsidiaries

2-9, 2-15, 2-16, 2-17, 405-1

ReportReportReportCompliance & Privacy Officer

ReportResolution for theelection/dismissalof accounting
auditors

Supervision/
Evaluation

Audit Committee: 5 Directors

Executive Council (Representative Executive Oﬃcers and Executive Directors)
Business Ethics
Kaizen
Proposal Line

Accounting Auditors

Internal audit

Honda ESG Data Book 2024 123

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Corporate GovernanceCorporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Decision-making and Supervision of Business
Execution

Specific discussion topics at the Board of Directors in FY2024■

Medium- to long-term management plan and its progress■

Quarterly consolidated financial statements and business outlook

Honda has adopted a “company with three committees” system to delegate the■Quarterly operational execution statusdecision-making authority of the Board of Directors to execute important business■

Duty execution statuses of committees

matters to the Executive Oﬃcers in accordance with the provisions of the■Maintenance and operation of the internal control system■

Internal audit results, etc.

Company’s Articles of Incorporation and resolutions approved by the Board. Thissystem enables quick decision-making and prompt business execution while clearly
separating the functions of management supervision and business execution sothat the Board is focused on overseeing business execution.
The Board of Directors has established criteria for deliberation and has

To fulfill the above roles, the candidates for Director, regardless of gender,
nationality, or other personal attributes, shall be persons of superior character anddelegated some of its authority to the Executive Council, which, in turn, delegatesinsight who are experts in company management, laws, politics, accounting,some of its authority to the Business Operating Board.

education, or the Company’s business. The Nominating Committee shall consider

The Executive Council conducts preliminary deliberations on matters to beresolved by the Board of Directors and deliberates on important management

the balance of gender, nationality, knowledge, and related experience among thecandidates.

matters within the scope of authority delegated by the Board of Directors. The
Business Operating Board deliberates important management matters in each area

Nominating Committee, Audit Committee, and Compensation Committee

within the scope of authority delegated by the Executive Council.

To reinforce its supervisory function, the Company has established the Nominating
Committee, Audit Committee, and Compensation Committee, all of which are

Board of Directors

comprised of a majority of Outside Directors.

The Board of Directors is comprised of twelve Directors including six Outside
Directors.
To respond to the mandate of the shareholders to achieve sustainable growth

1. Nominating Committee
The Nominating Committee decides on the content of proposals to be submitted toand enhance the corporate value of the Company over the medium to long term,

the General Meeting of Shareholders concerning the election and dismissal ofthe duties of the Board of Directors include making decisions concerning key

Directors and performs other duties as stipulated by law or the Articles ofCompany matters such as its basic management policies and the monitoring ofIncorporation. The Nominating Committee consists of five Directors, including four

operations by Directors and Executive Oﬃcers. Additionally, the Board of Directors

Outside Directors. The chairperson of the committee is elected from among thediscusses and makes decisions concerning matters specified in the regulations ofIndependent Outside Directors.

the Board of Directors, as well as matters set forth in the Articles of Incorporation
and applicable laws. All other matters are delegated to the Representative
Executive Oﬃcers or the Executive Oﬃcers.

2-9, 2-15, 2-16, 2-17, 405-1

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5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Corporate GovernanceCorporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Nominating Committee Members (as of June 19, 2024)

Mr. Yoichiro Ogawa, a Director, has abundant experience and considerable

Fumiya Kokubu (Chairperson) (Outside Director)

knowledge as a certified public accountant, and Mr. Jiro Morisawa, also a Director,

Toshihiro Mibehas had suﬃcient operating experience in the finance and accounting departments

Kunihiko Sakai (Outside Director)
Kazuhiro Higashi (Outside Director)
Mika Agatsuma (Outside Director)of the Company and its subsidiaries. Both qualify as “persons with considerable
knowledge related to finance and accounting,” as specified under Article 121-9 of
the Regulation for Enforcement of the Companies Act of Japan. Additionally, theCompany’s Audit Committee has recognized Messrs. Yoichiro Ogawa and Jiro
Morisawa as “specialists in finance in the Audit Committee” as specified in theSpecific discussion topics at the Nominating Committee in FY2024

regulations of the U.S. Securities and Exchange Commission, based on Article 407 of■

Basic policy/annual activity plan

the U.S. Public Company Accounting Reform and Investor Protection Act of 2002■

Succession plan for Directors(Sarbanes-Oxley Act of 2002). All five members of the Audit Committee remain■

Prospective Director candidates, etc.

independent as specified by the regulations of the U.S. Securities and Exchange
Commission.

2. Audit Committee

Specific discussion topics at the Audit Committee in FY2024 are as follows.

To respond to the mandate of the shareholders, the Audit Committee conducts
audits of the execution of duties by the Directors and Executive Oﬃcers andSpecific discussion topics at the Audit Committee in FY2024

performs other duties as prescribed by laws and regulations and the Articles of■

Basic policy/annual activity plan■

Quarterly audit implementation status■

Quarterly review of consolidated financial statements by the Accounting Auditor■

Implementation status of internal audits, etc.

Incorporation to ensure the sound and sustainable growth of the Honda Group.
The Audit Committee is composed of two Inside Directors and three Outside
Directors. The Chairperson of the Audit Committee is selected from among
Independent Outside Directors. To ensure the eﬀectiveness of the audit, full-timemembers of the Audit Committee are elected by resolutions of the Board of
Directors.
Audit Committee Members (as of June 19, 2024)
Yoichiro Ogawa (Chairperson) (Outside Director)
Asako Suzuki (Full-time Audit Committee Member)
Jiro Morisawa (Full-time Audit Committee Member)
Kunihiko Sakai (Outside Director)
Ryoko Nagata (Outside Director)

2-9, 2-10, 2-13, 2-15, 2-17

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5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Corporate GovernanceCorporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Each member of the Audit Committee audits the execution of duties by Directors

Honda has formed the Board of Directors Oﬃce as a dedicated organization toand Executive Oﬃcers in accordance with the auditing criteria for the Audit

support the Board of Directors, Nominating Committee, Audit Committee, andCommittee, auditing policies, division of duties, etc., as determined by the Audit

Compensation Committee in their duties.

Committee, and through the following main activities.

Employees of the Board of Directors Oﬃce execute their duties under thesupervision of the Board of Directors and the three committees. For matters such as

Main activities of the Audit Committee
Initiative

Details

Dialogue with ExecutiveOﬃcersExchange opinions in meetings with Executive Oﬃcers
regarding the management and business environments (56meetings held during FY2024 of which Outside Directors(Audit Committee) participated 21 times)

Attendance at important
meetings

Monitor and verify the status of the execution of duties byDirectors and Executive Oﬃcers by attending the Executive
Council and expressing opinions as necessary (full-timemembers)

Implementation of on-site
audits

Implement on-site audits based on the annual audit plan.
(FY2024)
Honda headquarters/business sites 11 sites (7 sites with theparticipation of Outside Directors (Audit Committee))Group companies in Japan 14 companies (2 companies withthe participation of Outside Directors (Audit Committee))Group companies outside Japan 26 sites (8 sites with theparticipation of Outside Directors (Audit Committee))

performance evaluations, personnel changes, etc., the consent of the Audit
Committee is required to ensure independence from Executive Oﬃcers and theeﬀective implementation of instructions by the Audit Committee.
The standards for Audit Committee reports have been established to ensure
the Committee receives timely and accurate reports. Based on these standards,
reports are made periodically to the Audit Committee on the status of the business
operations of the Company and its subsidiaries, the status of the implementationand operation of internal control systems, and other matters. Also, reporting isrequired whenever an issue arises that has a major impact on the Company.

2-9, 2-10, 2-15, 2-17

Collaboration with the
Accounting Auditor andthe Audit Division

Exchange opinions in meetings regarding the accounting
audit plan and results (9 meetings held with the Accounting
Auditor in FY2024). Also, implement audits in collaboration
with the internal Audit Division

Strengthening theGroup’s governancestructure

Maintain and strengthen the Group’s governance structureby sharing information and exchanging opinions with theauditors of Group companies in Japan and by hosting
lectures by Outside Directors (Audit Committee)

The Audit Division, organized as an internal audit division directly under the
President and CEO, conducts internal audits of each division of the Company. It also
provides supervision and guidance to internal audit divisions in major subsidiaries,
and when necessary, audits subsidiaries directly.
The Audit Division regularly reports to the Audit Committee on audit policy,
audit plans, and audit results, and when necessary, make additional reports on
audit results at the request of the Audit Committee. Also, the Audit Committee andthe Audit Division implement audits independently or in collaboration.

Honda ESG Data Book 2024 126

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Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Corporate GovernanceCorporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137

3. Compensation Committee

Evaluation results

Further deepen thediscussion on theexpertise and diversityof future Directors

Tasks and initiatives forthe future

Exchanged views
among all directors on
the future compositionof the BOD

The current
composition of the
BOD is appropriate.

Further deepen thediscussion on the expertiseand diversity of future
Directors (Continued)

Provide informationand inspection
opportunities with agreater focus· Added information
sharing items foroutside directors· Improved
opportunities foroutside directors to
inspect business sites
and events· Information is adequately
provided.
· Outside directors havegood opportunities toinspect business sites andevents.
· It was meaningful forthem to have a deeper
understanding of thebusiness and to experience
the corporate culture.

Provide information andinspection opportunities
with a greater focus(Continued)

Enhance board
discussions througheﬀective setup of
information sharing/exchange
opportunities· Conducted information
sharing/discussions on
the direction of thenext management plan
· Held meetings to
exchange opinions onimportantmanagement issues· Discussion items are
narrowed down toimportant matters.
· Opportunities for
information sharing/exchange of opinions
are eﬀectively set up
and eﬃcient.

· Enhance discussion on
business environment
awareness· Further enhance
feedback from outside
directors on theiropinions

Further revitalize
discussions in the BOD(Continued)

Updated proposals
and explanations on
the day of the event as
appropriate, based onquestions raised at the
pre-briefing· Discussions are active.
· Directors provide
thought-provoking
comments andquestions.

Further revitalize
discussions in the BOD(Continued)

Committee

Compensation Committee is composed of one Inside Director and three Outside

Main initiatives for
FY2024

Deliberation atmeetings

as prescribed by laws and regulations and the Articles of incorporation. The

Tasks for FY2023

Evaluation for FY2024

Maintain and enhancecoordination between
committees andthe BOD (Continued)

Conducted a directorwide discussion basedon the committee’s
deliberations

The deliberation statusof each committee isbeing properly
reported to the BOD.

Maintain and enhancecoordination between
committees and the
BOD (Continued)

Compositioncompensation for each Director and Executive Oﬃcer and carries out other duties

Agenda items fordeliberation, etc.

Risk Management ・・・・・・・・ 140

Shared information

The Compensation Committee makes determinations regarding the details of

Directors. The Chairperson is selected from among Independent Outside Directors.
Compensation Committee Members (as of June 19, 2024)
Kazuhiro Higashi (Chairperson) (Outside Director)
Eiji Fujimura
Fumiya Kokubu (Outside Director)
Yoichiro Ogawa (Outside Director)

Specific items considered by the Compensation Committee in FY2024■

Basic policy/annual activity plan■

Executive performance evaluation■

Long-term incentive (LTI) and stock delivery regulations■

Clawback policy, etc.

Evaluation of the Eﬀectiveness of the Board of Directors
Each fiscal year, the Company evaluates the overall eﬀectiveness of the Board of
Directors to confirm the current status of the Board’s functions and with the aim offurther improving its eﬀectiveness and promoting understanding among

Summary of evaluation results

shareholders and stakeholders.

The results of the eﬀectiveness evaluation confirmed that the eﬀectiveness of theBoard of Directors has been adequately ensured through the following initiatives:

Evaluation process

Survey of all Directors(self-assessment)setting appropriate items for deliberation and frequency of meetings, providing
External lawyers conducthearings and collect theresults.

Under the Chairperson’s
supervision, the Board of Directors
discusses the evaluation results
submitted by the Secretariat andissues a resolution.

information to Outside Directors and enhancing opportunities for exchange of
opinions, including business site visits, as well as the appropriate operation of thethree committees.
Going forward, the Company will further enhance the eﬀectiveness of themonitoring-type Board of Directors by stimulating discussion both within andoutside the Board of Directors and by further strengthening cooperation between
the Board of Directors and the three committees.
Overview of Corporate Governance ➡ p. 161

2-9, 2-15, 2-17, 2-18, 2-19, 2-20

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Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Corporate GovernanceCorporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Outside Directors

2. Preliminary briefing and information-sharing

Honda appoints Outside Directors who have abundant experience and deep insightPreliminary briefing sessions are held for Outside Directors in advance of each

and who are capable of overseeing the business management of the Company

Board of Directors’ meeting for the following purposes: to ensure that they fully

from an objective, highly sophisticated, and broad viewpoint thanks to theirunderstand the details and background of each agenda item to be submitted to the

independent position outside the Company. The Company has at least two Outside

Board of Directors, its position in the medium- to long-term management plan, andDirectors, and at least one-third of the members of the Board of Directors areother relevant information, and to ensure that the Board of Directors holds

Independent Outside Directors who fulfill the Company’s Criteria for thesubstantial deliberations. Honda also provides opportunities for information

Independence of Outside Directors. All six Outside Directors currently in oﬃce

sharing and discussion among Directors on important matters such as the status ofsatisfy the Criteria for Independence of Outside Directors and their interests are notcompany-wide risk management and medium- to long-term strategies by businessin conflict with those of the Company or the shareholders. The six Outside Directors

segment, as appropriate.

are specified as Independent Directors as prescribed by a provision of the Tokyo
Stock Exchange (TSE). The names of these Directors have been submitted to the TSE.
Please see “Honda Corporate Governance Basic Policies” for Honda’s Criteria

3. Opinion exchange meetings on matters of management concern
Honda holds opinion exchange meetings for Directors regarding matters of concern

for Independence of Outside Directors. If any Outside Director also serves as an

to management. These meetings aim to share with Outside Directors an awarenessofficer at another listed company, such Director shall only serve at four companiesof the Honda Group’s long-term challenges and directions to be pursued and toother than the Company so that they can secure sufficient time to perform their

deepen their understanding of management initiatives. Such meetings are also

duties for the Company.

intended to utilize the knowledge of Outside Directors in discussing future
management policies.
4. Dialogue with Executive Oﬃcers/dialogue among Outside Directors

Support Systems for Outside Directors

To facilitate forthright communication among Directors, Honda provides

Honda’s Board of Directors Oﬃce plays a central role in providing the following

opportunities for dialogue between Outside Directors and Executive Oﬃcers or

support to Outside Directors to ensure they can maximize their functions as Outside

Inside Directors, as well as dialogue among Outside Directors as needed.

Directors.
5. Inspection visits to business sites
1. Orientation at the time of taking oﬃce

Honda arranges inspection visits to its plants and other business sites as necessary

Honda provides training in industry trends, as well as the Company’s history,

to promote Outside Directors’ understanding of the Company’s business.

business, finances, organizations, internal control system, and other matters to
newly appointed Outside Directors.

Visit to Honda Development & Mfg. of America, LLC (ELP)

2-9, 2-15, 2-17

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Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4SocialCorporate Governance5

Governance6

Performance
Data

7

Data

Tax Policy

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Business Execution (Organizational
Management)

The Honda Tax Policy prescribes the basic stance and thinking regarding taxes for
Honda Motor Co., Ltd. and its consolidated subsidiaries. The Policy aims tocontribute to society as well as maintain and increase corporate value by complying

To strengthen regional and on-site business execution and to make prompt andwith the tax laws and regulations, and their intent, for each country and region

appropriate management decisions, Honda assigns Executive Oﬃcers and otherwhere Honda conducts business activities, and by making proper tax payments.

business execution managers to each regional, business, and functional divisions

The tax systems of each country and region, as well as international tax

and key organizational units, who are delegated authority by the Representative

regulations, are subject to frequent change. In this environment, to ensure conduct

Executive Oﬃcers and are responsible for executing operations in their areas ofof its business in a stable and proper manner, Honda carries out accurate andresponsibility.

high-quality tax aﬀairs and responds to tax risks associated with its business inaccordance with the Tax Policy. For details, please refer to the Honda Tax Policy.

Training for Executive Oﬃcers

Honda Tax Policy ➡ p. 163

Honda provides training on the Companies Act, corporate governance, and othermanagement issues to newly appointed Executive Oﬃcers. After they assume thepositions, the Company also provides them with opportunities to continually
update their knowledge as necessary. Honda provides training on industry trends,
as well as the Company’s history, business, finances, organizations, internal control
system, and other matters to newly appointed Outside Directors. After they assume
the positions, the Company also provides them with additional opportunities,
including visits to subsidiaries, to deepen their understanding of the Honda Group’sbusiness.

2-9, 2-15, 2-17, 207-1, 207-2, 207-3

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Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Executive Remuneration

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Honda views executive remuneration, the cornerstone of corporate governance, as

Directors and Executive Oﬃcers are required to continue to hold thean important driving force for the realization of Our Fundamental Beliefs,

company’s shares acquired as LTI and through the Directors’ Shareholding

management policy, and vision. The Compensation Committee has established the

Association for one year after leaving office, in addition to their term of office.

following decision-making policy to encourage appropriate risk-taking to promote

Please refer to Article 13 of the “Honda Corporate Governance Basic Policies” forspeedy change toward the achievement of the Company’s vision amid a drasticallythe Company’s policy for determining executive compensation.

changing environment and to ensure that the content of the system accuratelyreflects management responsibility.
The Company’s executive remuneration system is designed to motivate
executives to contribute not only in the short-term but also in the medium- tolong-term to improve the Company’s business performance so that it cancontinuously increase its corporate value. The system consists of monthly

Total amount of remuneration by category ➡ p. 162
Annual total remuneration and bonuses of highest-paid individual (President andRepresentative Executive Oﬃcer, Chief Executive Oﬃcer) (Japan) ➡ p. 162
Rate of increase in annual total remuneration and bonuses of highest-paid individual(President and Representative Executive Oﬃcer, Chief Executive Oﬃcer) (Japan) ➡ p. 162

remuneration, which is a fixed amount paid monthly in compensation for the
execution of duties, STI (Short Term Incentive), which is linked to the performanceof the relevant fiscal year, and LTI (Long Term Incentive), which is linked to theperformance of the medium- to long-term.

Remuneration of Accounting Auditors

Monthly remuneration is a fixed monthly amount based on the remuneration
criteria resolved by the Compensation Committee.
STI is determined and paid by resolution of the Compensation Committee,
taking into consideration the performance of each fiscal year.
LTI grants its own shares and cash linked to medium-and long-term

The Company has had its financial statements audited in accordance with theCompanies Act of Japan, the Financial Instruments and Exchange Act of Japan, theSecurities Exchange Act of 1934 (United States) and the Exchange Act of 1933
(United States) by KPMG AZSA LLC.

performance in accordance with the criteria and procedures approved by theWithin KPMG AZSA LLC, a total of 115 staﬀ members conducted external

Compensation Committee to serve as a sound incentive for sustainable growth.

audits of the Company’s financial statements. These accounting firm staﬀ members

The compensation of Executive Oﬃcers and Directors who also serve as

are composed of 3 certified public accountants (Isao Kamizuka, Takeshi Kamada

Executive Oﬃcers is composed of monthly compensation, STI and LTI, theand Ryosuke Kikuchi), who are in overall charge of the Outside Audits, and 112

composition of which is determined in accordance with the compensation criteria

professional staﬀ members (including 27 certified public accountants and 85 otherapproved by the Compensation Committee. The composition ratio of variablestaﬀ members).

compensation is increased in proportion to the severity of management
responsibility for each position.

In deciding the amount of remuneration for services rendered by the
Accounting Auditor, various factors are taken into consideration in discussions with

Compensation for Outside Directors and other Directors who do not

the accounting firm, including the Company’s size/characteristics, the time schedule

concurrently serve as Executive Oﬃcers consists solely of monthly compensation.

for the audit and other matters. In addition, to preserve the independence of the

Directors and Executive Oﬃcers who are not subject to LTI also contribute a
certain amount of their remuneration to the Directors’ Shareholding Association to

Accounting Auditor, remuneration to be paid is required to obtain the priorapproval of the Audit Committee.

acquire their own shares to realize shareholder-oriented management and promote
the company’s sustainable growth and medium- to long-term enhancement ofcorporate value through the holding of their own shares.

2-9, 2-15, 2-17

Honda ESG Data Book 2024 130

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Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Directors (as of June 19, 2024)

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Director, President and Representative Executive Oﬃcer

Toshihiro Mibe
■ Member of the Nominating Committee■ Chief Executive Oﬃcer■ Chairman of the Board of Directors[Reasons for Board Appointment]
Mr. Toshihiro Mibe has broad experience primarily in the areas of R&D
and production and is familiar with the Company Group’s businessincluding overseas operations. In FY2024, he has properly fulfilled his
duties as Director, President and Representative Executive Oﬃcer, andChief Executive Oﬃcer of the Company by demonstrating strong
leadership and being responsible for the management of the entire
Company Group, as well as overseeing business execution.

Director, Executive Vice President and Representative Executive Oﬃcer

Shinji Aoyama■ Risk Management Oﬃcer[Reasons for Board Appointment]
Mr. Shinji Aoyama has broad experience primarily in the areas of sales
and marketing in the Motorcycle Operations, as well as abundantinternational experience, and is familiar with the Company Group’sbusiness including overseas operations. In FY2024, he has properly
fulfilled his duties as Director, Executive Vice President andRepresentative Executive Oﬃcer and Chief Operating Oﬃcer bydemonstrating strong leadership and contributing to the business froma global perspective, as well as overseeing business execution.

Director, Executive Vice President and Representative Executive Oﬃcer

Noriya Kaihara■ Compliance and Privacy Oﬃcer[Reasons for Board Appointment]
Mr. Noriya Kaihara has broad experience primarily in the areas of service,quality and purchasing, as well as abundant international experience,and is familiar with the Company Group’s business including overseas
operations. In FY2024, he has properly fulfilled his duties as Director,
Senior Managing Executive Oﬃcer, and an oﬃcer responsible for North
America by demonstrating strong leadership to increase the joy ofcustomers and contributing to the business from a global perspective, as
well as overseeing business execution.
2-9, 2-10, 2-11, 2-15, 2-17

Apr. 1987 Joined Honda Motor Co., Ltd.
Apr. 2014 Operating Oﬃcer
Apr. 2014 Head of Powertrain Production Supervisory
Unit of Automobile Production for
Automobile Operations
Apr. 2014 Head of Powertrain Production Supervisory
Unit of Automobile Production for
Automobile Operations
Apr. 2015 Executive in Charge of Powertrain Businessand Drivetrain Business for Automobile
Operations
Apr. 2015 Head of Drivetrain Business Unit in
Automobile Production for Automobile
Operations
Apr. 2016 Senior Managing Oﬃcer and Director of
Honda R&D Co., Ltd.
Apr. 2018 Managing Oﬃcer of the Company
Apr. 2018 Executive Vice President and Director of
Honda R&D Co., Ltd.
Apr. 2019 President and Representative Director of
Honda R&D Co., Ltd.

Apr. 2019 In Charge of Intellectual Property andStandardization of the Company
Apr. 2020 Senior Managing Oﬃcer
Apr. 2020 In Charge of Mono-zukuri (Research &Development, Production, Purchasing, Quality,
Parts, Service, Intellectual Property,
Standardization and IT)
Apr. 2020 Risk Management Oﬃcer
Jun. 2020 Senior Managing Director
Jun. 2020 Director in Charge of Mono-zukuri (Research &Development, Production, Purchasing, Quality,
Parts, Service, Intellectual Property,
Standardization and IT)
Apr. 2021 President and Representative Director
Apr. 2021 Chief Executive Oﬃcer (present)
Jun. 2021 Director, President and Representative
Executive Oﬃcer (present)
Jun. 2021 Member of the Nominating Committee(present)
Apr. 2024 Chairman of the Board of Directors (present)

Apr. 1986 Joined Honda Motor Co., Ltd.
Apr. 2012 Operating Oﬃcer
Apr. 2013 Chief Oﬃcer for Motorcycle Operations
Jun. 2013 Operating Oﬃcer and Director
Apr. 2017 Chief Oﬃcer for Regional Operations (Asia &Oceania)
Apr. 2017 President, Chief Executive Oﬃcer and Directorof Asian Honda Motor Co., Ltd.
Jun. 2017 Operating Oﬃcer of the Company (resigned
from position as Director)
Apr. 2018 Managing Oﬃcer
Apr. 2018 Vice Chief Oﬃcer for Regional Operations(North America)
Apr. 2018 Senior Executive Vice President, Chief
Operating Oﬃcer and Director of Honda
North America, Inc.
Apr. 2018 Senior Executive Vice President, Chief
Operating Oﬃcer and Director of American
Honda Motor Co., Inc.
Nov. 2018 President, Chief Operating Oﬃcer and Directorof Honda North America, Inc.
Nov. 2018 President, Chief Operating Oﬃcer and Directorof American Honda Motor Co., Inc.
Apr. 2019 Chief Oﬃcer for Regional Operations (North
America) of the Company

Apr. 2019 President, Chief Executive Oﬃcer and Directorof Honda North America, Inc.
Apr. 2019 President, Chief Executive Oﬃcer and Directorof American Honda Motor Co., Inc.
Jul. 2021 Managing Oﬃcer in Charge of Electrificationof the Company
Oct. 2021 Managing Executive Oﬃcer
Apr. 2022 Senior Managing Executive Oﬃcer
Apr. 2022 Chief Oﬃcer for Business Development
Operations
Apr. 2022 Corporate Brand Oﬃcer
Jun. 2022 Chief Oﬃcer for Automobile Operations
Jun. 2022 Director and Senior Managing Executive
Oﬃcer
Apr. 2023 Director, Executive Vice President andRepresentative Executive Oﬃcer (present)
Apr. 2023 Chief Operating Oﬃcer
Apr. 2023 Member of the Compensation Committee
Apr. 2023 Risk Management Oﬃcer (present)
Apr. 2023 In Charge of Government and Industry
RelationsApr. 1984 Joined Honda Motor Co., Ltd.
Apr. 2012 General Manager of Automobile Quality
Assurance Division
Apr. 2013 Operating Oﬃcer
Apr. 2013 Chief Quality Oﬃcer
Jun. 2013 Operating Oﬃcer and Director
Apr. 2014 Chief Oﬃcer for Customer Service Operations
Apr. 2014 Head of Service Supervisory Unit for
Automobile Operations
Apr. 2016 Chief Oﬃcer for Customer First Operations
Jun. 2017 Operating Oﬃcer (resigned from position as
Director)
Apr. 2018 Managing Oﬃcer
Apr. 2018 Chief Oﬃcer for Purchasing Operations
Apr. 2020 Head of Business Supervisory Unit for
Automobile Operations

Apr. 2021 Chief Oﬃcer for Customer First Operations
Apr. 2021 Risk Management Oﬃcer
Jun. 2021 Managing Executive Oﬃcer
Oct. 2021 Managing Oﬃcer
Oct. 2021 Chief Oﬃcer for Regional Operations (North
America)
Oct. 2021 President, Chief Executive Oﬃcer and Directorof American Honda Motor Co., Inc.
Apr. 2023 Senior Managing Executive Oﬃcer of theCompany
Jun. 2023 Director, Senior Managing Executive Oﬃcer
Apr. 2024 Director, Executive Vice President andRepresentative Executive Oﬃcer (present)
Apr. 2024 Compliance and Privacy Oﬃcer (present)

Honda ESG Data Book 2024 131

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Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Directors (as of June 19, 2024)

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Director, Managing Executive Oﬃcer

Eiji Fujimura■ Member of the Compensation Committee■ Chief Financial Oﬃcer■ Chief Oﬃcer for Corporate Management Operations[Reasons for Board Appointment]
Mr. Eiji Fujimura has broad experience primarily in the areas of accounting and finance, as well as
abundant international experience, and is familiar with the Company Group’s business including
overseas operations. In FY2024, he has properly fulfilled his duties as Chief Financial Oﬃcer and ChiefOﬃcer for Corporate Management Operations by demonstrating high degree of expertise and strong
leadership, and being responsible for business execution of the entire Company Group.
Director

Asako Suzuki■ Member of the Audit Committee (Full-time)[Reasons for Board Appointment]
Ms. Asako Suzuki has broad experience primarily in the areas of sales and marketing, accounting andfinance, human resource and corporate governance, as well as abundant international experience, andis familiar with the Company Group’s business including overseas operations. In FY2024, she has
properly fulfilled her duties as Director and a Member of the Audit Committee by auditing andoverseeing the execution of duties by Directors and Executive Oﬃcers.

Director

Jiro Morisawa■ Member of the Audit Committee (Full-time)[Reasons for Board Appointment]
Mr. Jiro Morisawa has broad experience primarily in the areas of accounting and finance, as well as
abundant international experience, and is familiar with the Company Group’s business including
overseas operations. In FY2024, he demonstrated high degree of expertise and strong leadership as
President and Director of American Honda Finance Corporation and has achieved satisfactory results
through contributing to the business from a global perspective.

Director

Kunihiko Sakai■ Member of the Nominating Committee■ Member of the Audit Committee[Reasons for Board Appointment]
Mr. Kunihiko Sakai has high expertise and abundant experience as a legal aﬀairs specialist having
served as Public Prosecutor and a lawyer, including posts of Superintending Prosecutor at High Public
Prosecutors’ Oﬃces from July 2014 to March 2017. He has properly fulfilled his duties as Outside
Director who is an Audit and Supervisory Committee Member since June 2019, and as Outside Director
and a Member of the Nominating Committee and the Audit Committee since June 2021, by auditing
and overseeing the entire business management of the Company from an independent standpoint.
2-9, 2-10, 2-15, 2-17

Apr. 1993 Joined Honda Motor Co., Ltd.
Apr. 2017 General Manager of Finance Division for Business Management
Operations
Apr. 2019 General Manager of Regional Operation Planning Division for
Regional Operations (North America)
Apr. 2021 Operating Executive
Apr. 2021 Chief Oﬃcer for Business Management Operations and General
Manager of Accounting Division for Business Management Operations
Apr. 2022 Head of Accounting and Finance Supervisory Unit
Apr. 2023 Executive Oﬃcer
Apr. 2023 Chief Financial Oﬃcer (present)
Apr. 2023 Chief Oﬃcer for Corporate Management Operations (present)
Apr. 2024 Managing Executive Oﬃcer
Jun. 2024 Director, Managing Executive Oﬃcer (present)
Jun. 2024 Member of the Compensation Committee (present)

Apr. 1987 Joined Honda Motor Co., Ltd.
Apr. 2014 President of Dongfeng Honda Automobile Co., Ltd.
Apr. 2016 Operating Oﬃcer of the Company
Apr. 2018 Vice Chief Oﬃcer for Regional Operations (Japan)
Apr. 2019 Chief Oﬃcer for Human Resources and Corporate GovernanceOperations
Apr. 2020 Operating Executive
Jun. 2021 Director (present)
Jun. 2021 Member of the Audit Committee (Full-time) (present)

Apr. 1989 Joined Honda Motor Co., Ltd.
Apr. 2016 General Manager of Regional Operation Planning Oﬃce for
Regional Operations (Japan)
Apr. 2017 General Manager of Accounting Division for Business Management
Operations
Apr. 2018 Vice Chief Oﬃcer for Business Management Operations andGeneral Manager of Accounting Division for Business Management
Operations
Apr. 2019 Operating Oﬃcer
Apr. 2019 Chief Oﬃcer for Business Management Operations
Apr. 2020 Operating Executive
Apr. 2020 Chief Oﬃcer for Business Management Operations
Apr. 2021 President and Director of American Honda Finance Corporation
Jun. 2024 Director (present)
Jun. 2024 Member of the Audit Committee (Full-time) (present)

Apr. 1979 Public Prosecutor of Tokyo District Public Prosecutors’ Oﬃce
Jun. 2012 President of Research and Training Institute of Ministry of Justice
Jul. 2014 Superintending Prosecutor of Takamatsu High Public
Prosecutors’ Oﬃce
Sep. 2016 Superintending Prosecutor of Hiroshima High Public
Prosecutors’ Oﬃce (resigned in March 2017)
Apr. 2017 Registered with the Dai-Ichi Tokyo Bar Association
Apr. 2017 Advisor Attorney to TMI Associates (present)
Jun. 2018 Outside Audit & Supervisory Board Member of Furukawa
Electric Co., Ltd. (present)
Jun. 2019 Outside Director (Audit and Supervisory Committee Member)of the Company
Jun. 2021 Outside Director (present)
Jun. 2021 Member of the Nominating Committee (present)
Jun. 2021 Member of the Audit Committee (present)

Honda ESG Data Book 2024 132

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Directors (as of June 19, 2024)

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Director

Fumiya Kokubu■ Member of the Nominating Committee (Chairperson)■ Member of the Compensation Committee[Reasons for Board Appointment]
Mr. Fumiya Kokubu held positions of President and CEO, and Chairman of the Board of Marubeni
Corporation from April 2013, and has abundant experience and deep insight regarding corporate
management. He has properly fulfilled his duties as Outside Director since June 2020, and additionallyas the Chairperson of the Nominating Committee and a Member of the Compensation Committee sinceJune 2021 by overseeing the entire business management of the Company from an independent
standpoint.
Director

Yoichiro Ogawa■ Member of the Audit Committee (Chairperson)■ Member of the Compensation Committee[Reasons for Board Appointment]
Mr. Yoichiro Ogawa has high expertise and abundant experience as anaccounting specialist having served as a Certified Public Accountant for
many years, including posts of CEO of Deloitte Tohmatsu Group from
July 2015 to May 2018. He has properly fulfilled his duties as Outside
Director, the Chairperson of the Audit Committee and a Member of theCompensation Committee since June 2021 by auditing and overseeing
the entire business management of the Company from an independent
standpoint.
Director

Kazuhiro Higashi■ Member of the Nominating Committee■ Member of the Compensation Committee (Chairperson)[Reasons for Board Appointment]
Mr. Kazuhiro Higashi held positions of President and Chairman of Resona
Holdings, Inc. from April 2013 to June 2022, and has abundant
experience and deep insight regarding corporate management. He has
properly fulfilled his duties as Outside Director, the Chairperson of theCompensation Committee and a Member of the Nominating Committee
since June 2021 by overseeing the entire business management of theCompany from an independent standpoint. He has been nominated as a
candidate for Outside Director again, given that he is an exceptional
person with both superior character and insight, in order for him tocontinue to assume a role in overseeing the entire business managementof the Company with a broad perspective from an objective and highlysophisticated viewpoint.

2-9, 2-10, 2-15, 2-17

Apr. 1975 Joined Marubeni Corporation
Apr. 2013 President and CEO, Member of the Board of Marubeni Corporation
Apr. 2019 Chairman of the Board of Marubeni Corporation (present)
Jun. 2019 Outside Director of Taisei Corporation (present)
Jun. 2020 Outside Director of the Company (present)
Jun. 2021 Member of the Nominating Committee (Chairperson) (present)
Jun. 2021 Member of the Compensation Committee (present)
May 2022 Chairperson of Japan Machinery Center for Trade and Investment(present)
May 2022 Chairman of Japan Foreign Trade Council, Inc. (present)

Oct. 1980 Joined Tohmatsu & Aoki Audit Corporation(currently Deloitte Touche Tohmatsu LLC)
Mar.1984 Registered as Japanese Certified Public
Accountant
Oct. 2013 Deputy CEO of Deloitte Touche Tohmatsu LLC
Oct. 2013 Deputy CEO of Tohmatsu Group (currently
Deloitte Tohmatsu Group)
Jun. 2015 Global Managing Director for Asia Pacific of
Deloitte Touche Tohmatsu Limited (United
Kingdom) (resigned in May 2018)
Jul. 2015 CEO of Deloitte Tohmatsu Group
Jun. 2018 Senior Advisor of Deloitte Tohmatsu Group(resigned in October 2018)
Nov. 2018 Founder of Yoichiro Ogawa CPA Oﬃce(present)
Jun. 2020 Independent Audit and Supervisory Board
Member of Recruit Holdings Co., Ltd. (present)

Jun. 2021 Outside Director of the Company (present)
Jun. 2021 Member of the Audit Committee(Chairperson) (present)
Jun. 2021 Member of the Compensation Committee(present)

Apr. 1982 Joined Resona Group
Apr. 2013 Director of Resona Holdings, Inc.
Apr. 2013 President and Representative, ExecutiveOﬃcer of Resona Holdings, Inc.
Apr. 2013 Representative Director, President andExecutive Oﬃcer of Resona Bank, Limited
Apr. 2013 Executive Oﬃcer of Resona Bank, Limited
Jun. 2013 Chairman of Osaka Bankers Association(resigned in June 2014)
Apr. 2017 Chairman of the Board, President andRepresentative Director of Resona Bank,
LimitedJun. 2017 Chairman of Osaka Bankers Association(resigned in June 2018)
Apr. 2018 Chairman of the Board, President,
Representative Director and Executive Oﬃcer
of Resona Bank, Limited
Apr. 2020 Chairman and Director of Resona Holdings,
Inc. (resigned in June 2022)
Apr. 2020 Chairman and Director of Resona Bank,
Limited (resigned in June 2022)
Jun. 2020 Outside Director of Sompo Holdings, Inc.
(present)

Jun. 2021 Outside Director of the Company (present)
Jun. 2021 Member of the Nominating Committee(present)
Jun. 2021 Member of the Compensation Committee(Chairperson) (present)
Jun. 2022 Senior Advisor of Resona Holdings, Inc.
(present)
Jun. 2022 Senior Advisor of Resona Bank, Limited(present)

Honda ESG Data Book 2024 133

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Directors (as of June 19, 2024)

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Director

Ryoko Nagata■ Member of the Audit Committee[Reasons for Board Appointment]
Ms. Ryoko Nagata held positions of Executive Oﬃcer and Audit & Supervisory Board Member of Japan
Tobacco Inc. from June 2008 to March 2023, and has abundant experience and deep insight regarding
corporate management and audit. She has properly fulfilled her duties as Outside Director and a
Member of the Audit Committee since June 2021 by auditing and overseeing the entire business
management of the Company from an independent standpoint.

Director

Mika Agatsuma[Reasons for Board Appointment]
Ms. Mika Agatsuma held a position of Managing Partner of IBM Japan, Ltd. from October 2022 until
March 2024 and has abundant experience and deep insight regarding the area of IT.

2-9, 2-10, 2-15, 2-17

Apr. 1987 Joined Japan Tobacco Inc.
Jun. 2008 Executive Oﬃcer of Japan Tobacco Inc.
Mar.2018 Standing Audit & Supervisory Board Member of Japan Tobacco Inc.
(resigned in March 2023)
Jun. 2021 Outside Director of the Company (present)
Jun. 2021 Member of the Audit Committee (present)
Mar.2023 External Corporate Auditor of Medley, Inc. (present)
Jun. 2023 Outside Director of UACJ Corporation (present)

Apr. 1987 Joined IBM Japan, Ltd.
Aug. 2017 Vice President of IBM Japan, Ltd.
Aug. 2017 In charge of Cloud Application Innovation for Global Business
Services of IBM Japan, Ltd.
Oct. 2022 Managing Partner of IBM Japan, Ltd. (resigned in March 2024)
Oct. 2022 In charge of Hybrid Cloud Services for IBM Consulting of IBM
Japan, Ltd.
Jun. 2023 In charge of Hybrid Cloud Platform for IBM Consulting of IBM
Japan, Ltd.
Jun. 2024 Outside Director of the Company (present)
Jun. 2024 Member of the Nominating Committee (present)

Honda ESG Data Book 2024 134

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Skills Matrix

Corporate Governance ・・・ 123
Committee

Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

2-9, 2-10, 2-15, 2-17

Position* Chairperson
indicated in red

Toshihiro Mibe

Director, President and Representative
Executive Oﬃcer

Nominating

Shinji Aoyama

Director, Executive Vice President andRepresentative Executive Oﬃcer-

Noriya Kaihara

Director, Executive Vice President andRepresentative Executive Oﬃcer-

Eiji Fujimura

Director, Managing Executive Oﬃcer

Compensation

Asako Suzuki

Director (inside)

Audit

Jiro Morisawa

Director (inside)

Audit

Kunihiko Sakai

Director (outside)

Nominating/
Audit

Fumiya Kokubu

Director (outside)

Nominating/Compensation

Yoichiro Ogawa

Director (outside)

Audit/
Compensation

Kazuhiro Higashi

Director (outside)

Nominating/Compensation

Ryoko Nagata

Director (outside)

Audit

Mika Agatsuma

Director (outside)

Nominating

Name

Corporate
Industrial
management Internationality experienceNewbusinessstrategies

HR

Accounting Legal & risk
ESG && finance management sustainability

Honda ESG Data Book 2024 135

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Executive Oﬃcers (as of April 1, 2024)

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Senior Managing Executive Oﬃcer

Managing Executive Oﬃcer

Managing Executive Oﬃcer

Katsushi Inoue

Keiji Ohtsu

Masayuki Igarashi■ Chief Oﬃcer, Electrification Business■ President and Representative■ Chief Oﬃcer, Regional Operations

Development Operations

Director, Honda R&D Co., Ltd.

(China)■ President, Honda Motor (China)

Investment Co., Ltd.
■ President, Honda Motor (China)

Technology Co., Ltd.

Managing Executive Oﬃcer

Managing Executive Oﬃcer

Managing Executive Oﬃcer

Kensuke Oe

Manabu Ozawa

Hironao Ito■ President and Director, Honda■ Chief Oﬃcer, Corporate Strategy■ Chief Development Oﬃcer

Operations■ Chief Oﬃcer, Traﬃc Safety
Promotion Operations■ Director, Honda R&D Co., Ltd.

Executive Oﬃcer

Executive Oﬃcer

Executive Oﬃcer

Ayumu Matsuo

Minoru Kato

Yutaka Tamagawa■ Chief Oﬃcer, Supply Chain &■ Chief Oﬃcer, Motorcycle and Power■ Chief Oﬃcer, Quality Innovation

Development & Manufacturing ofAmerica, LLC

Purchasing Operations

Operations

Executive Oﬃcer

Executive Oﬃcer

Executive Oﬃcer

Kazuhiro Takizawa

Katsuto Hayashi

Takashi Onuma■ Chief Oﬃcer, Regional Operations■ Chief Oﬃcer, Automobile■ Chief Oﬃcer, Automobile(North America)■ President, Chief Executive Oﬃcer

and Director, American Honda
Motor Co., Inc.

2-9, 2-10, 2-15, 2-17

Products Operations

Operations

Production Operations■ Chief Oﬃcer, Regional Operations(Associated Regions)

Honda ESG Data Book 2024 136

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Honda Code of Conduct

Compliance Committee

To earn the trust of customers and society and achieve sustainable growth, we must

To improve compliance in the Honda Group, Honda has established a Compliancenot only comply with laws and regulations but also practice sincere and ethicalCommittee, headed by a Compliance Oﬃcer designated by the Board of Directors.

conduct.

This Committee is composed of the Compliance Oﬃcer as well as Executive Oﬃcers

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Recognizing this, Honda has formulated the Honda Code of Conduct, which

and other Executives who are appointed by the Executive Council. The Committee

summarizes the integrity of conduct to be practiced by all Honda associates around

determines important measures for the internal control system, including thethe world, and shares it throughout the Group, including subsidiaries in Japan andformulation and revision of compliance policies, checks the status of theoverseas.

development and operation of the internal control system, supervises the proper

The Company works to instill the Honda Code of Conduct in each and every

operation of the Business Ethics Kaizen Proposal Line, and decides measures toassociate through awareness-raising activities such as distribution of leaflets andprevent recurrences of serious compliance-related matters when they arise. When aposters, distributing educational videos, and introducing case studies and otherparticularly important compliance-related matter arises, it will be deliberated orinformation on the intranet, as well as conducting training sessions. The status ofreported at a meeting of the Executive Council or the Board of Directors, depending

these activities is regularly reported to the Compliance Committee afteron the nature of the matter.

confirmation by each division and subsidiary of the Company.

The Compliance Committee met four times (regular meetings) in FY2024 toreport on the status of development and operation of internal control systems aswell as the operation status of the Business Ethics Kaizen Proposal Line, among
other things. There were no major violations of laws or regulations in FY2024.

社長メッセージ

創業以来、Hondaは、基本理念である「人間尊重」と「三つの喜び」を基軸に世界の人々と喜びを尊重
分かち合い、「存在を期待される企業」となることを目指してきました。今では、二輪・四輪・ライフ
ことをクリエーションそれぞれの領域で、世界中の多くのお客様にさまざまな製品を通じた価値を提供する
くのおことができるようになっています。このように成長できたのも、わたしたちが常にお客様や社会にに成長
対し誠実に接してきた結果と考えています。Hondaは、
2016年に世界中のHondaで働く全ての人々
ondaが実践するべき誠実な行動をまとめたものとして「Honda行動規範」を制定しました。皆さんがして「Honda行動規範」を理解し、日々の業務や行動で実践されていると感じています。
動で実

Hondaの事業を取り巻く環境は大きな変革期を迎え、環境や安全へのさらなる取り組みが喫緊の課を迎題となっています。Hondaも社会からの期待に早いスピードで応えていかなければなりません。また、早いス
将来に向けては、Hondaの強みである「独創性」を最大限に生かして、空、海洋、宇宙、ロボットと」をいった領域へも挑戦し、新たな価値を提供し続けていきます。
けてい

これらの実現においても、まずお客様や社会に対し誠実で倫理的であることが重要です。たとえ、会に対どんなに優れた製品やサービスを提供できたとしても、わたしたちの行動が誠実で倫理的でなければ、してもお客様や社会からの信頼や共感を得ることはできず、Hondaのさらなる成長は見込めません。
きず、

Intranet

どのような環境の中であっても、常にお客様や社会に誠実であることがHondaを支える原点であり、や社会不変の考え方です。引き続き、一人ひとりの行動がHondaを代表しているとの自覚を強く持ち、「Honda
動がHo
行動規範」に従った誠実で倫理的な行動を実践していただくようお願いします。
てい

取締役 代表執行役社長

Honda
a

1

行動規範



Honda 行動規範

BLQGG

Honda Code of Conduct

2-27, 206-1, 406-1, 417-3

Honda ESG Data Book 2024 137

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4SocialBusiness Ethics Kaizen Proposal Line

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

Honda established the Business Ethics Kaizen Proposal Line as a structure for5

Governance6

Performance
Data

7

Data

Initiatives to Prevent Bribery andCorruption

improving corporate ethics issues. This hotline accepts proposals and provides
consultation from a fair and neutral standpoint, for any violations of laws/
regulations or internal rules in the workplace, and issues that are diﬃcult for

Honda prohibits bribery and corruption.
The Honda Code of Conduct requires that the Company complies with laws

associates to remedy or resolve in the workplace for some reason, such as diﬃculties

and regulations, and states that “as an independent corporate entity, Honda

in consulting with their superiors.

maintains appropriate relationships with political entities (political organizations

Furthermore, in addition to cases of a clear violation of laws/regulations or

and politicians) and administrative entities (governmental agencies andinternal rules, this hotline provides consultation and responds to inquiries about the

government oﬃcials)” and “will interact with political and administrative entities indetails of internal rules when questionable cases have occurred and engages in fact

an appropriate manner in compliance with laws, regulations and company policies

checking related to such cases. Proposals are accepted by email, letter, telephone or

and will not oﬀer politicians or government oﬃcials entertainment or gifts (bothfax from all subsidiaries and suppliers in Japan and overseas, as well as from Honda.

monetary and nonmonetary) that are prohibited by laws, regulations and company

This hotline ensures protection of the Kaizen proposers and accepts also

policies.” Moreover, the Code stipulates that the associates “will not receive from oranonymous proposals.

provide to business partners benefits in the form of goods (both monetary and non-Moreover, the Company established a point of contact within an external law
oﬃce to facilitate associates to submit proposals. As for overseas, local points ofcontact have been established in all Regional Operations, while some subsidiaries
set up their own points of contact.

monetary) or entertainment beyond what is generally considered appropriate bysociety.”
In addition to the above, the Company also established the Honda Policy on
the Prevention of Bribery and Corruption, which stipulates basic policy about

In FY2024, 356 proposals and consultations were handled by the Businessbribery and corruption, and the Honda Guideline for the Prevention of Bribery andEthics Kaizen Proposal Line (including points of contact outside the Company).

Corruption, which stipulates specific compliance items and prohibited items. These

Among these, 164 concerned Honda, 185 concerned subsidiaries and 7 concerned

are posted on the intranet for Honda associates along with related educational

other matters.

content.

Following investigations of the proposals and consultations submitted,

Honda strives to further reduce the risk of bribery and corruption by educating

disciplinary action was taken in three cases in Honda and seven cases in subsidiaries.

all associates on the bribery and corruption prevention through awareness-raising

There was one case involving the Company that resulted in punitive dismissal. None

activities in accordance with the Honda Code of Conduct, and by providing trainingof the cases involved violations of the Honda Policy on the Prevention of Bribery

to personnel stationed overseas and newly appointed managers based on theirand Corruption.

positions and roles. Regarding its subsidiaries, Honda has launched training

In order to raise internal awareness of the points of contact, Honda provides

programs, matched to conditions in each company, aimed at raising awareness.

notice on its intranet, distributes information cards to all associates, including fixed
term employees and temporary workers, and displays information posters in each
workplace. These tools clearly state that the Kaizen proposers are protected. In
addition, Honda observes how well the point of contact is recognized through anannual associate vitality survey for all associates. For departments found in thesesurveys to have low recognition of the point of contact, the Company makes
additional eﬀorts to increase their awareness.

2-25, 2-26, 2-27, 205-1, 205-2, 205-3, 406-1, 417-3

Honda ESG Data Book 2024 138

Contents

1

Editorial Policy

5 GovernanceCorporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137

2

Hondaʼs
Sustainability

3

Environment

4SocialInitiatives for Prevention of
Anti-Competitive Behavior

5

Governance6

Performance
Data

7

Data

To conduct the surveys, Japan Automobile Manufacturers Association, Inc. hascreated a manual for suppliers to help them complete the survey forms, as well as
tools to tabulate the survey results.
Also, in collaboration with entities such as the Japan Auto Parts Industries
Association and the Japan Electronics and Information Technology Industries

Risk Management ・・・・・・・・ 140

As a company engaged in business globally, Honda takes great care in its daily

Association, Honda is examining eﬃcient survey methods and is working tobusiness activities to comply with competition laws in the countries where it

understand and analyze survey results while regularly implementing various

operates.

working activities.

The Honda Code of Conduct states that “Honda will engage in free and open

In North America, Honda is working with the Responsible Minerals Initiativecompetition with competitors to maintain its stance as a company trusted by(RMI), an international initiative promoting responsible mineral procurement, tocustomers and society” and that each associate “will comply with competition laws

encourage smelters and refiners to participate in the Responsible Minerals(antitrust laws)” to ensure compliance with competition laws.

Assurance Process (RMAP).

As a part of its measures to strengthen compliance, Honda implements

Honda shares the Honda Supplier Sustainability Guidelines with its suppliers,

individual training for related departments on anti-competitive behavior. It also

which summarize what is expected of them regarding Sustainability activities,

incorporates programs on the topic of anti-competitive behavior in training forincluding how to deal with conflict minerals, and encourages procurement in line

personnel stationed overseas and for newly appointed managers. Additionally,

with the guidelines. Honda is encouraging its tier 1 suppliers to implement the

Honda publishes awareness-raising content concerning anti-competitive behavior

same initiatives toward their sub-tier suppliers.

on its intranet for its associates.

Since 2013, Honda has surveyed its suppliers worldwide concerning the use of
conflict minerals. In FY2024, Honda received responses from over 7,000 suppliers. In
addition to reporting the survey results to the SEC, the Company also makes themRules on Conflict Mineralspublicly available on its website.
If the survey reveals any minerals of concern, regardless of the source country,
Honda works together with its suppliers to take appropriate measures. The

The rules for disclosure on conflict minerals adopted by the U.S. Securities andCompany is also working to improve the accuracy of its survey and requests further

Exchange Commission (SEC) and mandated by the Dodd-Frank Wall Street Reform

investigation when survey responses are insuﬃcient.

and the Consumer Protection Act (Dodd-Frank Act) require corporations to confirm
that the purchase and use of conflict minerals from the Democratic Republic of theCongo and adjoining countries are not contributing to the funding of armed
groups or the abuse of human rights in the region.
Honda aims to be ‘conflict-free’ by not using conflict minerals associated with
illicit activities such as funding armed groups and human rights violations in conflictzones.
Accordingly, Honda conducts surveys based on the standards prescribed in theOECD Due Diligence Guidance for Responsible Supply Chains of Minerals from
Conflict-Aﬀected and High-Risk Areas. To achieve this goal and help resolve theglobal problem of conflict minerals, the Company is actively engaged with domestic
and international industry organizations and its suppliers.

406-1, 408-1, 409-1, 417-3

Honda ESG Data Book 2024 139

Contents

1

Editorial Policy

5 GovernanceCorporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137

2

Hondaʼs
Sustainability

3

Environment

4SocialEstablishing an Eﬀective Risk
Management Structure

5

Governance6

Performance
Data

7

Data

Risk Management Committee
The business environment has undergone drastic changes in recent years in all
business categories. Accordingly, the complexity and uncertainty of risks are rising,

Risk Management ・・・・・・・・ 140

Honda formulated the Honda Global Risk Management Policy with Group

which requires eﬀective risk management activities. Honda set up the Risk

subsidiaries included in its scope of application.

Management Committee chaired by a company-wide Risk Management Oﬃcer

The Policy aims to drive the Company’s sustainable growth and stabilize
management based on the Honda Philosophy, targeting all risks with the potential
to impact operations on a global scale.
In implementing risk management activities, a company-wide Risk

(RMO), to identify, discuss, and monitor important risks from a holistic perspective.
In FY2024, the Risk Management Committee held a total of 12 meetings.
The Risk Management Committee not only identifies internal risks but also
gathers and monitors information on external risk trends associated with changes

Management Oﬃcer, who is elected by the Board of Directors, plays a central role inin the external environment. The Committee uses internal and external information

creating a relevant framework and taking follow-up measures to ensure that theto ascertain specific risk scenarios and conduct impact analyses in relation toactivities take root. Honda has established the Risk Management Committee to

Honda’s business strategies. Based on this objective risk analysis, management

deliberate important matters related to risk management.

members engage in discussions to determine the response policies and structures

Each of the Operations and Supervisory Units has appointed its Risk
Management Oﬃcer of the Operation/Supervisory Unit and set up a Risk
Management Secretariat under the supervision of the Oﬃcer in accordance withfor the company-wide risks that Honda should address that are consistent with its
management strategies.
Of these, risks that are particularly important in terms of business strategy are

the basic rules of the Policy. Thus, by establishing an independent risk management

designated as company-wide priority risks, and the status of response to these riskssystem, they are promoting risk management activities under their own

is regularly checked and discussed.

responsibility.
As a key initiative, they conduct risk assessment activities to identify, evaluate,
and address risks in the business operations of the Operations and Supervisory Units

The discussions and monitoring activities of the Risk Management Committee
are reported to the Executive Council in a timely and appropriate manner.
Risk Management Committee

by using company-wide common methods.

Executive Council

Honda has also established a system to ensure a high level of risk management
systems in each Operation and Supervisory Unit by providing training for the Risk

Risk Management Committee

Management Secretariat and disclosing policies and manuals on the Company’s
intranet, which is accessible to all associates.

(6) Determination of response
policies and structures

Additionally, when a crisis occurs, the Company establishes a Global Emergency(7) Instructions
for policies

Headquarters proportionate to the anticipated magnitude of the crisis’s impact tomanage the crisis response.
(5)
(3)
Risk
Specifying
scenario
response
measures refinement

Such risk management eﬀorts by the Company as a whole, as well as by the
Operations and Supervisory Units, are reported at the Audit Committee meetings.
Also, in FY2024, an internal audit was conducted by an independent internal audit
department under the direct control of the President.

External risk
information(1)
Information
gathering/monitoring(4)
Impactanalysis(2) Specifying risk scenarios/
Setting priority scenarios(9)
Proposal/reporting(1)
Information
gathering/monitoring

Operations andSupervisory
Units

(8)
Implementing
response
measuresInternal risk
information

Honda ESG Data Book 2024 140

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance

Performance
Data

6

7

Data

Risk Management Committee

Risk Assessment Activities

For various risks identified through analysis of external risk trends and risk

Honda globally carries out risk assessment activities.

Corporate Governance ・・・ 123
assessment activities, Honda evaluates their risk levels in terms of the amount of
their impact on Honda’s business operations, their frequency of occurrence, etc.

The purpose of these activities is to foresee the potential risks to Honda’s
business and respond pre-emptively to minimize these risks.

Risks judged to be high-level risks are discussed by the Risk Management

Each department performs an annual risk evaluation using the Group’s

Committee, and risks judged to have a particularly large impact on Honda’s

common risk items and evaluation criteria to identify the divisional priority risks.

business operations are identified as company-wide priority risks in each fiscal year.

Each of the Operations and Supervisory Units carries out repeated discussions

The identified company-wide priority risks are addressed mainly by the responsible

based on the results of the risk assessments of each department. They then identify

departments, and their progress is confirmed and discussed at the Risk

and respond to priority risks of the Operations and Supervisory Units based on theManagement Committee meetings.

judgment of Risk Management Oﬃcer of the Operations and Supervisory Units.
Additionally, the status of priority risks of the Operations and Supervisory Units

Company-wide priority risks
Company-widepriority risk items

based on the risk awareness of the Operations and Supervisory Units is reported to
Risk perspectives

the Risk Management Committee. Internal and external risk trends are thenGeopoliticalrisk

Stoppages or delays of business activities due to the strengthening of
economic security policies and human rights laws and regulations, or the
conflicts between nations or regional conflicts

considered in order to identify and respond to company-wide priority risks.

Purchasing andprocurementrisk

Stoppages or delays of production activities due to diﬃculties in receiving
parts supplies from suppliers or increases in the prices of raw materials andparts, etc.; or quality defects caused by suppliers

entire Group, and raise the risk awareness of every associate.

Information
security risk

Suspension of important operations/services due to cyber attacks andother incidents; and leakage of confidential or personal information

Business alliancesand joint
ventures risk

Conflicts of interest between parties in business alliances, etc., leakage of
profits or technology, delays in decision-making, poor business performanceof business partners, etc., or changes to or dissolution of alliances

Environmental
risk

Costs incurred in response to policy and regulatory changes related toclimate change and fuel consumption and emissions, etc.

Intellectual
property risk

Reduction in competitiveness due to infringement of Honda’s intellectual property
rights; or injunctions against manufacture and sale, expensive compensation, or
payment of license fees as a result of patent infringement lawsuits

Natural disasterrisk

Stoppages or delays of business activities due to natural disasters(earthquakes, floods, etc.) or spread of infectious diseases

Financial andeconomic risk

Business impact from economic trends, economic fluctuations, or currency
fluctuations

Risk related tobrand image

Business impact associated with damage to brand image

Through these eﬀorts, Honda aims to firmly establish risk management
activities within each Operations and Supervisory Unit, reduce the risk faced by the
Risk Assessment Activity Structure

Executive Council
Risk Management Committee
Risk awareness by top
management (Risks associatedwith changes in the external
environment)

Company-wide priority risks
Discussion and decision by the Risk Management Committee

Operations and Supervisory Units

Operations andSupervisory Units

Operations andSupervisory Units

Priority risks

Priority risks

Priority risks

Priority risks

Risk response

Priority risks

Identify priority risks

Each department

Risk response

Each department

Identify and assess risks

Decision of Risk Management OﬃcerIdentify priority risks

Risk Management ・・・・・・・・ 140

Identify and assess risks

Compliance ・・・・・・・・・・・・・・・ 137〈Risk items〉
・Business risk
・Environmental risk
・Legal risk, etc.
〈Common evaluation criteria〉
・Status of countermeasures
・Frequency of occurrence
・Magnitude of impact

Honda ESG Data Book 2024 141

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Crisis Response

Information Management

Honda carries out risk-sensing activities to monitor and report on signs of a crisis.

To protect information assets, including confidential information and personal

While collecting a wide range of crisis information that may have an impact on

information, Honda has formulated the Global Confidentiality Policy and the Global

Honda, the Company has also established an information coordination system in

IT Security Policy, the scope of which extends to Group subsidiaries. These policies

case a crisis becomes apparent.

stipulate the adoption of a systematic response structure, the use of Honda Group’s

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137
Risk Management ・・・・・・・・ 140

When a crisis occurs, the Company establishes a Global Emergency

common compliance items when handling confidential information and personal

Headquarters proportionate to the anticipated magnitude of the crisis’s impact toinformation, and the implementation of security standards for information systems

manage the crisis response. In this way, Honda creates a structure to prevent theand networks. They also specify the line of reporting in the event of an information

crisis from spreading and to quickly bring the situation under control.

leak.

Based on its initiatives to deal with crisis events and other situations

As part of its eﬀorts to eﬀectively implement these policies, Honda has set up

experienced in the past, Honda’s Global Emergency Headquarters is working to

the Global Confidentiality Committee chaired by the Head of the Human Capitalstrengthen its functions to better cope with future events.

Unit to ensure timely responses to changes in information flows and other issues.

Honda regularly coordinates information with each response team and reconfirms
basic actions in crisis response (confirming the coordination among the teams).
Also, concerning disaster drills, besides ensuring the safety of human life and

The Global Confidentiality Committee determines globally common mediumterm policies and an annual activity plan. Based on this plan, each Regional
Confidentiality Committee takes the lead in promoting activities to safely handle

procedures to account for its associates, Honda continuously holds training on

information obtained through Honda’s business activities, including personal

procedures from a business continuity planning (BCP) viewpoint to share

information and confidential information.

information and identify the impact of a crisis on business at an earlier stage.
As a recent example of its crisis response, to cope with the Noto Peninsula

Besides continuously strengthening its activities to ensure information security
against cyberattacks, which are becoming increasingly sophisticated and complex,

earthquake, Honda launched a Global Emergency Headquarters to promote

the Company performs daily monitoring while establishing systems capable ofcompany-wide responses. Although Honda’s suppliers were aﬀected by the disaster

immediately responding to events that must be addressed.

and its production of automobiles was reduced at some domestic production bases,
the Company took measures to minimize the impact on its business andGlobal Information Management Structure

performance, including the use of inventory and alternative development in

Global Confidentiality Committee

cooperation with its suppliers.

(Chairperson: Head of the Human Capital Unit)

Global Emergency Headquarters Structure
Global Emergency Headquarters Manager
Company-wide Risk Management Oﬃcer

Regional
Confidentiality
Committee

Japan

North
America

Confidentiality
Committee at
each businesssite/subsidiaryBusinesssites

Subsidiaries

South
America

Europe,Africa, and the
Middle East

Asia and
Oceania

China

Head of Secretariat
Risk Manager

Operations
Response
Group

Associate
ResponseGroup

Financial
ResponseGroup

Disaster Area
Response
Group

PublicRelations
Response
Group

Local
subsidiaries

Relevant
Divisions

Honda ESG Data Book 2024 142

Contents

1

Editorial Policy

5 Governance2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Information Management

Corporate Governance ・・・ 123
Compliance ・・・・・・・・・・・・・・・ 137

Protection of Personal Information

Product Cybersecurity

Risk Management ・・・・・・・・ 140

Honda recognizes the importance of protecting personal information and regards

Honda participates in the Automotive Information Sharing & Analysis Center

prioritizing the protection of customer information as its social responsibility. To(Auto-ISAC), which has begun operations in Japan and the United States, to shareensure the proper handling of customer information, Honda has formulated theand analyze information related to automotive cybersecurity. The Auto-ISAC

Global Privacy Policy, which covers Group subsidiaries. The policy prescribes matterscollects information on incidences detected within the industry.

that must be universally complied with by Honda Group worldwide, as well as animplementation structure, and is operated accordingly.
The Company has appointed information supervisors and information managers
in departments handling personal information and provides training on theprotection of personal information. Moreover, Honda reports the methods forMoreover, Honda obtains information independently, including information
on relevant laws and specifications, as well as industry standards. By using thisinformation in its response to security issues, Honda is proactively taking steps topromote the safety and security of its products.
Additionally, Honda reorganized the Cybersecurity Committee to further

managing the personal information it holds and the information management status

accelerate decision-making and execution across all related departments, includingof outsourced contractors to the Confidentiality Committee of each business site andstrengthening cooperation between management in FY2023, and has continued its

company. To ensure the details of these reports are updated, the Company conducts

activities in FY2024 and beyond. Through the Committee’s activities, the Company

a review of information security in all departments at least once a year. Additionally,

will continue to ensure the safety and security of the products it provides to

Honda sets stricter security standards for information systems containing customer

customers.

information while regularly confirming the implementation of security measures.
Honda has built a structure for collaboration between the Global
Confidentiality Committee and each Regional Confidentiality Committee torespond to national personal information protection regulations, which are being
established at an accelerating pace. The Company is steadily formulating
comprehensive responses to regulations while closely monitoring trends.
Additionally, Honda utilizes personal data to help solve social issues andprovide its customers with even better products and services. Honda has formulated
the Management Guidelines for Personal Data Utilization to handle personal data
properly, reduce related risks, and promote eﬀective personal data utilization. It has
also established the Board for Judging Personal Data Utilization with the Head of
the Intellectual Property and Legal Unit serving as the decision-making authority.
The board deliberates on the risk response status concerning the collection, storage
management, and utilization of personal data from the perspective of each area ofexpertise and decides whether or not to implement relevant measures.
Honda is putting into place structures that will respond quickly to an information
leak or request for the disclosure of personal information in accordance with the laws
and regulations of the relevant country. In FY2024, there were no major losses orleaks of personal information or serious complaints about customer privacy.

418-1

Honda ESG Data Book 2024 143

6Performance Data

Honda ESG Data Book 2024 144

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Scope of Coverage
Organizations Covered

Period Covered

Honda Motor Co., Ltd. and its 374 group companies in and outside of Japan

FY2024 (April 1, 2023 – March 31, 2024)(comprising 302 consolidated subsidiaries and 72 aﬃliated companies accounted
for by the equity method). The number of companies is as of the end of December
2023.

List of Targets
Target Items

Targets for 2030

Reduction rate of total CO2 emissions from corporate activities (compared to FY2020)

Sales ratio of electrified products

Reduction rate of CO2 emissions intensity of product use(compared to FY2020)

46%

Motorcycles

15%

Automobiles

30%Power products

36%

Motorcycles

34.0%

Automobiles

27.2%

Power products

28.2%

Reduction rate of total water intake in corporate activities (compared to BAU)

14.5%

Reduction rate of total waste generation in corporate activities (compared to BAU)

14.5%

Product resource circulation

201-2

Targets for 2050

(Set internal milestones)

CO2 emissions, net zero

Zero industrial water intake and industrial waste
100% use of sustainable materials

Honda ESG Data Book 2024 145

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

4

Environment

5Social6

Governance

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Reduction rate of total CO2 emissions from corporate activities (compared to FY2020)
(%)

100

14.5%

80

24.1%
37.7%

60

46%

China
Asia & Oceania
EuropeSouth America
North America

40
20

Japan
0
2020
(baseline)

2022

2023

2024

2031
(target)2051(goal)(FY)

Sales ratio of electrified products
Motorcycles

Automobiles

Power products

(%)

(%)

(%)

40

40

40

30

30

20

15%

10

0

30%

0.01% 0.62% 0.30%
2022

2023

2024

30

20

20

10

10

0.52% 0.71% 1.27%

0.37% 0.66% 0.51%
2025

2031
(target)

0
(FY)

2022

2023

2024

36%

2025

2031
(target)

0
(FY)

2022

2023

2024

2025

2031
(target)(FY)

Reduction rate of CO2 emissions intensity of product use (compared to FY2020)
Motorcycles
(%)

100

Automobiles

3.4%

(%)

5.4%

100

80

34.0%

Power products

0.6% 1.1%

(%)

100

27.2%

80
60

60

40

40

40

20

20

20

2020
2023
(baseline)

2024

2025

2031
(target)

0
(FY)

2020
2023
(baseline)

2024

2025

2031
(target)

0
(FY)

2.8%
28.2%

80

60

0

8.3%

2020
2023
(baseline)

2024

2025

2031
(target)(FY)* Corrected an error in the historical data

305-1, 305-2, 305-3, 305-4, 305-5

Honda ESG Data Book 2024 146

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45Social6

Governance

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Amount of water intake

Waste generated(1,000 m3)(1,000 t)

40,0001,500Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

34,10029,30030,00032,500 33,200

1,550

1,360

1,410

1,420

1,510
China

31,700

1,200
China

Asia & Oceania
900

Asia & Oceania
EuropeSouth America
North America

20,000EuropeSouth America
North America

600

10,000

300
Japan

Japan
0

0
2020

2021

2022

2023

2024

(FY)

Calculation method: Amount of water intake = Σ (Purchased from the water facilities + Groundwater intake +Rainwater utilization amount + Surface such as rivers water intake)· Expressed in three significant digits

2020

2021

2022

2023

2024

(FY)

Calculation method: Emissions amount = Σ (Industrial waste + general administrative waste + valuable resources
emission)· However, regions outside of Japan are beyond the scope of data for industrial waste (excluding harmful waste
defined in accordance with regulations in respective countries) and general administrative waste.
· Expressed in three significant digits

Wastewater volume(1,000 m3)

40,00030,00020,00020,00017,10019,600 19,100 18,800
China
Asia & Oceania
EuropeSouth America
North AmericaJapan

10,000

0
2020

2021

2022

2023

2024

(FY)

Calculation method: Volume amount = Σ (Wastewater processed by other companies + Discharge directly into
public waters)· Figures include some estimated values.
· Expressed in three significant digits

303-3, 303-4, 303-5, 306-1, 306-2, 306-3, 306-4, 306-5

Honda ESG Data Book 2024 147

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Honda GHG Emissions in FY2024
As a responsible company operating in the mobility industry, Honda believes in theimportance of calculating and disclosing GHG emissions in order to drive progress ininitiatives to reduce global emissions.
As the first milestone in this endeavor, in August 2012 Honda disclosed

Total GHG emissions(million t-CO2e)303.12280.02estimates of all FY2012 GHG emissions from its entire value chain in conformity

288.23270.49254.48with the GHG Protocol*1, currently the world’s most widely used GHG emissions

Scope 3*2,
othercategories

accounting standard. The Company became the world’s first mobility company torelease estimates of emissions not only from its own business activities (Scopes 1
and 2) but also from all upstream and downstream activities (Scope 3), extending

Scope 3*3,
category 11

from the procurement of raw materials to the transportation and customer use of
Honda products and ending with the treatment of end-of-life products.
Honda continues to calculate and report the GHG emissions from its entire

Scope 2

value chain and is making improvements to obtain more accurate emissions
readings. The Company is doing this in Scope 3 (other indirect emissions), for

Scope 1
2020

2021

2022

2023

(FY)

2024

example, by widening the boundaries of data collection for categories that accountfor the largest proportion of estimated emissions, and by improving the accuracy ofthe calculation methods.
In due consideration of the actual results of FY2022, the scope of calculation
has been extended from about 90% of global sales volume to approximately all in*1 The Greenhouse Gas Protocol:
developed under the initiative of theWorld Business Council for
Sustainable Development (WBCSD)
and the World Resources Institute(WRI)*2 The calculation conditions for othercategories (category 1) of Scope 3
have been partially changed fromFY2023.
*3 For category 11 of Scope 3, the datais calculated using the IEA SMP
Model until FY2021, and using the
IEA Mobility Model (MoMo) fromFY2022. Some of the calculation
conditions have been changed since
FY2023.

305-1, 305-2, 305-3, 305-5

total. The conditions used in calculating figures such as annual mileage and lifetime
years of use have been changed and are now based on the newer IEA Mobility
Model (MoMo) instead of the conventional IEA SMP Model.

Breakdown of total FY2024 GHG emissions
Scope 1 0.4%

Scope 2 0.8%

Scope 3,other categories
20.4%

The calculations for FY2024 show that GHG emissions from Honda businessactivities were 3.14 million t-CO2e, and total emissions from the value chain,including other indirect emissions, were 270.49 million t- CO2e. Honda will continue
to monitor and manage data and utilize this information in the actual
implementation of emissions reduction measures.

Scope 3category 11
78.4%

Honda ESG Data Book 2024 148

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155

Total GHG emissions(million t-CO2e)

FY2021

FY2022

FY2023

FY2024Governance Data ・・・・・・・・ 161
GHG emissions from the entire Honda value chain

Breakdown(Scopes 1, 2 and 3)

254.48280.02288.23270.49Direct emissions from businessactivities(Scope 1)

1.12

1.16

1.09

1.07

Indirect emissions from energy use(Scope 2)

3.38

3.14

2.73

2.07

Emissions from Honda businessactivities(Total of Scopes 1 and 2)

4.50

4.30

3.82

3.14

Emissions from customer use ofsold products(Scope 3, category 11)

202.21228.87226.86212.20

Other emissions(Scope 3, other categories)

47.77

46.85

57.55

55.15

Other indirect emissions(Total of Scope 3)

249.98275.72284.41

267.35

Scope 1: Direct GHG emissions from business activities, as defined by the GHG Protocol (e.g., Combustion of fuel oil at a manufacturing plant, emissions from work vehicles and company cars).
In Japan, Honda uses the emission factor based on the Act on Promotion of Climate Change Countermeasures and in each region except Japan, emission factors from the 2006 IPCC Guidelines for
National GHG Inventories. Figures for climate change potential coeﬃcient are derived from the IPCC’s Fourth Assessment Report (2007).
■ Scope 2: Indirect GHG emissions from a company’s use of energy, as defined by the GHG Protocol (e.g., electrical energy used by a manufacturing plant or oﬃce).
Honda adopts to the GHG Protocol’s standard market-based method. In Japan, Honda uses adjusted emission factors by electric utility based on the Act on Promotion of Global WarmingCountermeasures. In each region except Japan, Honda uses electricity utilities emission factors and latest regional emission factors, and if unavailable, national emission factors from the IEA’s Emissions
from Fuel Combustion.
■ Scope 3: Other indirect GHG emissions not included in Scope 1 and Scope 2, as defined by the GHG Protocol. Scope 3 is systematically broken down into 15 categories (e.g., category 11 includes emissions
arising from the use of sold products; category 12 includes emissions arising from the end-of-life treatment of sold products).
■ The “Scope 3, category 11” figures presented in this report represent the cumulative amount of GHGs that will have been emitted by products sold by Honda in the applicable fiscal year (automobiles,
motorcycles, power products and aircraft) as a result of their use by customers from the time they received those products until they dispose of them in the future. Calculations cover the emission of all
motorcycles, automobiles, power products and aircraft sold worldwide under the Honda brand name. These emissions are calculated using the following formula for each model and adding the results:
CO2 emissions intensity x Annual distance traveled or Annual usage in hours x Product lifetime in years x Annual unit sales.
· CO2 emissions intensity : Amount of CO2 emissions per unit driving distance of product use or per unit used time of product use· Annual mileage/Lifetime years of use: Referring to IEA estimation model, “MoMo,” etc.
· CO2 emission factor: Referring to the GHG calculation guidelines that public authorities in each region issued. If there are no appropriate guidelines, reference from the ones of Japanese.
■ The “Scope 3, other categories” figures presented in this report are the sum of emissions from categories 1, 2, 3, 4, 5, 6, 7, 9, 10, 12 and 15. As per the GHG Protocol, Honda excludes categories 8, 13 and
14 from its calculations, as these categories are either not part of Honda business activities or emissions from these categories are accounted for in other categories.
■

Data indicated with received the independent practitioner’s assurance.

305-1, 305-2, 305-3, 305-5

Honda ESG Data Book 2024 149

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45Social6

Governance

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

GHG emissions
Direct emissions (Scope 1)

Total GHG emissions (Scopes 1 and 2)(10,000 t-CO2e)(10,000 t-CO2e)

400

600
500

503

300

450

430

400

382
314

200

124

112

116

109

107

100

0
2020

2021

2022

2023

300

China
Asia & Oceania
EuropeSouth America
North America
Japan

2024

200

China
Asia & Oceania
EuropeSouth America
North America

100

Japan
0
(FY)

Calculation method: Emissions amount = [Volume of fuel usage x CO2 emission factor] + CO2 emissions from
non-energy sources + [Volume of non-CO2 GHG emissions x Global warming factors]
Emission factors
Japan: Emission factors based on the Act on Promotion of Global Warming Countermeasures
Regions outside of Japan: Emission factors from 2006 IPCC Guidelines for National GHG Inventories Figures
for global warming potential coeﬃcient : The IPCC’s Fourth Assessment Report (2007)· Figures of GHG emissions from non-energy source include some estimated values.
· Calculations are mainly based on emissions from stationary combustion sources.
· Expressed in three significant digits

2020

2021

2022

2023

2024

(FY)

Calculation method: Total GHG emissions (Scope 1 and 2) = Direct GHG emissions + Indirect GHG emissions· Expressed in three significant digits

Indirect emissions (Scope 2)(10,000 t-CO2e)

400

379

338

314
273

300

207
200

China
Asia & Oceania
EuropeSouth America
North America
Japan

100

0
2020

2021

2022

2023

2024

(FY)

Calculation method: Emissions amount = Σ (Purchased electricity consumption, etc.*1 x emission factor)
Honda adopts to the GHG Protocol’s standard market-based method.
Emission factor:
Japan: Electricity utilities emission factors based on the Act on Promotion of Global Warming Countermeasures
Regions outside of Japan: Adjusted emission factors by electric utility and latest regional emission factors, if
unavailable, national emission factors from the IEA’s Emissions from Fuel Combustion.
*1 Other includes steam and hot water, the emission factors are based on the Act on Promotion of Global WarmingCountermeasures.
· Expressed in three significant digits

305-1, 305-2, 305-5

Honda ESG Data Book 2024 150

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Atmospheric pollutants
SOx emissions
(t)

1,200
1,000
800
600
400
200

138

124

118

95

97

2020

2021

2022

2023

2024

0
(FY)

Calculation method: Emissions amount = Σ (Fuel consumption x Density x Sulfur content x 64/32)· Calculations are based on fuel consumption.
Density: Derived from the translation coeﬃcient list in Statistics Information by Petroleum Association of Japan
Sulfur content: Derived from Act on the Quality Control of Gasoline and Other Fuels or the standard of LP gas (JIS K
2240)

NOx emissions
(t)

1,200
1,000

902

823

815

785

800

2021

2022

2023

2024

800
600
400
200
0
2020

(FY)

Calculation method: Emissions amount = Σ (Fuel consumption x Emission factor for each fuel)· Calculations are based on fuel consumption.
Emission factor for each fuel: Derived from NOx emissions calculation table (combustion facilities that do notmeasure the amount of exhaust gas, etc.) on Environmental Activity Evaluation Program (Ministry of theEnvironment).

305-7

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Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45Social6

Governance

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Energy consumption
Direct energy consumption

Total energy consumption

(TJ)

(TJ)

25,00050,00021,40020,00019,600 20,400 19,300 19,600
China
Asia & Oceania
EuropeSouth America

15,00010,00046,300 42,000 44,500
43,300 43,300

40,000China

30,000Asia & Oceania
EuropeSouth America

20,000

North America

North America
5,000

10,000
Japan

Japan
0

0
2020

2021

2022

2023

2024

(FY)

Calculation method: Consumption amount = Σ (Fuel consumption x unit calorific value)
Unit calorific value:
Japan: Unit calorific value from Reporting and Disclosure System based on the Act on Promotion of Global
Warming Countermeasures
Regions outside of Japan: Derived from 2006 IPCC Guidelines for National GHG Inventories· Calculations are mainly based on energy consumed by stationary exhaust sources.
· A terajoule (TJ) is a unit of energy, “tera” meaning 1012.
· Expressed in three significant digits

2020

2021

2022

2023

2024

(FY)

Calculation method: Total energy consumption = Direct energy consumption + Indirect energy consumption· Expressed in three significant digits

Indirect energy consumption(TJ)

25,00024,90022,40024,100 24,000 23,600

20,000China
Asia & Oceania

15,000EuropeSouth America

10,000

North America

5,000
Japan
0
2020

2021

2022

2023

2024

(FY)

Calculation method: Consumption amount = Σ (Purchased electricity consumption etc.*1 x unit calorific value)
Purchased electricity has been converted to joules using the international standard 3.6 GJ/MWh.
*1 Other
Unit calorific value:
Japan: Unit calorific value from Reporting and Disclosure System based on the Act on Promotion of Global
Warming Countermeasures
Regions outside of Japan: 2006 IPCC Guidelines for National GHG Inventories· Expressed in three significant digits

302-1, 302-2, 302-4, 302-5

Honda ESG Data Book 2024 152

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

4

Environment

5Social6

Governance

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Global Number of HEPS-compliant models
Motorcycles

Automobiles

Power Products(Models)(Models)

200

200

180

180

180

160

160

160

140

140

140

202

(Models)

200

205

218

221

186

120

120

100

100

80

80

80

60

60

60

40

40

40

20

20

20

0

0

2020

2021

2022

2023

2024

(FY)

98

2020

95

2021

98

2022

94

2023

120

105

High Eﬃciency Products
Innovative Products
Revolutionary Products

100

2024

(FY)

0

58

61

62

64

63

2020

2021

2022

2023

2024

(FY)

* Corrected retroactively due to recounting

Honda ESG Data Book 2024 153

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Environmental Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Cost of environmental conservation activities and investments
Category
Business area
costs

Major activities and investments
Pollution prevention costs■

Air, water, and soil pollution prevention

Global environmental conservation
costs

■

Global warming mitigation, ozone depletion prevention and other conservation activities

Recycling costs■

Waste processing, treatment, reduction, elimination and recycling

Upstream/downstream costs

FY2024 (millions of yen)
Investments

Expenditures
52

314

1,678

537

68

759

Collection, recycling, resale and proper disposal of products manufactured and sold■ Industry organization and other membership fees

13

200

Installation, operation and acquisition of certification for environmental management
systems■ Environmental impact monitoring and measurement■ Management and training of associates and organizations responsible for environmental
conservation (expenses for environment-related communications activities)

9

2,533

69,684

337,643

0

173

■

■

Management costs

Research and development costs■

Research, development, planning and design for impact reductions across product life
cycles (R&D costs for advanced eco-cars, including EVs and PHVs)

Social contribution activity costs

Environmental improvement measures, including ecosystem protection, cleanups, green
space development and natural landscape conservation■ Local conservation and communication activities (beach cleanups and watershed
conservation activities)

Environmental damage costs■■

Remediation of polluted soil

Total

0

1

71,504342,160· Companies covered: Honda Motor Co., Ltd., Honda R&D Co., Ltd. and Honda Access Corporation· Some figures are estimated values.
· Guidelines, guidebooks and other environmental accounting publications by Japan’s Ministry of the Environment were used as references.
· Figures were calculated on a cash-flow basis with depreciation and amortization expenses excluded.

Economic benefits (Eﬀect on revenue and expenses)
Income from sale of valuable waste materials
Cost reductions from saved energy

FY2024 (millions of yen)
8,320

Installed technologies
Behavioral changes, etc.

Total

59
57
8,436

· Companies covered: Honda Motor Co., Ltd., Honda R&D Co., Ltd. and Honda Access Corporation· Some figures are estimated values.
· Guidelines, guidebooks and other environmental accounting publications by Japan’s Ministry of the Environment were used as references.

201-2

Honda ESG Data Book 2024 154

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45Social6

Governance

Performance
Data

7

Data

Social Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155

Human Resources Data

Governance Data ・・・・・・・・ 161

Consolidated number of associates
FY2022
Japan

65,673

Number of new permanent associates

FY202362,846FY2024
61,420

North America

50,64551,45650,610South America

13,996

14,176

16,267

Europe/Africa/
Middle East

3,851

Asia & Oceania

52,69850,45850,508China

17,172

14,383

12,463

Total

204,035

197,039

194,993

3,720

FY2022

3,725

1,155
Japan

North
AmericaSouth
America

Japan

Male
FemaleFY2022

FY2023

FY202444,525

43,20843,06440,29038,961

38,718

4,235

4,247

4,346

· With the exception of the item “Consolidated number ofassociates,” HR data for Japan is tabulated from numbers forthe following companies: Honda Motor Co., Ltd., Honda R&D
Co., Ltd., Honda Racing Corporation, Honda Technical Collegeand Honda Access Corporation.

Europe/Africa/MiddleEast
Asia &
Oceania

FY2024FY2022

FY2023

1,489

6.5

5.8

4.6

6.8

6.0

4.7

1,120

Male

949

942

1,254

206

178

235

Japan

Male
Female

4.0

4.8

3.7

North America

15.5

17.2

10.6

8,468

9,958

4,274

5,696

6,845

2,776

South America

13.3

9.2

7.0

Female

2,772

3,113

1,498

105.9

5.3

5.3

737

1,267

2,420

Europe/Africa/
Middle East

605

1,030

1,974

Male

Male
Female

132

237

149

225

446
221

112

155

154

Asia & Oceania

4.5

5.2

4.1

China

4.5

3.5

7.1

Percentage of associates from local communities
taking upper management positions

37

70

67

1,839

2,867

5,240

Male

1,437

2,115

4,534

Female

402

752

706

North America

50

925

South America

14

Europe/Africa/
Middle East

25

1,079

Male

1,037

865

678

Female

255

214

247

Number of associates by employment contract
and type
FY2022

FY2023

Percentage of associates from local
communities among members of
the Regional Operating Boards

Asia & Oceania

0

China

0

Annual training hours and cost per associate

FY2024

Annualtraining time(hours)

By contract

Japan

Permanent

41,892

40,62540,207

Nonpermanent

2,574

2,583

2,857

Part-time

44,40759

43,16543

Annual training
cost (yen)

Japan

26.01

58,912

North America

11.47

13,86543,059South America

17.17

39,6795

Europe/Africa/
Middle East

4.09

16,576By typeFull-time

2-7, 202-2, 401-1, 404-1, 405-1, 410-1

FY2024

Male

1,292
China

FY2023

FemaleFemaleNumber of associates by gender

Attrition rate (%) (including compulsory retirees)

Asia & Oceania

10.64

10,887

China

41.12

21,494

Honda ESG Data Book 2024 155

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

4

Environment

5SocialGovernance6

Performance
Data

7

Data

Social Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Ratio of women in management positions in the Honda workplace in Japan
FY2015 (base year)

FY20221.00

2.97

Compared with FY2015 (times)

FY2023

Number of associates who utilize child/nursing care support in Japan

FY2024

3.07

FY2020311

3.63
Short working hours
to facilitate child care

Ratio of women (associates and management positions): FY2024
Ratio of women in the entire
workforceJapan

Ratio of women in
management positions

9.3

2.4

North America

27.3

18.8

South America

14.3

13.0

Europe/Africa/Middle East

26.5

19.4

Asia & Oceania

14.3

16.6

China

12.2

24.5

Total

15.9

10.6

Base salary (Female : Male)

Remote work duringchild raising

1 : 1.06

1 : 1.18

1 : 1.26· The same pay scale is applied to male and female associates. Gaps are due to diﬀerences infactors such as age distribution and the ratio of males and females in pay grades.

Short working hours
to facilitate nursing
careAdministrative leave
to facilitate nursing
care

Number of persons over 60 employed by Honda in Japan
FY2022
Number of persons

FY20233,997

FY2024

4,280

Nursing care leave

4,991
Remote work during
nursing care

Number of associates with disabilities and percentage of employment of
individuals with disabilities in Japan
FY2020

FY2021

FY2022

FY2023

Number of associates*

1,096

1,142

1,147

1,005

994

Percentage of employment*

2.30

2.38

2.45

2.35

2.35

19

19

16

19

24

280

285

298

307

506

531

674

845

1,076

Male

124

170

297

495

714

Female

382

361

377

350

362

1,812

1,347

1,447

1,999

2,430

Male

1,336

945

998

1,470

1,868

476

402

449

529

562

869

918

749

1,423

1,577
1,141

Male

518

545

377

999

Female

351

373

372

424

436

210

157

106

150

156

Male

15

7

11

24

40

Female

195

150

95

126

116

8

6

5

8

6

Male

4

1

3

4

3

Female

4

5

2

4

3

26

23

16

9

14

Male

18

18

11

6

12

Female

8

5

5

3

2

376

512

582

707

835

Male

316

424

479

582

684

Female

60

88

103

125

151

115

146

123

209

226

Male

81

106

93

167

179

Female

34

40

30

42

47

FY2024

Reinstatement rate after taking child care leave in Japan (%)
FY202099.2
100.0

FY2021
99.3
100.0

FY202299.8
100.0

FY2023100.0
100.0

FY2024
98.7
98.9

98.7

98.9

99.7

100.0

97.8

Number of global hires

Percentage of men taking child care leave in Japan (%)

Number of people hired

34

Male
FemaleFY202450

FY2024
331

292

Reinstatement rate

FY2023

FY2023317

Male* Laws governing the employment of people with disabilities stipulate that employment of one
individual with a serious disability is equivalent to employing two less severely disabledindividuals for purposes of calculating the number of associates with disabilities andpercentage of employment. Data depicted in the table are current as of June 1 of each year.

FY2022

FY202377* Starting in FY2021, the number of full-time foreign workers hired within each fiscal year is calculated.

401-3, 405-2

FY2022
301

FemaleFemaleTotal compensation (Female : Male)

1 : 1.03

General associates

Nursing care leave
for childrenChildcare costsubsidy

Base salary and ratio of total compensation for males and females in Japan
Management positions

Administrative leave
to facilitate child care

FY2021299

FY2024

Percentage of taking child care leave (1 day or more)

88.1

88.9

Percentage of taking child care leave (5 days or more)

64.0

74.0

Honda ESG Data Book 2024 156

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Social Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Major diversity-related initiatives in Japan (from 2015)
Pillars of initiatives

Build awareness andfoster an appropriate
corporate culture

Support career building

Create an appropriate
environment andsystems

404-2, 405-1

Theme

Description

Diversity in general

Message from top management (2022)
Diversity management measures: lecture supervisory skills training and results presentation (2018 to 2021)
Interaction with experts in the diversity field and other companies∙ Participation in the Work-Life Balance and Diversity Promotion and Research Project by the Chuo Graduate School of Strategic
Management, Chuo University (from 2015)∙ The results presentation of the above project (2023)∙ Presentation at the Diversity & Career Forum hosted by Mitsui Fudosan Co., Ltd. (2023)

Women’s participation in
the workplace

Long-term and specific development plan (career plan: from 2015 to 2021)
Networking and encouragement event for female chiefs and managers (Diversity Forum: from 2016 to 2017)
Career development training, awareness raising seminars, and lectures for expanding women’s participation in the workplace (from2015 to 2019)
Diversity initiatives event (2022)* Lectures on the theme of Women’s Health Issues, panel discussion by experts and associates
Associates’ round-table discussion on “health issues and how the organization should address them” (2023)

Male childcare
participation

Diversity initiatives event (2022)* Lectures on the theme of Male Childcare Participation, panel discussion by experts and associates
Communication of good examples of male childcare participation (from 2022)

Support for people withdisabilities

Awareness-raising seminar on disabilities (2023)

LGBTQ+

E-learning program on LGBTQ+ (from 2020)
LGBTQ+ ally seminar (from 2021)

Support for balancing
work and childcare/nursing care

Handbook on support for balancing work and childcare/nursing care (from 2016)Childcare support seminars (for male and female associates before/after childbirth)* Full-scale development of seminars after childbirth from FY2018 and seminars before childbirth from FY2025

Reform of corporate
culture and work styleawareness

Lecture on corporate culture and work style (2016 to 2018)

Individual-focused
development

Career counseling (for female associates from FY2016 and expanded to all associates from FY2023)
Career training (for experienced associates from FY2022 and expanded to all associates from FY2023)

Childcare or nursing care

∙ Enhancement of the childcare leave system (2006)* Available until the end of April immediately following the child’s third birthday∙ Establishment of the remote work system for associates engaged in childcare/nursing care (2016)∙ Enhancement of shorter working hour system (2016)* For children up to the completion of the 4th grade of elementary school and family members in need of care
∙ Establishment of childcare expense subsidy system (2016)∙ Establishment of company full-time nurseries (Tochigi district in 2017, Wako district in 2018)∙ Enhancement of temporary nursery/school-age childcare services for associates working on public holidays (2017)∙ Enhancement of children’s nursing care leave (2017)* For children up to the completion of the 4th grade of elementary school; paid up to 5 days per year
∙ Establishment of childcare and nursing care allowances (2017)∙ Enhancement of nursing care leave system (2019)* Paid up to 5 days per year
Honda ESG Data Book 2024 157

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

4Social5

6

Governance

Performance
Data

7

Data

Social Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155

Pillars of initiatives

Theme

Childcare or nursing care

∙ Establishment of fixed work schedule for one shift in the manufacturing area (2019)* For children up to the completion of the 4th grade of elementary school and family members in need of care
∙ Establishment of postpartum partner leave (2022)∙ Establishment of the childcare leave system at birth (2022)∙ Enhancement of childcare leave system (2022)*Divided acquisition of leaves∙ Revision to operation of child nursing care leave and nursing care leave (2024)* Hourly acquisition in working hours

Disease or fertility
treatment∙ Establishment of a system of remote work for disease or fertility treatment (2020)∙ Establishment of a system of short-term leave for disease or fertility treatment (2020)∙ Establishment of a system of long-term leave for fertility treatment (2020)

Transfer of spouses

Establishment of a transfer system for associates to accompany their spouses being transferred (2018)∙ Establishment of a leave system for associates to accompany their spouses being transferred (2018)∙ Revision of the career reinstatement registration program (2018)

Governance Data ・・・・・・・・ 161

Create an appropriate
environment andsystems

Encourage humanresources to fulfill theirpotential

404-2, 405-1

Description

Support for health∙ Introduction of a healthcare support plan (from October 2022)

LGBTQ+∙ System to treat associates’ same-sex partners as their spouses (from 2020)∙ Allowing the use of working names according to the transgender associates’ self-identified gender (from 2023)

Employment of women

Increasing employment of women majoring in science and engineering

Employment of people
with disabilities

Increasing employment of people with disabilities

Global employment

Recruitment activities for foreign students and overseas labor markets

Honda ESG Data Book 2024 158

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

4

Environment

5SocialGovernance6

Performance
Data

7

Data

Social Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155
Governance Data ・・・・・・・・ 161

Total working hours per associate and average paid vacation days taken in Japan
FY2020

FY2021

FY2022

FY2023

FY2024

Total working hours per associate

1,977

1,946

1,955

1,974

2,023

Average paid vacation days taken

19.3

18.3

19.5

18.8

17.9

Lost time injury frequency rate (LTIFR) *1, 2, 3, 4

Global

0.80

0.8

0.57

0.6

0.63

0.46

0.4

0.27

Percentage of associates to be targeted forthe evaluation programs

0.2

0.12

0.13

0.14

0.12

North America

100

0.0

South America

98.8

2020

2021

2022

2023

Percentage of associates going through the evaluation programs
RegionEurope/Africa/Middle East

99.9

Asia & Oceania

93.4

China

99.3

Percentage of performance-based remuneration in Japan
Level

Proportion of performance-based
remuneration in entire compensation

Director, Executive Oﬃcer positions

50*

Management positions

37* A certain level of stock options is included in remuneration for Director and Executive Oﬃcer positions.

Starting salary in Japan
Monthly salary (yen)Compared tominimum wage (%)

High school

203,400

113

Technical college and junior college

229,200

127

Undergraduate

262,300

145

Graduate school (Master’s degree)

287,800

159

Associate engagement in Japan (Total of 24 questions in six categories; average
on a scale of 1 to 5)
Target: 3.50 points or more (Status of “very good” engagement levels* working at Honda)

FY2023
All associates
Percentage of respondents for all associates

FY2024
3.48

3.50

93.0%

92.0%

0.20

2024

(FY)

The changes in the number of work accident fatality (Case) *4
FY2020

FY2021

FY2022

FY2023

FY2024

Overseas

0

0

1

0

0

Japan

0

0

0

0

0

*1 Global (Lost time injury frequency rate (LTIFR)): The number of lost time injuries per one
million work hours at Honda’s 5 production bases in Japan and 59 overseas production bases.
*2 In Japan (Lost time injury frequency rate (LTIFR)): The number of lost time injuries per one
million work hours at companies to which Honda’s labor agreement applies.
*3 Including Accident similar to a lifestyle (trips, falls and tread through)*4 Scope of target for lost time injury frequency rate and the number of work accident fatality inJapan:· Honda Motor Co., Ltd.
· Honda R&D Co., Ltd.
· Honda Racing Corporation· Honda Technical College· Honda Access Corporation
Data indicated with* Minimum wage is calculated using 20.3 eight hour days as one month based on the minimum
wage for the Tokyo metropolitan area (1,113 yen/hour). This is a graded salary system andthere is no diﬀerence in salary for males and females with the same qualification level.

Domestic [In Japan]

received the independent practitioner’s assurance.

Trends in indicators of health management activities
FY2023

FY2024

Score for subjective view of health *1

3.38

3.47

Score for commitment to health *2

3.58

3.64

* Measurement of associate engagement: Scores on health-related questions (average score on a
5-point scale)*1 Question: “Your health (mental and physical) is in good condition for work and recreation.”*2 Question: “You engage in actions to maintain and improve your current state of health.”* Honda assesses the status of “very good” engagement levels in six categories: an open-minded
workplace; rewarding tasks; an environment that makes hard work worthwhile; being proud towork at Honda; trustworthy management; and a pleasant work environment.

202-1, 403-9, 403-10, 404-3

Honda ESG Data Book 2024 159

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Social Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155

Social Contribution Activities Data

Governance Data ・・・・・・・・ 161

Expenditure related to social contribution activities (FY2024)

Breakdown by form of contribution (FY2024)

Expenditure (million yen)

Expenditure (million yen)

Education

3,146

Cash

7,547

Environment

864

Time

276

Traﬃc safety

2,583

In-kind

1,913

Community

3,650Management costs

1,005

Total

10,741

Disaster relief

499

Total

10,741
Disaster relief
Management costs
Education
In-kindCommunity
Time

Cash

Environment
Traffic safety

203-2

Honda ESG Data Book 2024 160

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

4

Environment

5SocialGovernance

Performance
Data

6

7

Data

Governance Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155

Overview of Corporate Governance (as of June 19, 2024)

Governance Data ・・・・・・・・ 161

Form of organization
Company with three committees

Board of Directors
Composition of members
Percentage of
Outside Directors*

Term of oﬃce

Attendance rate (FY2024)

Percentage of
non-Executive Directors

Percentage offemale Directors

50.0%

66.7%

25.0%

3.0 years(6 persons /12 persons)(8 persons /12 persons)(3 persons /12 persons)■ 0–4 years

Average term of oﬃce

■ 5–9 years■ 10 years or longer

9 persons
3 persons
0 persons99.2%(Held 12 times)* All six Outside Directors currently in oﬃce are Independent Directors who satisfy the Company’s
Criteria for Independence of Outside Directors.

Nominating Committee
Ratio of Outside Directors

80%

100%

(4 persons / 5 persons)(Held 9 times)

Audit Committee
Ratio of Outside Directors

Attendance rate (FY2024)

60%

100%

(3 persons / 5 persons)(Held 10 times)

Compensation Committee
Ratio of Outside Directors

405-1

Attendance rate (FY2024)

Attendance rate (FY2024)

75%

100%

(3 persons / 4 persons)(Held 9 times)

Honda ESG Data Book 2024 161

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Governance Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155

Total Amount of Remuneration for Directors and Executive Oﬃcers
Total amount by type of remunerations(millions of yen)

Governance Data ・・・・・・・・ 161
Category of
Directors

Performance-linked
remuneration
Total amount
Basic
STI
of
LTI
remuneration(Short Term (Long Term
remuneration
Incentive)(millions of yen)
Incentive)

Number of
eligible
Directors(Number of
persons)

Directors(excluding Outside
Directors)

300

287

0

12

4

Outside Directors

90

90

0

0

5

Executive Oﬃcers

1,395

470

483

440

10

Total

1,786

849

483

453

19

· ‘Directors’ in the table above does not include the three Directors who concurrently serve as
Executive Oﬃcers.
· These amounts indicate remuneration paid to Directors during the fiscal year. The above
includes the amount paid to one Director who retired at the closing of the 99th Ordinary
General Meeting of Shareholders held on June 21, 2023.
· The amount of STI for Executive Oﬃcers was determined by the Compensation Committee heldon May 7, 2024.
· The total amount of LTI is the expenses recorded for stock delivery points granted during the
fiscal year in relation to the Board Incentive Plan (BIP) trust and falls under non-monetary
remuneration.

Annual total remuneration and bonuses of highest-paid individual (President
and Representative Executive Oﬃcer, Chief Executive Oﬃcer) (Japan)
Annual total remuneration and bonuses of highest-paid
individual President and Representative Executive Oﬃcer, Chief
Executive Oﬃcer (millions of yen)

438

Ratio to median annual total remuneration for all associates (%)

4,969* President Mibe’s annual income reflecting performance. Stock compensation is the base amountfor FY2023. Figures are rounded down to the nearest million yen as in the previous section.

Rate of increase in annual total remuneration and bonuses of highest-paid
individual (President and Representative Executive Oﬃcer, Chief ExecutiveOﬃcer) (Japan)
Rate of increase in annual total remuneration and bonuses ofhighest-paid individual President and Representative ExecutiveOﬃcer, Chief Executive Oﬃcer (%)

2-21

26

Honda ESG Data Book 2024 162

Contents

1

Editorial Policy

6 Performance Data

2

Hondaʼs
Sustainability

3

Environment

45SocialGovernance6

Performance
Data

7

Data

Governance Data

Environmental Data ・・・・・ 145
Social Data ・・・・・・・・・・・・・・・ 155

Honda Tax Policy

Governance Data ・・・・・・・・ 161

Honda Tax Policy
1. Purpose of the Policy
The Honda Tax Policy prescribes the basic stance and thinking regarding taxes for Honda MotorCo., Ltd. (hereafter HM) and its consolidated subsidiaries (HM and its consolidated subsidiaries,
collectively referred to as Honda). The Policy aims to contribute to society as well as maintainand increase corporate value by complying with the tax laws and regulations, and their intent,
for each country and region where Honda conducts business activities and by making proper tax
payments.
The tax systems of each country and region and international taxation rules are frequently
changed. In this environment, to ensure the proper conduct of its business in a stable manner,
Honda carries out accurate and high-quality tax aﬀairs and responds to the tax risks associatedwith its business in accordance with the Tax Policy described below.

2. Tax Policy(1) Compliance
Honda complies with letter and intent of laws, regulations and rules of countries and regionsin which it conducts business, as well as tax conventions and international standards such as
OECD guidelines. Honda also adopts and complies with internal rules, including tax-related
policies and guidelines such as this Policy and Honda Corporate Governance (HCG). Based on
the foregoing, Honda makes proper tax payments consistent with the actual state ofbusiness.
(2) Prohibition of tax avoidance
Honda shall not engage in any transactions such as the use of tax havens aimed at tax
avoidance but make proper tax payments consistent with the actual state of business in
keeping with the concept of “returning profits to the communities where profits are earned,”
which has been Honda’s basic stance.

207-1, 207-2, 207-3(3) Transfer pricing
Honda shall establish proper pricing (Arm’s Length Price (ALP)) by giving suﬃcientconsideration to transfer pricing taxation systems for transactions carried out within Honda
to ensure the proper payment of taxes corresponding to the value created by businessactivities.
(4) Ensuring transparency
Honda recognizes the importance of fulfilling accountability to tax authorities and othertax-related stakeholders through the timely and proper disclosure of tax-related informationand properly responds by disclosing tax-related information based on laws and regulations.
(5) Relationships with governments and tax authorities
Honda shall make eﬀorts to ensure transparency and continuously build relationships oftrust through sincere responses to governments and tax authorities in the countries andregions where it conducts business by ensuring timely and proper provision of tax-related
information based on laws and regulations and requests from governments and tax
authorities.
(6) Corporate governance
Honda strives to enhance corporate governance as one of the most important tasks for its
management, based on the Company’s basic principle, in order to strengthen the trust of its
shareholders/investors, customers and society; encourage timely, decisive and riskconsidered decision-making; seek sustainable growth and the enhancement of corporate
value over the mid- to long-term; and become “a company that society wants to exist.” In thesame manner, Honda shall establish governance on taxation based on this concept,
framework and management policy.
The establishment and amendment of this policy shall be subject to the approval of the director
in charge of accounting and finance supervision.

Honda ESG Data Book 2024 163

7
Data

Assurance (Environment/Social) ・・・・ 165
GRI Content Index ・・・・・・・・・・・・・・・・・・ 166

Honda ESG Data Book 2024 164

Contents

1

Editorial Policy

2

Hondaʼs
Sustainability

3

Environment

4Social5

Governance6

Performance
Data

7

Data

Assurance (Environment/Social)
To disclose environment and social-related data to our diverse stakeholders in a more transparent and reliable manner, Honda
obtained the independent practitioner’s assurance of the environment- and social-related data indicated withfor the year

ended March 31, 2024 in the Japanese version of this report by Deloitte Tohmatsu Sustainability Co., Ltd., a subsidiary of
Deloitte Touche Tohmatsu LLC, which is a member firm of Deloitte Touche Tohmatsu Limited.

Scope of Assurance
Environment-related data assured:■ Direct emissions from business activities (Scope 1), Indirect emissions from energy use (Scope 2), Emissions from Honda

business activities (Total of Scope 1 and 2) and Emissions from customer use of sold products (Scope 3, category 11) out of
Honda’s total GHG emissions■ GHG emissions (Direct emissions (Scope 1), Indirect emissions (Scope 2), Total emissions (Scopes 1 and 2))■ Energy consumption (Direct energy consumption, Indirect energy consumption and Total energy consumption)■ Water intake/Wastewater volume■ Atmospheric pollutants (SOx emissions, NOx emissions)■ Waste generated

Social-related data assured:■ Lost time injury frequency rate (LTIFR) in Japan■ The number of work accident fatality in Japan

2-5

Honda ESG Data Book 2024 165

Contents

1

Editorial Policy

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

GRI Content Index
Universal Standards

Omission

GRI Standard
GRI 2: General Disclosures 2021

Disclosure

Page number (s) and/or URL (s)Part omitted

ReasonExplanation

1. The organization and its reporting practices
2-1

Organizational details2

2-2

Entities included in the organization’s sustainability
reporting22-3

Reporting period, frequency and contact point2

2-4

Restatements of information2

2-5

External assurance

2, 165

2. Activities and workers
2-6

Activities, value chain and other business relationships

99, 101, 102, 104

2-7

Employees

155

2-8

Workers who are not employees

3. Governance

GRI 2: General Disclosures 2021

2-9

Governance structure and composition

123, 124, 125, 126, 127, 128, 129,
130, 131, 132, 133, 134, 135, 136

2-10Nomination and selection of the highest governancebody

125, 126, 131, 132, 133, 134, 135,
136

2-11

Chair of the highest governance body

131

2-12

Role of the highest governance body in overseeing themanagement of impacts

4, 5, 6, 7, 8, 9

2-13Delegation of responsibility for managing impacts

125

2-14

Role of the highest governance body in sustainability
reporting

5, 6

2-15

Conflicts of interest

123, 124, 125, 126, 127, 128, 129,
130, 131, 132, 133, 134, 135, 136

2-16Communication of critical concerns

123, 124

2-17

Collective knowledge of the highest governance body123, 124, 125, 126, 127, 128, 129,
130, 131, 132, 133, 134, 135, 136

2-18

Evaluation of the performance of the highest
governance body

127

2-19

Remuneration policies

127

2-20

Process to determine remuneration

127

2-21

Annual total compensation ratio

162

Honda ESG Data Book 2024 166

Contents

1

Editorial Policy

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

GRI Content Index
Universal Standards

Omission

GRI Standard
GRI 2: General Disclosures 2021

Disclosure

Page number (s) and/or URL (s)Part omitted

ReasonPart omitted

ReasonExplanation

4. Strategy, policies and practices

2-22Statement on sustainable development strategy

2-23

Policy commitments

2-24

Embedding policy commitments

66, 67, 68, 90, 91

2-25

Processes to remediate negative impacts

138

2-26

Mechanisms for seeking advice and raising concerns

138

2-27

Compliance with laws and regulations

20, 137, 138

2-28

Membership associations

9, 11466, 67, 68, 90, 91

5. Stakeholder engagement

GRI 3: Material Topics 2021

2-29

Approach to stakeholder engagement

7, 8, 92-30

Collective bargaining agreements

3-1

Process to determine material topics

5, 6, 10, 11, 12

3-2

List of material topics

5, 6, 10, 11, 12

3-3

Management of material topics

5, 6, 10, 11, 12

Topic Standards

Omission

GRI Standard

Disclosure

Page number (s) and/or URL (s)Explanation

EconomyGRI 201: Economic Performance
2016

201-1

Direct economic value generated and distributed

201-2

Financial implications and other risks and opportunities
due to climate change

201-3

Defined benefit plan obligations and other retirement
plans

16, 17, 18, 19, 20, 21, 22, 23, 24,
25, 26, 27, 28, 29, 30, 31, 32, 33,
145, 154

Honda ESG Data Book 2024 167

Contents

1

Editorial Policy

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

GRI Content Index
Topic Standards

Omission

GRI Standard
GRI 201: Economic Performance
2016

Disclosure

Page number (s) and/or URL (s)201-4

Financial assistance received from government

-

202-1

Ratios of standard entry level employee wage by gendercompared to local minimum wage

159

202-2

Proportion of senior management hired from the local
community

155

203-1

Infrastructure investments and services supported

9, 46, 47

203-2

Significant indirect economic impacts

102, 160

GRI 204: Procurement Practices
2016

204-1

Proportion of spending on local suppliers102

GRI 205: Anti-corruption 2016

205-1

Operations assessed for risks related to corruption

138

205-2

Communication and training on anti-corruption policies
and procedures

138

GRI 202: Market Presence 2016

GRI 203: Indirect Economic
Impacts 2016

205-3

Confirmed incidents of corruption and actions taken

138

GRI 206: Anti-competitive
Behavior 2016

206-1

Legal actions for anti-competitive behavior, anti-trust,and monopoly practices

137

GRI 207: Tax 2019

207-1

Approach to tax

129, 163

207-2

Tax governance, control, and risk management

129, 163

207-3

Stakeholder engagement and management of concerns
related to tax

129, 163

Part omitted

ReasonExplanation

Financial assistancereceived fromgovernment

This information iscurrently unavailable.

We will improve our information disclosureusing GRI Standards with a view tocompleting this in time for our 2025 ESG
Data Book (to be published in June 2025).

This information iscurrently unavailable.

We will improve our information disclosureusing GRI Standards with a view tocompleting this in time for our 2025 ESG
Data Book (to be published in June 2025).

207-4

Country-by-country reporting-Country-by-country
reporting

301-1

Materials used by weight or volume-

Materials used byweight or volume

This information iscurrently unavailable.

We will improve our information disclosureusing GRI Standards with a view tocompleting this in time for our 2025 ESG
Data Book (to be published in June 2025).

301-2

Recycled input materials used-

Recycled input
materials used

This information iscurrently unavailable.

We will improve our information disclosureusing GRI Standards with a view tocompleting this in time for our 2025 ESG
Data Book (to be published in June 2025).

301-3

Reclaimed products and their packaging materials

26

Environment
GRI 301: Materials 2016

Honda ESG Data Book 2024 168

Contents

1

Editorial Policy

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

GRI Content Index
Topic Standards

Omission

GRI Standard
GRI 302: Energy 2016

GRI 303: Water and Eﬄuents
2018

Disclosure
302-1

Energy consumption within the organization

152

302-2

Energy consumption outside of the organization

152

302-3

Energy intensity

-

302-4

Reduction of energy consumption

18, 19, 152

302-5

Reductions in energy requirements of products andservices18, 19, 20, 21, 22, 23, 152

303-1

Interactions with water as a shared resource

25, 31

303-2

Management of water discharge-related impacts

25, 31

303-3

Water withdrawal

25, 31, 147

303-4

Water discharge

25, 31, 147

303-5

Water consumption

25, 31, 147

304-1

Operational sites owned, leased, managed in, or
adjacent to, protected areas and areas of highbiodiversity value outside protected areas

28, 29, 30, 31

304-2

Significant impacts of activities, products, and services on
biodiversity

28, 29, 30, 31

304-3

Habitats protected or restored

28, 29, 30, 31

304-4

IUCN Red List species and national conservation list
species with habitats in areas aﬀected by operations

28, 29, 30, 31

305-1

Direct (Scope 1) GHG emissions

146, 148, 149, 150

305-2

Energy indirect (Scope 2) GHG emissions

146, 148, 149, 150

305-3

Other indirect (Scope 3) GHG emissions

146, 148, 149

305-4

GHG emissions intensity

19, 21, 146

305-5

Reduction of GHG emissions

146, 148, 149, 150

305-6

Emissions of ozone-depleting substances (ODS)

25

305-7

Nitrogen oxides (NOx), sulfur oxides (SOx), and othersignificant air emissions

151

306-1

Waste generation and significant waste-related impacts

25, 26, 27, 147

306-2Management of significant waste-related impacts

25, 26, 27, 147

306-3

Waste generated

25, 26, 27, 147

GRI 304: Biodiversity 2016

GRI 305: Emissions 2016

GRI 306: Waste 2020

Page number (s) and/or URL (s)Part omitted

Energy intensity

ReasonExplanation

This information iscurrently unavailable.

We will improve our information disclosureusing GRI Standards with a view tocompleting this in time for our 2025 ESG
Data Book (to be published in June 2025).

Honda ESG Data Book 2024 169

Contents

1

Editorial Policy

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

GRI Content Index
Topic Standards

Omission

GRI Standard
GRI 306: Waste 2020

GRI 308: Supplier Environmental
Assessment 2016

Disclosure

Page number (s) and/or URL (s)306-4

Waste diverted from disposal

25, 26, 27, 147

306-5

Waste directed to disposal

25, 26, 27, 147

308-1

New suppliers that were screened using environmental
criteria

101

308-2

Negative environmental impacts in the supply chain andactions taken

100, 103, 104, 105, 106, 107

401-1

New employee hires and employee turnover

155

401-2

Benefits provided to full-time employees that are notprovided to temporary or part-time employees

87, 88

401-3

Parental leave

83, 86, 156

402-1

Minimum notice periods regarding operational changes

89

403-1

Occupational health and safety management system

92

403-2

Hazard identification, risk assessment, and incident
investigation

92, 94403-3

Occupational health services

95, 96, 97

403-4

Worker participation, consultation, and communication
on occupational health and safety

92

403-5

Worker training on occupational health and safety

93, 94403-6

Promotion of worker health95, 96, 97

403-7

Prevention and mitigation of occupational health andsafety impacts directly linked by business relationships

90, 92403-8

Workers covered by an occupational health and safety
management system

92

403-9

Work-related injuries

159
159

Part omitted

ReasonExplanation

SocialGRI 401: Employment 2016

GRI 402: Labor/Management
Relations 2016
GRI 403: Occupational Healthand Safety 2018

GRI 404: Training and Education
2016403-10Work-related ill health404-1

Average hours of training per year per employee

155

404-2

Programs for upgrading employee skills and transition
assistance programs69, 70, 71, 74, 75, 76, 77, 78, 79,
80, 81, 82, 83, 87, 88, 157, 158

404-3

Percentage of employees receiving regular performanceand career development reviews

159

Honda ESG Data Book 2024 170

Contents

1

Editorial Policy

2

Hondaʼs
Sustainability

3

4

Environment

Social5

Governance6

Performance
Data

7

Data

GRI Content Index
Topic Standards

Omission

GRI Standard

Disclosure

Page number (s) and/or URL (s)405-1

Diversity of governance bodies and employees

69, 79, 80, 81, 82, 83, 123, 124,
155, 157, 158, 161

405-2

Ratio of basic salary and remuneration of women to men

156

GRI 406: Non-discrimination 2016406-1

Incidents of discrimination and corrective actions taken

137, 138, 139

GRI 407: Freedom of Association
and Collective
Bargaining 2016

407-1

Operations and suppliers in which the right to freedomof association and collective bargaining may be at risk

73, 101, 105, 106, 107

408-1

Operations and suppliers at significant risk for incidents
of child labor

101, 139

409-1

Operations and suppliers at significant risk for incidents
of forced or compulsory labor

101, 139

410-1

Security personnel trained in human rights policies orprocedures

71, 155

411-1

Incidents of violations involving rights of indigenous
peoples

100, 101, 102, 105, 106, 107

413-1

Operations with local community engagement, impact
assessments, and development programs

7, 8, 116, 117, 118, 119, 120, 121

413-2

Operations with significant actual and potential negative
impacts on local communities

7, 8, 116, 117, 118, 119, 120, 121

414-1

New suppliers that were screened using social criteria

101

414-2

Negative social impacts in the supply chain and actions
taken

101, 105, 106, 107

415-1

Political contributions

9

416-1

Assessment of the health and safety impacts of productand service categories

48

416-2

Incidents of non-compliance concerning the health andsafety impacts of products and services

63

417-1

Requirements for product and service information andlabeling

20

417-2

Incidents of non-compliance concerning product andservice information and labeling

20

417-3

Incidents of non-compliance concerning marketing
communications

137, 138, 139

418-1

Substantiated complaints concerning breaches ofcustomer privacy and losses of customer data

143

GRI 405: Diversity and Equal
Opportunity 2016

GRI 408: Child Labor 2016
GRI 409: Forced or Compulsory
Labor 2016
GRI 410: Security Practices 2016
GRI 411: Rights of Indigenous
Peoples 2016
GRI 413: Local Communities 2016

GRI 414: Supplier Social
Assessment 2016

GRI 415: Public Policy 2016
GRI 416: Customer Health and
Safety 2016

GRI 417: Marketing and Labeling2016

GRI 418: Customer Privacy 2016

Part omitted

ReasonExplanation

Honda ESG Data Book 2024 171

Honda Motor Co., Ltd.
2-1-1 Minami-Aoyama, Minato-ku,
Tokyo 107-8556, Japan
Published in June 2024