Introduction
Striving to Become a Company that Society Wants to Exist
Honda’s Dynamically Growing Business
In fiscal 2004, Honda achieved record unit sales of motorcycles, automobiles, and power equipment, and provided its customers all over the world with as many as 20 million engines in total. We also reached a record high in net sales for the fifth time in five terms.
In addition, we have continuously taken on challenges in new business fields looking toward the future, including research on robot technologies, as represented by the development of ASIMO, and the development of an experimental airplane (HondaJet).
Becoming the World’s No. 1 in the “Value Creation” by Improving Individual Associates’ “Initiative,” “Technology,” and “Quality”
Honda is determined to strengthen the characteristics that make
Honda unique in the development area to give joy and excitement
to customers and to become the world’s No. 1 in “creating
new value.”
In other words, we will further advance our “value creation” to differentiate Honda from other companies and make us a leading company in the world in each area of our business. We will seek to satisfy people all over the world with our products and continue to do so over the next generation.
To this end, we must further strengthen our sites and sources for creation, which means that it is of utmost importance for individual associates of Honda to make decisions and behave themselves by their own initiative. By improving individual associate’s “initiative,” “technical skill,” and job “quality,” we can further drive Honda to increase its “value creation.”
In other words, we will further advance our “value creation” to differentiate Honda from other companies and make us a leading company in the world in each area of our business. We will seek to satisfy people all over the world with our products and continue to do so over the next generation.
To this end, we must further strengthen our sites and sources for creation, which means that it is of utmost importance for individual associates of Honda to make decisions and behave themselves by their own initiative. By improving individual associate’s “initiative,” “technical skill,” and job “quality,” we can further drive Honda to increase its “value creation.”
Honda’s View—Self-Consciousness as a Global Corporate Citizen
I deeply recognize that Honda will become more closely involved
with environmental issues as it expands its business operations.
To turn that expression around, I strongly believe that we will
not be able to expand our business unless we fulfill our environmental
responsibility.
For global environmental problems, in particular, nothing will actually be bettered unless we think and do what we can to give the best global solution to these problems, beyond selfish individualism.
At Honda, we will be aware of our responsibilities as a “global corporate citizen” and get involved with these problems as an interested party with strong ambitions, voluntarily setting high targets for ourselves.
For global environmental problems, in particular, nothing will actually be bettered unless we think and do what we can to give the best global solution to these problems, beyond selfish individualism.
At Honda, we will be aware of our responsibilities as a “global corporate citizen” and get involved with these problems as an interested party with strong ambitions, voluntarily setting high targets for ourselves.
To Become a Company that Society Wants to Exist
We want to advance consistently, which we believe gives Honda
its unique identity. We will continue to take on challenges to
create new value, properly acknowledging the social problems that
undergo many changes over time. We will provide people with joy
and excitement, which will make them value Honda’s existence.
We aim to become a company that people all over the world want to exist.
We aim to become a company that people all over the world want to exist.
