Automotive   |   Suzuki Motor
ANꢀUꢁL REPORT  
016  
2
ꢁꢂꢁꢃꢄ MOTOR CORPORATꢄON  
Contents  
Mission Statement__________________________________________________________ 1  
A Message from the Management ____________________________________________ 2  
New Mid-Term Management Plan SUZUKI NEXT 100_____________________________ 4  
Financial Highlights _________________________________________________________ 6  
Year in Review______________________________________________________________ 7  
Automobiles ____________________________________________________________ 8  
Motorcycles____________________________________________________________ 10  
Marine Products ________________________________________________________ 12  
Others_________________________________________________________________ 13  
Topics ____________________________________________________________________ 14  
Directors, Auditors and Officers _____________________________________________ 17  
Corporate Governance Issues _______________________________________________ 18  
Risks in Operations ________________________________________________________ 26  
The Status of the Corporate Group___________________________________________ 28  
Financial Section __________________________________________________________ 30  
Company Outline __________________________________________________________ 67  
Mission Statement  
.Develop products of superior value by focusing on the customer  
.Establish a refreshing and innovative company through teamwork  
.Strive for individual excellence through continuous improvement  
1
2
3
SUZUKI MOTOR CORPORATION 1  
A Message from the Management  
A Message from the Management  
There are two items to report in advance of the Outline and Result  
of Business.  
For the moment, the Group will prioritize growth investment cen-  
tering on India, while recognizing that capital efficiency and share-  
holders’ return are also important management issues. In light of  
this, the Group will be responding to the capital issue by balancing  
enhancement of shareholders’ equity and dividend payment.  
In the New Mid-Term Management Plan SUZUKI NEXT 100, the  
Company set the consolidated dividend payout ratio of more than  
15% as the shareholder return target in FY2019.  
As for this fiscal year, the Company implemented purchase and  
retirement of treasury stocks. Taking this into consideration, based  
on the net income attributable to owners of the parent excluding  
the gain on sales of the ordinary shares of Volkswagen AG, the  
year-end dividends was the same as the previous fiscal year at  
¥17.00 per share. As a result, the annual dividends including the  
interim dividends was ¥32.00 per share, up by ¥5.00 per share  
from the previous fiscal year.  
The first is regarding the arbitration case with Volkswagen AG raised  
in November 2011, which has been a source of disturbance to our  
shareholders over several years. The contract was annulled through  
the arbitration award of August 2015, and in the following month  
of September, the Company’s stocks were successfully restored.  
Furthermore, in March 2016, the Company canceled some of the  
stocks it repurchased.  
Second, the Company wishes to express its profound apologies for  
the disturbance caused to our shareholders as a result of cases  
of improper activities that were inconsistent with national regula-  
tions with regards to gas emission and fuel consumption testing of  
the Company’s automobiles. The Company will take preventative  
measures to ensure that this will not happen again, and will work  
to ensure thorough compliance and strengthen risk management  
systems in all fields of its business.  
Outstanding issues  
Management results of this fiscal year  
The Group has established the New Mid-Term Management Plan  
SUZUKI NEXT 100 - Strengthening of its management base toward  
the 100th anniversary of foundation and the next 100 years -, a  
five-year plan from 2015.  
The Group will be celebrating its 100th anniversary of foundation  
in 2020. In order for the Group to continuous grow for the next  
100 years, the Group will put efforts into strengthening of man-  
agement base by positioning the next five years as the period to  
stabilize the foundation of management. The Group will tackle as  
Team Suzuki to globally develop manufacturing base and overhaul  
working procedure.  
As for the management environment of the Group for FY2015, eco-  
nomic recoveries of the US, Europe and India are improving, but on  
the other hand, economy of China and ASEAN is remaining stagnant.  
And furthermore, there are concerned situations about the influ-  
ence of normalization of monetary policy in the US, trend of crude  
oil price and others. In Japan, although the economy is recovering  
moderately on the back of various measures introduced by the gov-  
ernment, its outlook is uncertain with the advancement of the ap-  
preciation of the yen since the beginning of 2016 and others.  
Under these circumstances, the consolidated net sales of this fis-  
cal year (April 2015 to March 2016) increased by ¥165.2 billion  
Under the New Mid-Term Management Plan, the Group will unite  
as one to enhance corporate value and aim for sustainable  
growth.  
(
5.5%) to ¥3,180.7 billion compared to the previous fiscal year. The  
Japanese domestic net sales decreased by ¥46.7 billion (4.3%) to  
1,047.9 billion year-on-year owing to the impact of the hike in  
¥
n Basic Policy  
the rate of the light motor vehicle tax and decrease in the OEM  
By returning to the origin of “Develop products of superior value by  
focusing on the customer” as mentioned in the first paragraph of  
the mission statement, the Group will strengthen its business base  
through the action under the New Mid-Term Management Plan.  
Particularly on the quality management, the Group will make the  
customers’ safety and security its top priority, develop and pro-  
duce high-quality products which the customers can use securely,  
and provide after services. In the case where a problem related to  
product quality occurs, the Group will respond sincerely to what the  
customers say, grasp the problem as early as possible, take appro-  
priate measures based on thorough investigation of its cause and  
do its utmost to enable our customers to continue using our prod-  
ucts securely.  
sales. The overseas net sales increased by ¥211.9 billion (11.0%) to  
¥2,132.8 billion year-on-year mainly owing to the increase in the  
sales of automobile in India.  
In terms of the consolidated income, the operating income in-  
creased by ¥15.9 billion (8.9%) to ¥195.3 billion year-on-year mainly  
owing to the increase in the income in India. The ordinary income  
increased by ¥14.8 billion (7.6%) to ¥209.1 billion year-on-year. The  
net income attributable to owners of the parent increased by ¥19.8  
billion (20.4%) to ¥116.7 billion year-on-year.  
Basic policies for profit distribution  
The Group will be celebrating its 100th anniversary of foundation  
in 2020. The Group will put efforts into strengthening of its man-  
agement base, by founding a five-year from 2015 for the Group to  
continuous growth for the next 100 years.  
2
SUZUKI MOTOR CORPORATION  
A Message from the Management  
n Business Strategy  
Automobile Business  
n Mid-Term Management Target  
-
As for the consolidated net sales, the Group will aim to promptly  
exceed its highest-ever marked in FY2007 (¥3,502.4 billion) by  
steadily increasing. By balancing between investments for growth  
and strengthening of its management base, the Group will consis-  
tently promote efforts for enhancing corporate value.  
For the details of Mid-Term Management Target, please refer to  
the next page.  
The Group concentrates on Mini to C, and SUV segment models  
to correspond to the expanding global compact car market.  
For development efficiency, the Group plans to consolidate  
platform and concentrate development of gasoline engine. The  
Group plans to introduce new 20 models globally in five years.  
Concerning regional strategy, the Group will be focusing on Ja-  
pan and Asia centering on India.  
The Group has the motto “Develop products of superior value by  
focusing on the customer” in the first paragraph of its mission  
statement.  
We will continue to strive to manufacture truly valuable products  
appreciated by customers.  
l
Japan – Minicar share of more than 30%,  
Compact car sales of more than 100,000 units  
India – Passenger car share of more than 45%  
l
-
Motorcycle Business  
The Group will strive to eliminate its loss-making structure  
through selection and concentration and develop product that  
clearly defines characteristics of Suzuki. The Group will be fo-  
cusing particularly on the 150cc and up, backbone, and sport  
categories.  
We are committing ourselves to making efforts to promote the  
production of small and subcompact vehicles and the develop-  
ment of environmentally benign products needed by customers,  
with the slogan “Small Cars for a Big Future.”  
We are making efforts to promote the “to be small, less, light,  
short and beautiful” slogan in every field, and we have been work-  
ing for efficient, well-knit, and healthy management.  
We look forward to the continued support and encouragement of  
our stockholders.  
-
Outboard Motor Business  
The Group will make “THE ULTIMATE 4-STROKE OUTBOARD” its  
new brand slogan and aim at creating the world top 4-STROKE  
outboard motors brand by focusing on strengthening sales in  
the US and development of Asian market.  
Representative Director and Chairman  
Representative Director and President (CEO and COO)  
Osamu Suzuki  
Toshihiro Suzuki  
SUZUKI MOTOR CORPORATION 3  
New Mid-Term Management Plan SUZUKI NEXT 100  
New Mid-Term Management Plan SUZUKI NEXT 100  
~
Strengthening of management base toward  
the 100th anniversary of foundation and the next 100 years ~  
Suzuki Motor Corporation has established the New Mid-Term Management Plan SUZUKI NEXT 100, a five-year plan from 2015.  
The Suzuki Group will be celebrating its 100th anniversary of foundation in 2020. In order for the Group to continuously  
grow for the next 100 years, Suzuki will put efforts into strengthening of management base by positioning the next five  
years as the period to stabilize the foundation of management. The Group will tackle as Team Suzuki to globally develop  
manufacturing base and overhaul working procedure.  
Under the New Mid-Term Management Plan, the Group will unite as one to enhance corporate value and aim for sustain-  
able growth.  
Overview of the New Mid-Term Management Plan SUZUKI NEXT 100 is as per below.  
Basic Policy  
By returning to the origin of “Develop products of superior value by focusing on the customer” as mentioned in the first paragraph of the mission  
statement, Suzuki will strengthen its business base.  
Team SUZUKI  
Strengthening of Manufacturing  
Reformation of Business Culture  
Development of Human Resources  
Top Priority on Quality  
Safety and reliance of customers  
is the top priority  
Customer-first  
Proposal-based challenging management  
Development of human resources  
w ho can take action by thinking smarter  
Swiftly correspond to customer’s  
voice  
Making of reliable brand  
Arrangement of environment for  
motivating employees  
Customer-  
focused  
Creative Products  
Globalization  
Establishment of new  
management structure  
Strengthening of global  
management  
Take action with Customer-  
focused mind in all aspects  
in line with the spirit  
of the mission  
Creation of value that exceed  
customer’s expectation  
Offer driving pleasure, fun to  
use, and pride of ownership  
statement  
Engineering, Production  
and Purchasing  
Stable Management Base  
Diversification of Source  
of Profit  
Driving Performance and Fuel Efficiency  
Safety and Reliability  
Enhancement of Corporate  
Value  
Evolution of manufacturing engineering  
Construction of global optimum  
production structure  
Promotion of optimum procurement  
and internal production  
Strengthening of Risk  
Management  
4
SUZUKI MOTOR CORPORATION  
New Mid-Term Management Plan SUZUKI NEXT 100  
Suzuki’s Business Strategy  
1
. Automobile Business  
n Product Strategy  
Efficient Development  
n Regional Strategy  
Centered in Japan and India, Asia is the main region  
l
New development will be consolidated into three new lightweight platform of Mini,  
l
l
l
l
Maintain market and employment by placing  
as the base of development and production  
Constantly introduce mini and compact  
models every year  
Minicar share of more than 30%, compact car  
sales of more than 100,000 units  
Consolidation of  
A, and B  
Passenger Platform  
l
Inter-segment use of common functional parts through modularization  
Concentration of  
Development of  
Gasoline Engine  
Japan  
l
Efficiently develop basic and new technologies by concentrating on 660 to 1,400cc  
l
l
Other than gasoline engine technologies, put efforts into technologies which also  
consider the needs of emerging countries such as AGS, ISG, and infotainment  
Development of human resources and making of long-term base by co-developing  
with Indian engineers  
Strengthen direct sales and expansion of dis-  
tributor base  
Development  
with Global Sight  
l
While still centering on the expanding new buy-  
ers, fulfill products, sales network, and produc-  
tivity to meet increasing substitute demands  
Passenger share of more than 45%  
Global Optimum  
Production  
India  
l
Make Japan, India, Indonesia, Thailand, and Hungary as global production base  
l
l
Model Introduction Plan  
Introduce 20 new models globally in five years  
Develop Indonesia and Thailand as pillars that  
follow Japan and India, to place them as the  
production base for inside and outside ASEAN  
ASEAN  
Europe  
Minicar  
A Segment  
B Segment  
C Segment  
SUV  
Constantly introduce one model every year (five models in five years)  
Expand sales by introducing six models in five years  
l
Brush up advanced technologies and product  
competitiveness through corresponding to fuel  
efficiency restriction, safety technologies, and  
design  
Introduce three models in each segment, a total of nine models in five years  
2. Motorcycle Business  
n Enhancing Earning Strength and Brand Value  
l
Departure from chronic deficits through selection and concentration.  
Development of products which clearly define characteristics of Suzuki (150cc and up, backbone, sport)  
l
Main Category and Product Development  
Marketing Strategy  
l
Main Category  
High quality service  
Improve customer satisfaction  
l
l
l
1
50cc and up Backbone Sport  
Developed Strengthen announcement activities of events, etc.  
(
Shift from low-priced to mid-to high-priced products)  
Countries Strengthen sales of parts and accessories  
Improve profitability  
l
l
l
Return to the origin of basic performances of “Running, Cornering, and Braking”  
Pursue fun-to-ride and easy-to-ride  
Feedback of MotoGP technologies  
Emerging Consolidate production base in ASEAN  
Strengthen business base  
Countries Develop sales network of large displacement model  
Improve profitability  
3. Outboard Motor Business  
Product Strategy  
New Brand Slogan  
THE ULTIMATE  
l
Expand lineup of large four-stroke outboard motors  
l
Introduce more than six models in five years  
Regional Strategy  
4-STROKE OUTBOARD  
Aim for the world’s best four-stroke outboard motor brand  
l
Focus on strengthening sales in the US  
l
Development of Asian market  
Mid-Term Management Target  
As for the consolidated net sales, Suzuki will aim to promptly ex-  
ceed its highest-ever marked in FY2007 (¥3,502.4 billion) by steadily  
increasing.  
Global Sales Units  
FY2015  
FY2016  
Disclosed Value  
650,000  
FY2019  
Result  
Target  
By balancing between investments for growth and strengthening  
of management base, Suzuki will consistently promote efforts for  
enhancing corporate value.  
Japan  
Europe  
Asia  
630,000  
700,000  
210,000  
1,840,000  
180,000  
2,860,000  
60,000  
230,000  
280,000  
2,200,000  
220,000  
3,400,000  
70,000  
1,890,000  
190,000  
Others  
Total  
Mid-Term Management Target Value  
2,960,000  
70,000  
FY2015  
Result  
FY2016  
Disclosed Value  
FY2019  
Target  
Japan  
Europe  
North America  
Asia  
50,000  
50,000  
70,000  
Consolidated Net Sales  
Operating Income Margin  
¥3,180.7 billion  
¥3,100.0 billion  
¥3,700.0 billion  
50,000  
50,000  
60,000  
6.1%  
5.8%  
7.0%  
1,130,000  
220,000  
1,500,000  
1,150,000  
190,000  
1,500,000  
300,000  
2,000,000  
ROE  
9.6%  
8-10%  
Others  
Total  
Shareholder  
Return  
Dividend  
1,500,000  
13.6% (¥32.00 per share)  
more than 15%  
payout ratio  
*
The targets and forward-looking statements mentioned in this document are based on  
currently available information and assumptions, contain risks and uncertainty and do not  
constitute guarantees of future achievement.  
* Please note that the future results may greatly vary by the changes of various factors.  
Those factors, which may influence the future results, include economic conditions and  
the trend of demand in major markets and the fluctuations of foreign exchange rates  
(mainly U.S. dollar/Yen rate, Euro/Yen rate, Indian Rupee/Yen rate).  
R&D expenses  
¥131.0 billion  
¥140.0 billion  
¥200.0 billion  
(¥1,000 billion)  
(
Total capital expenditures for five years)  
*
Foreign exchange rates…¥105/US$, ¥120/Euro, ¥1.60/Indian Rupee, ¥0.80/100 Indonesian Rupiah, ¥3.00/Thai  
Baht.  
SUZUKI MOTOR CORPORATION 5  
Financial Highlights  
Financial Highlights  
Thousands of US  
dollars (except per  
share amounts)  
Millions of yen  
except per share amounts)  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
Years ended 31 March, 2016 and 2015  
(
2016  
2015  
2016  
Net sales.................................................................................  
¥3,180,659  
116,660  
¥3,015,461  
96,862  
$28,227,361  
1,035,323  
Net income attributable to owners of the parent...................  
Net income per share:  
Primary ................................................................................  
Fully diluted.........................................................................  
Cash dividends per share......................................................  
Net assets...............................................................................  
Total current assets.................................................................  
Total assets .............................................................................  
Depreciation and amortization...............................................  
234.98  
234.92  
172.67  
172.63  
2.09  
2.09  
32.00  
27.00  
0.28  
1,187,703  
1,632,630  
2,702,008  
168,315  
1,701,390  
2,008,729  
3,252,800  
134,377  
10,540,496  
14,489,091  
23,979,484  
1,493,749  
Note: Yen amounts are translated into US dollars, for convenience only, at ¥112.68=US$1, the prevailing exchange rate on  
1 March, 2016.  
3
Net Sales  
Years ended 31 March (Millions of yen)  
Net Income Attributable to  
Owners of the Parent  
Net Income Per Share  
Years ended 31 March (yen)  
Years ended 31 March (Millions of yen)  
2
34.98  
1
16,660  
1
07,484  
191.60  
1
72.67  
9
6,862  
3
,180,659  
3
,938,314  
,015,461  
2
1
43.31  
8
0,389  
2
,512,186  
,578,317  
2
5
3,887  
96.06  
2012  
2013  
2014  
2015  
2016  
2012  
2013  
2014  
2015  
2016  
2012  
2013  
2014  
2015  
2016  
6
SUZUKI MOTOR CORPORATION  
Year in Review  
Year in Review  
n Production  
Overseas  
Japan  
Automobile Production  
Years ended 31 March  
(Thousand units)  
Total  
2
2
012  
013  
1,782  
1,834  
1,859  
1,020  
1,044  
998  
2,802  
2,878  
2,857  
2
2
2
014  
015  
016  
1,988  
2,090  
1,055  
3,043  
2,951  
861  
Overseas  
Japan  
Motorcycle Production  
Years ended 31 March  
(Thousand units)  
ATV included)  
(
Total  
2
2
012  
013  
2,400  
2,100  
1,852  
174 2,574  
169 2,269  
180 2,033  
154 1,799  
2
2
2
014  
015  
016  
1,645  
1,356  
122 1,479  
n 2016 Net Sales  
2
016 Net Sales By Products  
2016 Net Sales By Market  
(Year ended 31 March, 2016 Millions of yen)  
(
Year ended 31 March, 2016 Millions of yen)  
Marine & Power  
Products, etc.  
Others  
266,329  
8.4%  
68,253  
2.1%  
North  
Motorcycle  
Europe  
404,722  
12.7%  
America  
Japan  
1,047,883  
32.9%  
233,889  
6
7,002  
.1%  
7.4%  
2
Asia  
1,394,720  
43.9%  
Automobile  
2
,878,515  
90.5%  
SUZUKI MOTOR CORPORATION 7  
Year in Review  
Automobiles  
Suzuki’s Worldwide Manufacturing and Sales  
Total overseas automobile production for FY2015 increased by 5.2% year-on-year to 2,090,000 units. Worldwide production, including Japan,  
decreased by 3.0% year-on-year to 2,951,000 units.  
Sales of automobiles in overseas market increased by 5.7% year-on-year to 2,231,000 units, while total global sales, including Japan, de-  
creased by 0.2% year-on-year to 2,861,000 units.  
Operating Results by Segment  
In the automobile business, the operating income increased by ¥20.8 billion (12.1%) to ¥192.6 billion year-on-year mainly owing to the in-  
crease in the income in India.  
The Japanese Market  
1. Overview of the Japanese Automobile Market  
Total domestic automobile sales volume in FY2015 declined by 7% year-on-year to 4,938,000 units. It fell year-on-year for the second fiscal  
year in a row, and dipped below five million units for the first time in four fiscal years. Sales of registered vehicles were flat on the year at  
3,124,000 units. Sales of minivehicles fell largely by 17% year-on-year to 1,813,000 units owing mainly to the impact of hike in light motor  
vehicle tax from April 2015.  
2. Suzuki Sales  
Suzuki’s domestic automobile sales in FY2015 fell year-on-year in volume  
terms for the first time in five fiscal years. They declined by 17% year-on-year  
to 630,000 units. Suzuki’s sales of minivehicles fell largely by 19% year-on-  
year to 549,000 units. Suzuki’s sales of registered vehicles rose year-on-year  
for the first time in three fiscal years. They grew by 6% year-on-year to 81,000  
units. The key driver of that growth were comprehensively enhanced SOLIO  
launched in August and the newly-introduced ESCUDO and IGNIS.  
ALTO Lapin  
3. Suzuki Topics in FY2015  
In June 2015, Suzuki launched a comprehensively enhanced version of the  
ALTO Lapin minicar.  
In August 2015, Suzuki launched comprehensively enhanced versions of  
SOLIO and SOLIO Bandit compact cars.  
SOLIO  
In October 2015, Suzuki launched the ESCUDO compact SUV. The Company  
is having the ESCUDO built by its Hungarian subsidiary, Magyar Suzuki, and is  
importing it into Japan.  
In November and December 2015, ALTO and ALTO Lapin minicars won the  
2016 RJC Car of the Year and the 2015-2016 Car of the Year Japan Small Mo-  
bility Award.  
In December 2015, Suzuki expanded the ALTO range by adding the perfor-  
mance-enhanced ALTO Works.  
In February 2016, Suzuki launched the IGNIS, a new-genre mini crossover of  
compact car and SUV.  
ESCUDO  
In March 2016, Suzuki launched the all-new hatchback BALENO. The Com-  
pany is having the BALENO built by its Indian subsidiary, Maruti Suzuki India,  
and is importing it into Japan.  
BALENO  
8
SUZUKI MOTOR CORPORATION  
Year in Review  
Overseas Markets  
1. Overview of Suzuki’s Main Overseas Automobile Markets  
Sales of automobiles (passenger cars and multi-utility vehicles) in India grew in FY2015 by 7% year-on-year to 2,789,000 units owing to the  
economic recovery. Sales of passenger cars in Europe also grew by 3% year-on-year to 17,015,000 units, as well as in China by 5% year-on-  
year to 24,931,000 units. Sales in the five key ASEAN countries (Indonesia, Thailand, Vietnam, the Philippines, and Malaysia) fell by 3% year-  
on-year to 3,009,000 units owing to the continuing economic slump. The future outlook is unclear, with negative factors such as the worry-  
ing trend in crude oil price and the appreciating yen since the beginning of 2016.  
2. Suzuki Sales  
Suzuki’s overseas automobile sales volume in FY2015 grew by 6% year-on-year to 2,231,000 units. Suzuki’s sales in India rose by 12% year-  
on-year to a record-high 1,305,000 units owing to strong demand for models including the BALENO and VITARA BREZZA. Suzuki’s sales in  
Europe grew by 6% year-on-year to 207,000 units owing to strong demand for models including the VITARA. Suzuki’s sales in China fell by  
26% year-on-year to 186,000 units, and sales in Indonesia by 19% year-on-year to 120,000 units.  
3. Suzuki Topics in FY2015  
In May 2015, cumulative production units of the Indian subsidiar
Also in May 2015, Suzuki held an opening ceremony for the new
Suzuki Indomobil Motor.  
In June 2015, Suzuki agreed to form collaboration with Proton
Malaysia.  
Also in June 2015, production of CIAZ began at a Thai subsidia
Suzuki Motor (Thailand), and it was launched in July.  
In July 2015, production and sales of ERTIGA began at a Myanm
subsidiary Suzuki Myanmar Motor.  
Also in July 2015, new sales channel NEXA was established in I
dia, and S-CROSS was launched.  
In October 2015, Suzuki began a series of launches for the BAL
VITARA BREZZ
SUZUKI MOTOR CORPORATION 9  
Year in Review  
Motorcycles  
Suzuki’s Worldwide Manufacturing and Sales  
Total overseas motorcycle production (including ATVs) in FY2015 decreased by  
7.5% year-on-year to 1,356,000 units. Worldwide production, including production  
1
in Japan, also decreased by 17.8% year-on-year to 1,479,000 units.  
Sales of motorcycles (including ATVs) in overseas market decreased by 15.4% year-  
on-year to 1,435,000 units, while total global sales, including Japan, also decreased  
by 15.2% year-on-year to 1,496,000 units.  
Operating Results by Segment  
VITARA  
In the motorcycle business, the operating loss of ¥0.7 billion in the previous fiscal  
year became an operating loss of ¥10.2 billion partly owing to the quality-related  
expenses.  
Let’s Basket  
The Japanese Market  
1. Overview of Japanese Motorcycle Market  
The total domestic motorcycle sales (factory shipments) of the four Japanese manu-  
facturers in FY2015 fell by 7% year-on-year to 365,000 units. Sales of models with en-  
3
gine displacements of 126cm and higher were down 1% year-on-year at 84,000 units.  
3
Sales of models with engine displacements up to 125cm were down 8% year-on-year  
at 281,000 units.  
2. Suzuki Sales  
Suzuki’s domestic sales (factory shipments) of models with engine displacements of  
1
3
26cm and higher fell by 24% year-on-year to 8,000 units. Although their sales were  
Address 110  
led by the new GSX-S1000 ABS and GSX-S1000F ABS, they remained at that level owing  
to the adjustment in inventory. The Company’s sales of models with engine displace-  
3
ments up to 125cm fell by 10% year-on-year to 50,000 units. Although their sales  
were led by the new Address 110, they remained at that level owing to the adjustment  
3
in inventory of models with engine displacement of up to 50cm . Overall, Suzuki re-  
corded a 12% year-on-year drop in sales (factory shipments) to 58,000 units.  
3
. Suzuki Topics in FY2015  
3
In April 2015, Suzuki launched 50cm scooters Let’s Basket and Address V50, which  
3
are based on the Let’s, a 50cm scooter that’s light, fuel-efficient, and user-friendly.  
Let’s Basket offers large-sized front basket and front inner pocket, while Address V50  
offers sporty styling.  
GSX-S1000 ABS  
In July 2015, Suzuki launched the GSX-S1000 ABS and GSX-S1000F ABS. They of-  
fer uplifting feeling when accelerating, which can be enjoyed in city and on winding  
road.  
TeamSUZUKI’s Yohei KOJIMA became the champion of the 2015 All Japan Motocross  
Championship in the top IA1 class. Suzuki achieved a 1-2 finish as his teammate Yo-  
shitaka ATSUTA finished second overall.  
Hayabusa  
1
0 SUZUKI MOTOR CORPORATION  
Year in Review  
Overseas Markets  
1. Overview of Suzuki’s Main Overseas Motorcycle Markets  
Sales of motorcycles in Europe in FY2015 grew by 11% year-on-year to  
50,000 units. Sales of motorcycles (including ATVs) in North America were  
9
flat on the year at 826,000 units. Sales in the six key ASEAN countries (Indo-  
nesia, Thailand, Vietnam, the Philippines, Malaysia, and Cambodia) declined by  
7% year-on-year to 12,466,000 units. Sales in China also fell by 16% year-on-  
year to 8,663,000 units. Sales in India grew by 3% year-on-year to 16,456,000  
units.  
2. Suzuki Sales  
SV650 ABS  
Suzuki’s overseas motorcycle sales in FY2015 declined by 15% year-on-year  
to 1,435,000 units. Sales in Europe grew by 7% year-on-year to 48,000 units.  
Sales in North America also grew by 6% year-on-year to 46,000 units. Sales in  
the six key ASEAN countries fell by 30% year-on-year to 304,000 units owing  
mainly to a drop in sales in Indonesia. Sales in China also fell by 20% year-  
on-year to 453,000 units. Sales in India fell by 8% year-on-year to 313,000  
units.  
3. Suzuki Topics in FY2015  
GIXXER SF, a fully faired sportbike launched in India in April 2015, received  
bike of the year awards from various magazines for its performance and  
design.  
RM-Z250  
In November 2015, Suzuki unveiled the new road sportbike SV650 and the  
GSX-R1000 concept model at the Milan Show held in Italy.  
Suzuki Endurance Racing Team, an endurance team of a subsidiary Suzuki  
France that participates with the supersport bike GSX-R1000, achieved its  
14th title (of which 11 titles won by the GSX-R1000) of the World Endur-  
ance Championship for the first time in two years.  
Suzuki returned to the world’s top  
motorcycle racing series MotoGP  
and achieved sixth places in three  
races. Team SUZUKI ECSTAR’s rider  
Maverick VIÑALES won the Rookie of  
the Year title.  
ACCESS 125  
Milan Show  
World Endurance Championship  
MotoGP  
GIXXER SF  
SUZUKI MOTOR CORPORATION 11  
Year in Review  
Marine Products  
Operating Results by Segment  
In the marine and power products, etc. business, the net sales  
increased by ¥5.3 billion (8.3%) to ¥68.3 billion year-on-year mainly  
owing to the increase in the sales of outboard motors in the US.  
The operating income increased by ¥4.6 billion (55.8%) to ¥12.9 billion  
year-on-year.  
Overview of Marine Products  
Suzuki’s domestic outboard motor sales in FY2015 fell by 5% year-on-  
year in volume terms and by 1% year-on-year in net terms.  
Suzuki’s export sales surged by 3% year-on-year in volume terms and  
by 21% year-on-year in net terms. Sales in the United States made a  
significant contribution. They were strong owing partly to foreign-ex-  
change effects and partly to a shift in demand toward larger models.  
Suzuki’s four-stroke outboard motors range from the DF2 (the lowest-  
power model, which delivers 1.49kW/2PS) to the DF300 (the highest-  
power model, which delivers 220.7kW/300PS). The Company produces  
small models in Thailand and larger models at the Toyokawa Plant in  
Japan.  
Suzuki Topic in FY2015  
The year 2015 marked 50 years of Suzuki outboard motors. Since  
FY2014, the Company had been celebrating this milestone with  
various activities, and in FY2015, the Company wrapped up its  
5
0th anniversary year by holding events such as global clean-  
up activities and fishing contest at Lake Hamana. Through these  
events, Suzuki’s outboard motor brand images were enhanced.  
In the New Mid-Term Management Plan SUZUKI NEXT 100, the  
Company set an aim at creating the world top 4-STROKE outboard  
motors brand by making “THE ULTIMATE 4-STROKE OUTBOARD” its  
new brand slogan. The Company will focus on strengthening sales  
in the United States and development of Asian market.  
DF300AP  
2 SUZUKI MOTOR CORPORATION  
DF200AP  
DF6A  
1
Year in Review  
Others  
Environmental Initiatives  
As a manufacturer of automobiles, motorcycles, outboard motors, and other items,  
Suzuki acts in consideration of the environment at all product stages from develop-  
ment to disposal.  
In product development, our environmental initiatives include improving fuel econ-  
omy, reducing exhaust emissions, developing clean-energy vehicles, and reducing  
noise. In manufacturing, our efforts include reducing environmental risk, reducing  
energy requirements, and promoting the use of alternative energy sources. In dis-  
tribution, we focus on improving the operational efficiency and energy efficiency of  
transportation and on promoting the three Rs (reducing, reusing, and recycling). In  
marketing, we promote environmental management among our dealers and strive to  
ensure proper disposal of end-of-life products.  
SUZUKI ENVIRONMENTAL & SOCIAL REPORT 2015  
We also pursue environmental initiatives that are not directly related to our products. For  
instance, we promote energy savings and green purchasing in our offices, give our work-  
ers environmental education, and support social action programs in local communities.  
Suzuki Topics in FY2015  
Suzuki published “Suzuki Environmental and Social Report 2015”. The Company has pub-  
lished a report about its environmental initiatives every year since FY1999.  
SOLIO HYBRID MZ  
SOLIO Bandit HYBRID MZ  
In August 2015, Suzuki launched comprehensively enhanced versions of SOLIO and SO-  
LIO Bandit compact cars. Fuel efficiency of a newly-developed K12C DUALJET engine is  
enhanced while increasing torque in the low speed range. In addition to installing a mild  
1
2
hybrid system* , comprehensive weight savings of 100kg* lighter than its predecessor  
3
4
realize fuel economy of 27.8km/L* (the best of its class in Japan)* .  
Suzuki Makinohara Solar Power Plant, a solar power facility with a maximum capacity of  
20MW (megawatt) which was being constructed at the Nakazato Industrial Park located  
in Makinohara, Shizuoka, started making test operation from October 2015.  
In January 2016, Suzuki’s Sagara Plant received the “ANRE (Agency for Natural Resources  
and Energy) Director-General's Award (co-implementation field)” in the “FY2015 Energy  
Conservation Grand Prize <Energy Conservation Case Example Category>”.  
Since FY1990, Energy Conservation Grand Prize (organized by the Energy Conservation  
Center, Japan) has been awarding products that excel in energy and electricity conser-  
vation, or business operators that have developed business models with high ramifica-  
tion for energy conservation. Energy Conservation Case Example Category was intro-  
duced in FY2011, awarding business operators that have made progress by promoting  
electricity conservation and activities that excel in energy conservation of corporations,  
plants, offices, etc.  
Suzuki Makinohara Solar Power Plant  
Upper die  
Heating section  
Lower die  
Infra-red heater  
Gas burner  
Exhaust  
By co-developing an infra-red die heater with Chubu Electric Power and Metro Denki  
Kogyo, and introducing it to the engine parts foundry process of the Sagara Plant, Suzuki  
made efforts to shorten heating time and reduce energy consumption, as well as con-  
serve labor and enhance safety and productivity of work.  
Air pressure  
Aluminium holding  
furnace  
Infra-red die heater  
*
*
*
1 G variant is not installed with mild hybrid system.  
2 Comparison between the new SOLIO HYBRID MX two-wheel drive variant and the conventional SOLIO X-DJE two-wheel drive variant.  
3 Measured in the JC08 test cycle using SOLIO HYBRID MX and HYBRID MZ grades and SOLIO Bandit HYBRID MV grade (each with two-wheel drive). Verified by Japan’s Minis-  
try of Land, Infrastructure, Transport and Tourism.  
*4 Based on Suzuki research in August 2015 on compact height wagon (two-row, five-seater with engine displacement of 1.5L or less and overall heights of 1,550mm or more).  
Suzuki’s cooperation with other automobile manufacturers  
Suzuki has been cooperating with other automobile manufacturers both in and outside Japan.  
Suzuki and Nissan have been supplying each other with vehicles in Japan on an original-equipment-manufacturer (OEM) basis since 2002.  
To Mazda, Suzuki has been supplying vehicles in Japan since 1989, and has been supplying vehicles in Indonesia since 2013. Suzuki has  
been also making vehicles’ OEM supply to Mitsubishi in Japan since 2011.  
From Fiat, Suzuki has been sourcing its diesel engines for vehicles sold mainly in Europe since 2003. In India, Suzuki has been producing  
diesel engines at its own factories since 2006 using technologies acquired from Fiat.  
3
Since 2013, Suzuki has been supplying a British manufacturer, Caterham with 660cm engines and some drive-train components designed  
for minivehicles for the installation on its sport cars. The car is sold also in Japan as a British-made minivehicle.  
Suzuki continues pursuing opportunities and areas of cooperation with other manufacturers where effective use of companies’ business re-  
sources and mutual benefit can be expected.  
SUZUKI MOTOR CORPORATION 13  
Topics  
Topics  
May 2015  
August 2015  
Indian car subsidiary rolls out its 15 millionth vehicle  
Suzuki Education and Culture Foundation selects  
scholarship students for FY2015  
Maruti Suzuki India Limited (Maruti Suzuki), our Indian subsidiary, has  
achieved 15 million accumulated units 31 years and five months after  
starting production in December 1983 with the MARUTI 800, a model  
based on the Japanese ALTO minicar. This comes only four years and two  
months after the company reached 10 million accumulated production  
units in March 2011.  
The Suzuki Education and Culture Foundation offers non-repayable scholar-  
ships to high school students in Shizuoka prefecture, or university students  
who graduated from high school in Shizuoka prefecture, who are unable to  
focus on their studies for financial reasons.  
In FY2015, the 15th year of this scholarship, the Foundation supported 68  
students in all, 55 at high  
Maruti Suzuki is currently constructing a new manufacturing facility in  
Gujarat to add to its existing Gurgaon and  
school and 13 at university.  
Manesar manufacturing plants in  
This takes the number of recip-  
Haryana State. This will increase  
ients since the scholarship was  
the company’s annual maximum  
established in 2000 to com-  
production capacity in India to  
memorate the 80th anniversary  
1.75 million units.  
of the foundation of Suzuki  
Motor Corporation to 272.  
The SWIFT Dzire was the 15 millionth unit  
New automobile plant completed in Indonesia  
Maruti Suzuki launches S-CROSS under new sales  
channel NEXA  
PT. Suzuki Indomobil Motor, a subsidiary of ours in Indonesia, has completed  
construction of its new automobile assembly plant (Cikarang Plant) within  
the Greenland International Industrial Center (GIIC) located in Bekasi Re-  
gency, east of Jakarta. The Cikarang Plant started assembling engines and  
transmissions in February 2014 and, upon completion of the automobile as-  
sembly plant, began producing the ERTIGA compact car in January 2015.  
In the Indonesian market, where an LCGC (Low Cost Green Car) policy is be-  
ing promoted, Suzuki Motor Corporation produces the 5-seater WAGON R,  
which is compatible with this policy, as Japanese minicar production tech-  
nology is utilized overseas.  
Maruti Suzuki, has launched a  
new sales channel NEXA aimed  
at premium users, through  
which it has begun selling the  
S-CROSS, the first premium  
crossover model in India.  
Following on from the S-  
CROSS, NEXA is launching  
the hatchback BALENO in  
The company is also carrying  
out the knockdown export of  
Ceremony for launching S-CROSS  
October.  
NEXA opened 100 dealerships  
within FY2015 and plans to  
increase this number in future.  
the WAGON R from Indonesia to  
Pakistan.  
Tape cutting at the plant opening  
Image of new sales channel NEXA  
June 2015  
New structure and New Mid-Term Management  
Plan announced  
Compact passenger cars SOLIO and SOLIO Bandit  
launched  
Suzuki Motor Corporation established its new executive structure on 30  
June with Toshihiro Suzuki as the new President and COO, and at the same  
time announced the New Mid-Term Management Plan SUZUKI NEXT 100, a  
five-year plan from 2015. The Suzuki Group will be celebrating the 100th  
anniversary of its foundation in 2020. To continue growing for another 100  
years, the Group will, as Team Suzuki, develop its manufacturing base and  
overhaul working procedures globally, and make efforts to strengthen its  
management base with the next five years as a period of stabilization. Under  
the New Mid-Term Management  
Suzuki Motor Corporation’s compact passenger cars SOLIO and SOLIO  
Bandit models have been fully remodelled with features such as a large  
interior space packaged in a compact body ideal for getting around town,  
convenient sliding rear doors, and superb fuel economy performance.  
The first time a newly developed lightweight, high-rigidity platform has  
been adopted in a compact passenger car. Installing the new 1.2 Dualjet  
engine (K12C) and mild hybrid system and carrying out strict weight saving  
has realized excellent fuel efficiency and dynamic driving.  
Plan, the Group will unite as one  
to enhance its corporate value  
and aim for sustainable growth.  
1
4 SUZUKI MOTOR CORPORATION  
Topics  
Arbitration award for termination of business and  
capital alliance with Volkswagen AG  
November 2015  
ALTO passenger car series wins RJC Car of the Year  
award and Car of the Year Japan - Small Mobility award  
Suzuki Motor Corporation filed a request at the International Court of Arbi-  
tration of the International Chamber of Commerce for Volkswagen AG (VW)  
to terminate their business and capital alliance. The Tribunal found that the  
Framework Agreement was validly terminated by Suzuki’s notice of termi-  
nation dated 18 November, 2011, such termination being effective from  
on 18 May, 2012. The Tribunal also upheld Suzuki's claim regarding VW’s  
disposal of its shares in Suzuki and ordered VW to divest forthwith those  
shares to Suzuki, or a third party designated by Suzuki, using a method  
that is reasonably determined by Suzuki. As a result, Suzuki completed  
the buying back of its shares on 17 September, 2015, and the sale of VW  
shares held by Suzuki was also completed on 25 September.  
Regarding deliberations  
The ALTO and ALTO Lapin minicars have won the 2016 RJC Car of the Year  
Award, and the ALTO, ALTO Turbo RS and ALTO Lapin the Small Mobility cat-  
egory of the 2015-2016 Car of the Year Japan awards. This is the first RJC  
Car of the Year Award for the ALTO, which has a 36-year history since its  
first launch in 1979, and the second win in succession for Suzuki following  
the success of the HUSTLER last year.  
The ALTO Lapin has also received the Grand Prix at the Auto Color Awards  
2015-2016.  
on Suzuki’s breaches  
of agreement, a settle-  
ment was reached in  
February 2016, bringing  
all arbitration proceed-  
ings to a close.  
September 2015  
ALTO Series design & development team  
Suzuki wins 2015 FIM Endurance World Championship  
Suzuki Endurance Racing Team (SERT), the motorcycle racing team of Suzuki  
Motor Corporation’s French subsidiary Suzuki France S.A.S., has won the FIM  
January 2016  
(
Federation of International Motorcycling) Endurance World Championship  
AGS wins Chairman’s Prize at the 13th New JSPMI Prizes  
for the first time in two years and the 14th time overall.  
The Endurance World Championship is an annual competition for commer-  
cially available motorcycles and consists of four races a year.  
The races demand overall  
strength from the motorcycles  
including driving performance  
and durability, and Suzuki  
takes part with its GSX-R1000  
Supersport model.  
Suzuki Motor Corporation’s Auto Gear Shift (AGS) transmission has received  
the Chairman’s Prize from the Japan Society for the Promotion of Machine  
Industry (JSPMI) for the “development of AMT (Automated Manual Transmis-  
sion) with enhanced drivability and user-friendliness”.  
AMT is a new kind of transmission combining th
merits of both manual and automatic transmis-  
sions. Suzuki has developed one called Auto  
Gear Shift (AGS), which is installed widely in  
the company’s overseas models and Japanese  
minicars. AGS continues to evolve to provide  
SERT’s GSX-R1000  
ever greater ease of use, such as a 2-speed  
starting mode fitted in the 5AGS cars CARRY  
October 2015  
and EVERY.  
AGS developed by Suzuki  
Exhibited at the 44th Tokyo Motor Show 2015  
Sagara Plant Receives the FY2015 Energy Conservation  
Grand Prize, Energy Conservation Category  
Suzuki Motor Corporation’s Sagara Plant has received the Agency for Natural  
Resources and Energy (ANRE) Director-General’s Award (co-implementation  
field) in the Energy Conservation Category of the 2015 Energy Conservation  
Grand prize (organized by the Energy Conservation Center).  
At the 44th Tokyo Motor Show, organized by the Japan Automobile Manu-  
facturers Association, Inc. (JAMA), Suzuki Motor Corporation showed many  
reference exhibits such as the MIGHTY DECK, which offers new kinds of fun  
in the minicar segment, the AIR TRISER embodying the concept of a private  
lounge, and the HUSTLER SCOOT, which increases the ways in which people  
can enjoy riding on two wheels.  
The ANRE Director-General's Award (co-implementation field) was given to  
Suzuki, Chubu Electric Power, and Metro Denki Kogyo for installing their co-  
developed infra-red die heater into  
Suzuki’s booth this time exhibited innovative ideas and cutting-edge tech-  
nologies too, giving a feel for the potential of mobility in the future. Visitors’  
sense of antici-  
Upper die  
the engine parts foundry process  
pation was also  
of the Sagara Plant. Their efforts  
in significantly shortening heating  
time and reducing energy con-  
sumption, while enhancing labor-  
saving, work safety and productiv-  
ity in the workplace, were highly  
acclaimed.  
heightened by  
displays of the IG-  
NIS (on sale from  
February 2016)  
Heating section  
Lower die  
and ALTO Works  
Aluminium holding  
furnace  
(on sale from De-  
cember 2015).  
Infra-red die heater  
SUZUKI MOTOR CORPORATION 15  
Topics  
January 2016  
February 2016  
New mini crossover IGNIS launched  
Suzuki Foundation selects 29 research initiatives to fund  
in FY2015  
Founded in March 1980 to commemorate the 60th anniversary of the foun-  
dation of Suzuki Motor Corporation, the Suzuki Foundation provided finan-  
cial assistance in FY2015 to 29 research initiatives totalling ¥68.03 million in  
the form of scientific technology research assistance and proposed subject  
research assistance.  
The IGNIS is a new-genre mini crossover based on the concept of a “func-  
tional and stylish mini crossover”, which is convenient for daily use while  
also broadening the scope of outdoor and other possible leisure pursuits at  
weekends.  
All variants are installed with a mild hybrid system and 1.2 Dualjet engine  
(K12C), realizing excellent fuel efficiency and dynamic driving. The IGNIS is  
also planned to be distributed to Europe and other overseas markets as a  
new-genre mini crossover born in Japan.  
This was the Foundation’s 36th round of financial assistance since its  
launch, which has included research funding for universities and research  
institutes nationwide and grants for accepting overseas researchers. The  
Foundation has now supported 1,441 scientific research projects with finan-  
cial assistance worth a total of ¥1,618.89 million.  
Presentation ceremony  
New outboard motors DF4A/5A/6A released  
Suzuki Motor Corporation has unveiled its new outboard motors  
DF4A/5A/6A at the 47th International Boat Show in Düsseldorf, Ger-  
many.  
These motors have been made more compact and lightweight and re-  
shaped to enhance their portability and user-friendliness as outboard  
motors for small boats. Reducing the size of the previous motors has  
realized a 1kg weight reduction, while the carrying handle has been  
made rounder and easier to hold and another grip added at the front.  
The motors are produced at a Thai subsidiary, Thai Suzuki Motor Co.,  
Ltd., and will be marketed worldwide including in Europe and Japan.  
March 2016  
Launch of new compact passenger car BALENO, produced  
by Indian subsidiary Maruti Suzuki  
The new BALENO model is produced by Indian subsidiary Maruti Suzuki and  
imported to Japan by Suzuki. Sold through the new sales channel NEXA  
in India since October 2015, the BALENO has been highly acclaimed. The  
launch event in Tokyo in March 2016 was also attended by His Excellency,  
Sujan R. Chinoy, Indian Ambassador to Japan.  
Roomy interior and ample luggage space are packaged in a flowing and el-  
egant styling. Two models are available, one fitted with a 1.0L turbo engine  
and the other with a 1.2L DUALJET naturally aspirated engine.  
After Japan, the new BALENO is planned to be distributed as a global com-  
pact car to Europe and other markets worldwide.  
Suzuki booth at boat show  
Sujan Chinoy, Indian Ambassador to Japan, in the center at launch event  
1
6 SUZUKI MOTOR CORPORATION  
Directors, Auditors and Officers  
Directors, Auditors and Officers (as of 1 July, 2016)  
Representative Directors]  
Representative  
Director and  
Chairman  
[
Osamu Suzuki  
Representative  
Director and  
Vice Chairman  
Yasuhito Harayama  
Supporting Chairman  
Representative  
Director and  
President (CEO & COO)  
Toshihiro Suzuki  
[Directors]  
Takashi Iwatsuki  
Masahiko Nagao  
Hiroaki Matsuura  
Executive General Manager, Global Business Administration & Planning  
Executive General Manager, Corporate Planning Office  
Director and  
Managing  
Officer  
Executive General Manager, Manufacturing Engineering  
Director  
Outside Director)  
Masakazu Iguchi  
Sakutaro Tanino  
(
*
Masakazu Iguchi and Sakutaro Tanino are the outside directors as stipulated in Article 2, Item 15 of Companies Act of Japan.  
[
Audit & Supervisory Board Members]  
Kunio Nakamura  
Eiji Mochizuki  
Audit & Supervisory  
Board Member  
Yasuhiro Yamazaki  
Audit & Supervisory  
Board Member  
Norio Tanaka  
(Outside)  
Nobuyuki Araki  
*
Norio Tanaka, Yasuhiro Yamazaki and Nobuyuki Araki are the outside audit & supervisory board members as stipulated in Article 2, Item 16 of Companies Act of Japan.  
[
Senior Managing Officers]  
Executive General Manager, India / Africa Automobile Operations / Managing Director and CEO,  
Maruti Suzuki India Ltd.  
Executive General Manager, Global IT  
Senior Managing  
Kenichi Ayukawa  
Officer  
Ichizo Aoyama  
[
Managing Officers]  
Deputy Executive General Manager, Automobile Engineering /  
Joint Managing Director, Maruti Suzuki India Ltd.  
Toshiaki Hasuike  
Kazuo Hakamata  
Masato Kasai  
Izumi Oishi  
Indonesia and Thai Automobile Division. (Based in S.I.M.)  
Executive General Manager, Automobile Engineering  
Executive General Manager, Manufacturing  
Executive General Manager, Finance / Managing Officer, Finance Dept. / Managing Officer, Affiliates  
Accounting Dept.  
Taisuke Toyoda  
Division General Manager, Pakistan Automobile Division / Managing Director, Pak Suzuki Motor Co., Ltd.  
Hirofumi Nagao  
Keiichi Asai  
(Pakistan)  
President, Chongqing Changan Suzuki Automobile Co., Ltd. (China)  
Division General Manager, Indonesia and Thai Automobile Division / President, PT. Suzuki Indomobil Motor  
(Indonesia)  
Managing Officer  
Shuji Oishi  
Kazuki Yamaguchi  
President, Suzuki Motor Sales Kinki Inc.  
Shigeyuki Yamamura Executive General Manager, Administration / Managing Officer, Human Resources Dept.  
Toshiaki Suzuki  
Executive General Manager, Domestic Marketing I, Domestic Marketing  
Deputy Executive General Manager, Manufacturing (Production Quality Assurance & Overseas  
Manufacturing)  
Hidenori Yamashita  
Kinji Saito  
Executive General Manager, Global Automobile Operations  
Executive General Manager, Customer Quality Assurance  
Executive General Manager, Domestic Marketing II, Domestic Marketing  
Executive General Manager, Purchasing  
Ichiro Onishi  
Keiji Miyamoto  
Kazuhiko Ayabe  
SUZUKI MOTOR CORPORATION 17  
Corporate Governance Issues  
Corporate Governance Issues  
1
. Basic policy on corporate governance  
Through fair and efficient corporate activities, the Company always intends to be trusted by all our stakeholders including sharehold-  
ers, customers, partner companies, local communities and employees, and to be a continuously growing company, while making a  
further contribution to the international community. In order to realize that intention, the Company considers that the enhancement  
of the corporate governance is one of the most important issues for proper corporate management and is aggressively taking various  
kinds of measures.  
Also, in order to be trusted further by society and stakeholders, we disclose information quickly in fair and accurate manner pre-  
scribed in laws and regulations and actively disclose information that we think is beneficial to understand the Company. We will fur-  
ther enhance the transparency of the Company.  
2
. Corporate Governance System  
The Company has elected to be a company with the Audit & Supervisory Board with the supervisory function of execution of busi-  
ness by the Board of Directors and the auditing function by the Audit & Supervisory Board. In addition, in the belief that the Company  
will be able to realize highly effective corporate governance by establishing the Advisory Committee on Personnel and Remuneration,  
etc. that include Outside Directors and Outside Audit & Supervisory Board Members (hereinafter “Outside Company Auditors”) as their  
members who are highly independent, as the advisory body of the Board of Directors, the Company has elected to adopt the present  
structure.  
General Meeting of Shareholders  
Appoint/Dismiss  
Appoint/Dismiss  
Appoint/Dismiss  
Cooperate  
Audit  
Audit & Supervisory Board  
Board of Directors  
Directors (2 Outside Directors)  
Independent Auditor  
5
Company Auditors  
3 Outside Auditors)  
8
(
Secretariat  
of Audit &  
Supervisory  
Board  
Submit  
reports  
Consult  
Report  
Advisory Committee  
on Personnel and  
Remuneration, etc.  
Instruct  
Accounting audit  
Report  
Audit  
Department  
Cooperate  
Supervise  
Instruct  
Communicate  
reported  
contents  
Executive  
Committee  
Corporate Governance  
Committee  
External  
Lawyer  
Submit  
Instruct  
Various meetings on  
management and  
Risk Management Hotline  
(
Whistleblowing system)  
execution of operation  
Promote  
compliance and  
risk management  
Communicate  
policy  
Supervise  
Audit Audit  
Accounting audit  
Report  
Each division of the Company / Subsidiaries and affiliates of the Company  
1
8 SUZUKI MOTOR CORPORATION  
Corporate Governance Issues  
(Board of Directors)  
In addition to the regular meetings of the Board of Directors composed of 8 Directors including 2 Outside Company Directors held  
every month, Directors hold a special board meeting whenever necessary, and discuss the matters set forth in the Articles of Incor-  
poration and the laws and regulations, and important managerial agenda based on the deliberation criteria, and make decisions on a  
sufficient discussion, including in terms of regulatory compliance and corporate ethics, and make efforts to strengthen oversight of  
business execution.  
Also, for the purpose of enabling the agile corporate management, speeding up decision making and executing operations, and clari-  
fying the individual responsibilities, the Company has introduced a Senior Managing Officer and Managing Officer system.  
In order to clarify managerial accountability for individual Directors and flexibly respond to the changing business environment, the  
term of each Director is set to one year.  
(Outside Directors)  
By electing Outside Directors who are highly independent of the Company and have no possibility of causing conflict of interest be-  
tween them and shareholders, the Company enhanced supervision to management further, and is receiving beneficial advice and  
indication for the growth of the Company based on large stock of experience and professional knowledge.  
(Executive Committee)  
At the Executive Committee (Chairman: Representative Director and President) which is composed of Directors and Managing Of-  
ficers, etc. as a council-system organization, important missions and strategies for management are cross-functionally and compre-  
hensively discussed, while pre-reviewing matters to be discussed at the Board of Directors.  
(Various meeting on management and execution of operation)  
The Company enhances efficiency of management by enabling appropriate execution of operation through closely exchanging im-  
portant information and identifying administrative issues. To achieve that, the Company holds various councils to discuss counter-  
measures on execution of management issues weekly, monthly, extraordinarily, or biannually, depending on the content. Members of  
the council include Directors, Executive General Managers and Deputy Executive General Managers.  
(Advisory Committee on Personnel and Remuneration, etc.)  
Aimed to enhance clarity and objectivity upon electing candidates for Directors and Auditors, as well as deciding remuneration of  
Directors, as an advisory committee for the Board of Directors, the Company establishes the Advisory Committee on Personnel and  
Remuneration, etc. composed of 5 members, of which 2 Outside Directors and 1 Outside Company Auditor make up the majority of  
the membership.  
The committee discusses issues such as election standards and adequacy of candidates for Directors and Auditors, as well as ad-  
equacy of system and level of Director’s remuneration. The Board of Directors decides based on their results.  
Decision for election and remuneration of candidates for Senior Managing Officers and Managing Officers who do not concurrently  
serve as Directors are also based on results of the Committee’s discussion.  
(Corporate Governance Committee)  
For sustainable growth and enhancement of corporate value of the Group on a mid- to long-term basis, the Corporate Governance  
Committee was established to thorough compliance and examines matters including risk management as well as promotes the  
implementation of measures and policies thereof.  
(Company Auditor’s Audit)  
Audit & Supervisory Board of the Company is composed of 5 Audit & Supervisory Board Members (hereinafter “Company Auditors”)  
including 3 Outside Company Auditors.  
Pursuant to the standard for the Company Auditor’s Audit, set forth by the Audit & Supervisory Board, and following the policy of  
auditing and division of duties, each Company Auditor has audited the execution of business in the Company in an appropriate man-  
ner by attending not only meetings of the Board of Directors but also important meetings such as the Executive Committee, viewing  
circular resolutions, meeting minutes and other documents as well as receiving reports or having hearings on the state of business  
from Directors.  
In addition, the Company has established the Secretariat of Audit & Supervisory Board as the dedicated staff organization that is in-  
dependent from the chain of command of Directors, etc. in order to reinforce a supportive system for duties of Company Auditors.  
1
Full-Time Company Auditor and 1 Outside Company Auditor have large stock of knowledge in finance and accounting due to long  
experience of being in charge of accounting in the Group as to Full-Time Company Auditor, and large stock of experience as certified  
public accountant as to Outside Company Auditor respectively.  
(Internal Auditing)  
The Company has established the Audit Department as an internal auditing organization that is staffed by experts in the fields of  
sales, purchasing, engineering, quality, production, etc. in order to upgrade internal controls in wide-ranging fields of work. The Audit  
Department audits the Company, subsidiaries and affiliated companies at home and abroad to verify the state of compliance with  
laws and regulations and the effectiveness of internal controls on a regular basis and reports to the Board of Directors and the Audit  
&
Supervisory Board on the results together with proposals for improving the problems that were detected.  
SUZUKI MOTOR CORPORATION 19  
Corporate Governance Issues  
(
2
Independent Auditor)  
certified public accountants who engaged in the audit for FY2015 are Mr. Takashi Imamura and Mr. Koji Sato, who belong to Seimei  
Audit Corporation. The numbers of other assistant members for audit are 9 certified public accountants and 6 others.  
(
Mutual cooperation of Internal Auditing, Auditor’s Audit and Independent Auditor, and relationship between these audits and  
departments of internal control)  
Audit Department, Company Auditors and Independent Auditor cooperate appropriately and audit concerning compliance with laws, in-  
ternal control and management efficiency from three different angles.  
Company Auditors receive periodical reports from Independent Auditor such as on audit plans and results of quarter reviews, as well as  
on situation of conducting fiscal auditing. Company Auditors trade comments and share information as necessary to strengthen coop-  
eration, such as by conducting observation of Independent Auditor’s audit to comprehend situation of conducting auditing, while also  
receiving reports on the efforts for quality management of auditing as an audit corporation.  
Also, Company Auditors adjust audit plans and auditing themes with the Audit Department, attend its audit whenever necessary, and re-  
ceive reports and explanation on all its audits.  
Audit Department and Company Auditors exchange information with organization specialized in internal audit, which consists of Corpo-  
rate Planning Office, Legal Department, Finance Department and IT Systems Department.  
3
. Function, role and status of Outside Director and Outside Company Auditor  
The Company elected 2 Outside Directors and 3 Outside Company Auditors.  
The Company elected Mr. Masakazu Iguchi as Outside Director to receive supervision of the Company from a neutral position and  
beneficial advice related to the management of the Company in manufacturing industry based on a large stock of expertise as a doc-  
tor of engineering.  
There are no special interest between him and the Company. The Company believes that he is sufficiently independent of the man-  
agement of the Company. He is also in charge of a member of Advisory Committee on Personnel and Remuneration, etc.  
The Company elected Mr. Sakutaro Tanino as Outside Director to receive supervision of the Company from a neutral position and  
beneficial advice related to the management of the Company from the global viewpoints based on a large stock of experience and  
knowledge as a diplomat.  
There are no special interest between him and the Company. The Company believes that he is sufficiently independent of the man-  
agement of the Company. He is also in charge of a member of Advisory Committee on Personnel and Remuneration, etc.  
The Company elected Mr. Norio Tanaka as Outside Company Auditor to receive audit of the Company from a neutral position, as well  
as based on a large stock of the experiences and the professional knowledge as a certified public accountant.  
There are no special interest between him and the Company. The Company believes that he is sufficiently independent of the man-  
agement of the Company. He is also in charge of a member of Advisory Committee on Personnel and Remuneration, etc.  
The Company elected Mr. Yasuhiro Yamazaki as Outside Company Auditor to receive audit of the Company from a neutral position,  
based on the large stock of experience and knowledge that he acquired through performance of local administration and duties as  
officers of third sectors for long years.  
There are no special interest between him and the Company. The Company believes that he is sufficiently independent of the man-  
agement of the Company.  
The Company elected Mr. Nobuyuki Araki as Outside Company Auditor to receive audit of the Company from a neutral position, based  
on the large stock of experience and expertise as doctor of engineering and other important offices such as in the field of academy/  
environment.  
There are no special interest between him and the Company. The Company believes that he is sufficiently independent of the man-  
agement of the Company.  
The Company concluded that all 5 members of Outside Director/Company Auditor have no possibility of causing conflict of interest  
between them and shareholders, and filed them as independent director/auditor under the rules of the Tokyo Stock Exchange, Inc.  
As to independence from the Company with regard to the election of Outside Director/Company Auditor, the Company judges their  
independence under the below “Standard for Independence of Outside Directors and Outside Company Auditors” based on “Standard  
of judgment” set by Tokyo Stock Exchange, Inc.  
Under the provisions of Paragraph 1, Article 427 of the Companies Act, the Company has entered into contracts with Outside Direc-  
tors and Outside Company Auditors to limit their liability for damages arising from neglect of duties. The amount of the limit for liabil-  
ity for damages pursuant to such contracts shall be specified as the minimum amount specified by law.  
<Standard for Independence of Outside Directors and Outside Company Auditors>  
The Company never elects a person who falls under any of the followings as a candidate Outside Director or Outside Company Audi-  
tor in order to ensure the independence:  
2
0 SUZUKI MOTOR CORPORATION  
Corporate Governance Issues  
1
. Person concerned with the Company and its subsidiaries (“the Group”)  
1) With regard to Outside Directors, any person who is or was a person executing business (Note 1) of the Group at present or in the past,  
2) With regard to Outside Company Auditors, any person who is or was a Director, Managing Officer or employee of the Group at pres  
ent or in the past, or  
3) A spouse or a relative within the second degree of kinship of the present Director or Managing Officer of the Group.  
. Person concerned such as business partners or major shareholders, etc.  
1) Any person who is a person executing business of any of the followings:  
(
(
(
2
(
1
2
3
4
) A company of which major business partner is the Group (Note 2)  
) A major business partner of the Group (Note 3)  
) A major shareholder having 10% or more of total voting rights of the Company  
) A company for which the Group has 10% or more of total voting rights  
(
(
2) A person who is or was a representative partner or a partner of the Group’s Independent Auditor at present or in the past  
five years  
3) A person who receives a large amount of remuneration from the Group other than remuneration for Director/Company Audi-  
tor (Note 4)  
(
(
4) A person who receives a large amount of donation from the Group (Note 5)  
5) A spouse or a relative within the second degree of kinship of the person who falls under category from (1) through (4) above  
Notes 1. A person executing business:  
A director executing business, a managing officer, an executive officer or an employee  
2. A company of which major business partner is the Group:  
A company which belongs to the group of the business partner who receives 2% or more of its consolidated net sales in the  
latest business year ended of the group from the Group in any of the business year in past three years  
. A major business partner of the Group:  
3
A company which belongs to the group of the business partner who makes payment 2% or more of the Group’s consolidated  
net sales or provides the Group with 2% or more of loans of its consolidated total assets in the latest business year ended of  
the Group in any of the business year in past three years  
4. A person who receives a large amount of remuneration:  
A consultant or legal or accounting expert who receives annual compensation of 10 million yen or more (for the  
organization, 2% or more of its annual total revenues) in any of the business year in past three years  
. A person who receives a large amount of donation:  
5
A person who receives annual donation of 10 million yen or more (for the organization, a person directly involved  
in activities which is the purpose of the donation) in any of the business year in past three years  
4
. Development status of internal control system and risk management system  
Followings are the basic policies regarding the systems to ensure the appropriateness of execution of duties (internal control sys-  
tems), which were resolved at the meeting of Board of Directors of the Company.  
Systems to ensure that Directors’ and employees’ execution of their duties complies with laws and regulations and the Articles of Incor-  
poration  
1
2
3
4
) The Board of Directors shall formulate the “Suzuki Group Code of Conduct” to ensure Directors and Officers and employees in the  
Company and the Group execute their duties in a healthy manner as well as shall oversee the state in which the Code is fully dis-  
seminated throughout the Group.  
) A corporate governance committee, chaired by the Officer in charge of corporate planning, shall be established under the Board of  
Directors. The Corporate Governance Committee shall deploy measures for advancing in thorough compliance and promote efforts to  
address cross-sectional challenges in coordination with the relevant sections.  
) Executive General Managers shall clearly define the division of work among their responsible sections and establish work regulations  
and manuals that include compliance with laws and regulations related to their responsible duties, approval and decision procedures,  
and rules for the confirmation process by other sections as well as make them fully known to people concerned.  
) The Human Resources Department shall hold seminars about compliance and individual laws/regulations for Directors, Officers and  
employees in a continuous manner in cooperation with the Corporate Planning Office, Legal Department, Engineering Department  
and other related departments.  
5)  
To prevent violations of laws and regulation and take corrective measures at an early stage, a whistleblowing system (Suzuki Group Risk  
Management Hotline) that has both internal and external contact points, shall be established to allow Directors, Officers and employees  
to report on breach of laws and regulations or their possibility without any disadvantageous treatment to the whistleblower.  
The Corporate Planning Office shall strive to make the whistleblowing system fully known and promote its use.  
SUZUKI MOTOR CORPORATION 21  
Corporate Governance Issues  
Systems relating to the storage and administration of the information in relation to Directors’ execution of their duties  
The minutes of the meetings of the Board of Directors and other information related to Directors’ execution of their duties shall be re-  
tained and administered by responsible sections pursuant to laws, regulations and internal regulations as well as shall be available to  
Directors and Company Auditors for examination when the need arises.  
Rules and other systems relating to management of the risk of loss  
1) Important matters regarding corporate management shall be decided after the meetings of Board of Directors, the Executive Commit-  
tee, circular resolutions and other systems deliberate and evaluate their risks in accordance with the standard for deliberation.  
2) Executive General Managers shall establish work regulations and manuals that include preventive measures against risks that can be  
presumed in their responsible duties, and counter-measures in case of their occurrence and disseminate them to people concerned.  
3) To prepare for a large-scale disaster, action manuals and business continuity plans shall be formulated, and drills shall be carried out.  
Systems to ensure that Directors’ execution of their duties is made efficiently  
1
2
3
) Important matters regarding corporate management shall be deliberated at the Executive Committee and other meetings prior to  
decision-making.  
)ꢀTheꢀBoardꢀofꢀDirectorsꢀshallꢀclarifyꢀresponsibilitiesꢀregardingꢀtheꢀexecutionꢀofꢀManagingꢀOfficers’ꢀandꢀExecutiveꢀGeneralꢀManagers’ꢀdu-  
ties and supervise their execution.  
) The Board of Directors shall receive reporting from the person responsible for the execution of the duties, as necessary, on how the  
matters, which were decided at the meetings of the Board of Directors, the Executive Committee and other meetings, are executed  
to give necessary instructions.  
4) The Board of Directors shall formulate mid-term management plans that include consolidated subsidiaries and regularly verify the  
progressꢀinꢀtheꢀbusinessꢀplansꢀofꢀtheꢀfiscalꢀyearsꢀthatꢀExecutiveꢀGeneralꢀManagersꢀmakeꢀinꢀorderꢀtoꢀachieveꢀtheꢀmid-termꢀplan.  
5) The Audit Department, which directly reports to President, shall audit the state of establishment and operation of internal controls,  
which are based on the basic policies, on a regular basis and report on the outcome to the Board of Directors.  
ꢀ TheꢀBoardꢀofꢀDirectorsꢀshallꢀmakeꢀManagingꢀOfficersꢀandꢀExecutiveꢀGeneralꢀManagers,ꢀetc.ꢀattendꢀmeetingsꢀofꢀBoardꢀofꢀDirectors,ꢀifꢀ  
necessary, and ask them to explain or report on issues that were detected in activities such as internal audits and whistleblowing.  
Accordingly, the Board of Directors shall give instructions for correction of the issues and ask reporting on the result.  
Systems to ensure proper business operation of the Corporate Group consisting of the Company and subsidiaries  
1) The Board of Directors shall formulate mid-term management plans that include consolidated subsidiaries, and the presidents of the  
subsidiariesꢀshallꢀmakeꢀbusinessꢀplansꢀinꢀtheꢀfiscalꢀyearsꢀinꢀorderꢀtoꢀachieveꢀtheꢀmid-termꢀplans.  
2
) The Company shall set forth regulations for managing subsidiaries, which clarify the departments that are responsible for administer-  
ing the subsidiaries, and receive reporting from subsidiaries on the situation of their business on a regular basis and on matters set  
forth in the regulations. Important matters related to the corporate management of subsidiaries shall be subject to prior approval  
from the Company.  
3
) The Corporate Governance Committee shall deploy thorough compliance and measures for risk management, which include con-  
solidated subsidiaries, to the presidents of subsidiaries as well as give them necessary assistance in coordination with the relevant  
departments.  
The Audit Department, directly reporting to President, shall regularly audit the state of dissemination of the “Suzuki Group Code of  
Conduct”, compliance, risk management and the state of establishment of a whistleblowing system as well as report the results to  
the Board of Directors.  
The Board of Directors shall make the presidents of subsidiaries attend meetings of Board of Directors, if necessary, and ask them to  
explain or report on issues that were detected in activities such as internal audits and whistleblowing. Accordingly, the Board of Di-  
rectors shall give instructions for correction of the issues and ask reporting on the result.  
4) The Corporate Planning section shall disseminate the Suzuki Group Risk Management Hotline to subsidiaries to allow the Directors,  
OfficersꢀandꢀemployeesꢀofꢀsubsidiariesꢀtoꢀreportꢀdirectlyꢀtoꢀtheꢀCompanyꢀonꢀviolationsꢀofꢀlawsꢀandꢀregulationsꢀorꢀtheirꢀpossibility.  
2
2 SUZUKI MOTOR CORPORATION  
Corporate Governance Issues  
Matters for employees to support duties of the Company Auditors when the Company Auditor seeks appointment of the em-  
ployees, matters for independence of such employees from the Directors and matters for ensuring the efficiency of instructions  
given the employees  
1
2
3
) The Company shall establish Secretariat of Audit & Supervisory Board in which staff is dedicated to executing their duties under the  
direction of Company Auditors.  
) Company Auditors whom the Audit & Supervisory Board appoints can ask a change of their staff anytime, and Directors shall not re-  
fuse the requests without right reason.  
) Transfers, treatments, disciplinary punishments, etc. of the staff in the Secretariat of Audit & Supervisory Board shall be subject to ap-  
proval from Company Auditors whom the Audit & Supervisory Board appoints. The staff’s performance assessment shall be conducted  
by Company Auditors whom the Audit & Supervisory Board appoints.  
Systems for reporting to the Company Auditors  
1) Company Auditors may attend the Executive Committee, other important meetings and various committees in addition to meetings  
of Board of Directors to ask questions and express their opinions.  
2
) In additions to delivering circular resolutions and other important documents to Company Auditors, the Board of Directors, depart-  
ments and the presidents of subsidiaries shall submit necessary information and report on the state of business and operations at  
the request of Company Auditors.  
3) On finding the fact that can cause serious damage to the Suzuki Group, the Board of Directors shall report on the fact to the Audit &  
Supervisory Board immediately.  
4
5
) The Audit Department, directly reporting to President, shall report on the results of internal audits to the Audit & Supervisory Board.  
) One of the contacts of the Suzuki Group Risk Management Hotline shall be Company Auditors. In addition, the state of whistleblowing  
activities outside that of Company Auditors shall be reported to Company Auditors on a regular basis.  
) The Company will not treat those who reported to Company Auditors to their disadvantage and shall ask the subsidiaries to treat  
them in the same way.  
6
Matters regarding procedures for prepayment or redemption of expenses arising from the execution of duties of Company Audi-  
tors and processing of other expenses or liabilities arising from the execution of such duties  
The Company shall budget a certain amount of fund each year to pay expenses, etc. caused by the execution of Company Auditors’ du-  
ties. When Company Auditors claim an advance payment of expenses and others related to the execution of their duties, the Company  
shall treat the claim without delay.  
Other System to ensure effecting auditing by the Company Auditors  
Company Auditors may seek advice, etc. from lawyers and other external experts, if necessary, at the expense of the Company.  
5
. Remuneration for Directors and Company Auditors  
Remuneration paid to Directors and Company Auditors is as follows:  
(Amount of remuneration: million yen, Number of payees: person)  
Amount of each type of remuneration  
Total amount of  
remuneration  
Remuneration  
Number of  
payees  
Classification  
Basic  
remuneration  
Stock  
option  
Bonus  
as the form  
of share acquisition  
Directors  
excluding Outside Directors)  
331  
271  
40  
19  
9
(
Outside Directors  
20  
20  
2
Total  
352  
292  
40  
19  
11  
Company Auditors  
47  
47  
2
(
excluding Outside Company Auditors)  
Outside Company Auditors  
16  
63  
16  
63  
3
Total  
5
SUZUKI MOTOR CORPORATION 23  
Corporate Governance Issues  
Notes: 1. The amount of remuneration limit for Directors (¥80 million per month) was resolved at the 135th Ordinary General Meeting  
of Shareholders held on 28 June, 2001. The amount of remuneration limit for Company Auditors (¥8 million per month) was  
resolved at the 123rd Ordinary General Meeting of Shareholders held on 29 June, 1989. The maximum amount of remuneration  
for Directors for stock options as compensation (¥170 million per year) was resolved at the 147th Ordinary General Meeting of  
Shareholders held on 27 June, 2013 and 148th Ordinary General Meeting of Shareholders held on 27 June, 2014.  
2
. Regarding the “Bonus” column for Directors (not including Outside Directors): expenses of 210,000,000 yen had originally  
been appropriated for FY2015, based on the calculation methods linked to the Company’s performance for the fiscal year  
given in “Policy on determining the amount of remuneration, etc. for Directors/Company Auditors.” However, it was later  
discovered that there were cases of improper activities that were inconsistent with national regulations with regards to gas  
emission and fuel consumption testing of the Company’s automobiles. As such, it was decided that the agenda item to pay  
bonuses to the Directors would not be referred to the 150th Ordinary General Meeting of Shareholders to be held on June  
29, 2016.  
3
. The above-mentioned “remuneration as the form of share acquisition” is the amount recorded as expenses of FY2015, among  
remuneration, etc. to be paid within the range of the amount of remuneration limit (monthly amount) approved at the General  
Meeting of Shareholders.  
4
5
6
. The above-mentioned “stock options” is the amount recorded as expenses of FY2015, among the amount of remuneration for  
stock acquisition rights granted for stock options in FY2014.  
. The above includes two Directors who retired at the closure of the 149th Ordinary General Meeting of Shareholders held on 26  
June 2015.  
. In addition to the above, ¥21 million was paid to two retired Directors as retirement benefits for Director under the resolution  
at the 140th Ordinary General Meeting of Shareholders held on 29 June 2006.  
Policy on determining the amount of remuneration, etc. for Directors/Company Auditors  
Remuneration of Directors)  
(
Remuneration of Directors (excluding Outside Directors) shall consist of basic remuneration for each position (fixed sum), bonus  
linked to the Company’s performance of each fiscal year and stock-based remuneration linked to the Company’s mid- and long-  
term performance or stock price. Remuneration of Outside Directors shall be solely basic remuneration (at the fixed amount).  
Also, remuneration of Directors shall be decided by the Board of Directors based on the deliberation results of the Advisory Com-  
mittee on Personnel and Remuneration, etc., of which Outside Directors/Auditors make up the majority of the membership, on the  
policy regarding the decision of Director’s remuneration, standards, remuneration system and adequacy of the remuneration level.  
The basic remuneration shall be within the range of the amount of remuneration limit (monthly amount) approved at a General  
Meeting of Shareholders, and the amount of remuneration for each Director shall be determined and paid in consideration of the  
duties and responsibilities of each Director.  
As for bonuses, a proposal based on the calculation method linked with the Company’s performance shall be submitted to an Ordi-  
nary General Meeting of Shareholders for approval and then paid.  
The stock-based remuneration shall be paid within the range of amount of remuneration limit (monthly amount) approved at the  
General Meeting of Shareholders, as the remuneration that is linked to mid-and long-term Company’s performance and stock price.  
Directors shall contribute such type of remuneration to the officer stockholding association every month, acquire the Company’s  
shares and continuously hold them during their term of office.  
(Remuneration of Company Auditors)  
Remuneration of Company Auditors shall be solely basic remuneration (at fixed amount), and the amount shall be decided and paid  
in the discussion among Company Auditors within the range of the amount of remuneration limit (monthly amount) approved at a  
General Meeting of Shareholders.  
(Reference)  
Remuneration of Directors are calculated using a method based on points set for each position of Directors as per below.  
As for the calculation method, the Company received a document that states that all Company Auditors agreed on appropriateness  
of the method.  
2
4 SUZUKI MOTOR CORPORATION  
Corporate Governance Issues  
1. Calculation method  
Paid amount = Net income attributable to owners of the parent × 0.18% × Each Director’s point ÷ Total of Director’s point  
Notes: 1. “Indexes on profits for such accounting period” stated in Article 34(1)(iii)(a) of Corporation Tax Act of Japan is “Net  
income attributable to owners of the parent”.  
2. Amount of above-mentioned “Net income attributable to owners of the parent” used in the method is an amount before  
accounting loss of such paid remuneration amount.  
3. Amount of net income attributable to owners of the parent multiplied by 0.18% is rounded down to the nearest million.  
2. Number and point of Directors by position  
Point  
30  
18  
22  
18  
13  
Number of Directors  
Total Point  
Chairman  
Vice Chairman  
President  
1
1
1
3
6
30  
18  
22  
Executive Vice President  
Directors  
39  
109  
Total  
Note: Above number is based on number of Directors as of 29 June, 2016.  
3. Eligible person  
Only Directors that apply to “Managing members” as stated in Article 34(1)(iii) of Corporation Tax Act of Japan, and excludes Out-  
side Directors.  
4. Fixed amount  
“Fixed amount” as stated in Article 34(1)(iii)(a)[1] of Corporation Tax Act of Japan is limited up to ¥300 million. If amount of net in-  
come attributable to owners of the parent multiplied by 0.18% exceeds ¥300 million, ¥300 million divided by each Director’s point  
would become remuneration of each Director.  
5. Others  
Remuneration of Director retiring during the fiscal year would be decided by calculating amount of remuneration that would have  
been paid if expiring the full fiscal year, and dividing it by the actual service months (rounded down to the nearest 10,000).  
6
. Remuneration for Independent Auditor  
FY2014  
FY2015  
Division  
Remuneration based on  
Remuneration based on  
non-audit operation  
(millions of yen)  
Remuneration based on  
audit certification  
(millions of yen)  
Remuneration based on  
non-audit operation  
(millions of yen)  
audit certification  
(millions of yen)  
The Company  
The Group  
Total  
85  
3
88  
3
10  
88  
91  
10  
*
Because the remuneration amount for the audit under Companies Act of Japan and for the audit under Financial Instrument and Exchange Act of Japan is not divided in the  
Auditing Agreement between the Company and Independent Auditor and is not be able to be actually divided, the amount described in the above specifies the total of these  
remuneration amounts.  
SUZUKI MOTOR CORPORATION 25  
Risks in Operations  
Risks in Operations  
Risks that may affect the management results, stock price and financial situation of the Group include the followings.  
Forward-looking statements in this section are based on our conclusions as of the end of current consolidated fiscal year.  
(
1) Risk relating to markets  
- Change in economic situations, demand fluctuation in the markets  
The long term economic slowdown, world economic deterioration and financial crisis, and the reduced buying motivation of the con-  
sumers may lead to a substantially reduced demand for the products of the Group including automobiles, motorcycles and outboard  
motors. They may also adversely affect the performance and financial conditions of the Group.  
In addition, we conduct businesses around the world, and our dependency on the overseas manufacturing plants especially in the  
emerging countries of the Asian regions has been increasing over the years. The unexpected situation in these markets such as the  
rapid change in the economic situations may adversely affect the performance and financial conditions of the Group. Further, unex-  
pected change or new application of tax systems, financial policies and others in each country may also adversely affect the perfor-  
mance and financial conditions of the Group.  
-
Severer competitions with other companies  
We are facing competitions with rival companies in every global market where we conduct our businesses. As the automobiles and  
motorcycles industries in the world are globalized further, competitions may get harder. Competitions with other companies include  
various aspects such as product quality, safety, price, environmental performance, as well as efficiency of product development and  
manufacturing system, establishment of sales and service systems and sales finance.  
We will make further efforts for maintaining and improving our competitive edges, but there may be risks that impede our competi-  
tive advantages.  
(
2) Risk relating to business  
- New product development and launching abilities  
It is very important for an automobile and motorcycle manufacturer to grasp correctly the customer needs and environment surround-  
ing cars and to develop and launch to the market new attractive products that satisfy the customers in a timely manner. It has become  
more important than ever to grasp the customer needs that rapidly change and environment surrounding cars, such as the reduced  
demands caused by domestic and overseas economic slowdown, the increased interest in the environmental performance and the  
rapid spread of cars loaded with advanced technology.  
Besides, launching of new products will require abilities of specific product development, development capability of advanced technol-  
ogy toward the future, and further abilities of continually manufacture products, in addition to appropriately understanding customer  
needs and environment surrounding cars.  
However, even if we are able to grasp correctly the customer needs and environment surrounding cars, we may not be able to develop  
new products matching the customer needs in a timely manner on account of technical abilities, procurement of parts, production ca-  
pabilities, securities of superior human resources and other factors. If we are unable to launch products matching the customer needs  
to the market in a timely manner, the sales share and sales may be reduced, which may adversely affect the performance and financial  
conditions of the Group.  
-
Change in product prices and purchase prices, dependence on specific suppliers  
Various factors including insufficient supply or price rise of specific parts and raw materials, unstable economic conditions, revisions of  
import regulations and harder price competition may rapidly change the product prices and purchase prices of the Group. There is no  
guarantee that such rapid price change does not last long or such change does not occur in the markets where there have not been  
such changes so far. Rapid changes in product prices and purchase prices may adversely affect the performance and financial posi-  
tions of the Group in any market where we conduct our businesses.  
In addition, the procurement of some of the parts has been limited to specific suppliers on account of technical abilities, quality, and  
price competitiveness. If we are unable to obtain the parts continuously and stably on account of unforeseeable accidents of the sup-  
pliers, it may adversely affect the performance and financial conditions of the Group.  
-
Business development in various countries in the world  
We have been conducting our businesses in various countries in the world, and in some of the countries, we conduct joint ventures  
with local companies in accordance with local laws or other requirements. These businesses are restricted by various legal and other  
regulations in each country (including those related to tax, tariff, overseas investment and fund transfer to the home country). Any  
changes to such regulations, or management policies or management environment of the joint venture partners may adversely affect  
the performance and financial conditions of the Group.  
-
Fluctuations of exchange rates and interest rates  
We export automobiles, motorcycles, outboard motors and related parts to various countries in the world from Japan. In addition, we  
export those products and parts from the overseas manufacturing plants to multiple other countries. The ratio of the overseas sales has  
reached about 70 percent of consolidated sales for the current consolidated fiscal year. As the Group depends heavily on the overseas  
manufacturing plants located mainly in emerging countries, it is susceptible to fluctuations in the foreign currencies. Also, since the Group  
procures a major part of fund in Japan where interest rates continue to be low, it is susceptible to changes in the interest rates.  
We take hedging measures such as forward exchange contracts and decentralization of production sites to optimize the production  
system globally to reduce the risks of exchange rates and interest rates fluctuations, but it is impossible to hedge every risk. The cur-  
rencies appreciation in main production countries against other currencies may adversely affect the performance and financial condi-  
tions of the Group. On the other hand, by transferring production sites to other countries, it may result in opportunity losses that the  
2
6 SUZUKI MOTOR CORPORATION  
Risks in Operations  
Group can no longer benefit from foreign exchange gain in export even when the currency of its local country weakens.  
Further, rapid increase of interest rates in Japan may adversely affect the performance and financial conditions of the Group.  
-
Government regulations  
Various legal regulations are applied to the automobiles, motorcycles and outboard motor industries in relation to the emission level of  
emission gas, mileage, noises, safety and contaminated material emission level from the manufacturing plants. These regulations may  
be revised, in many cases strengthened. Expenses to comply with these regulations may largely affect the performance of the Group.  
In addition, many governments determine the imposition of tariffs, price control regulations and exchange control regulations. The  
Group is paying expenses to comply with these regulations and will expect to continue bearing them.  
We may pay more expenses depending on the establishment of new laws or changes of existing laws. Further, unexpected changes or  
new application of tax systems and economic measures of each country may adversely affect the performance and financial condi-  
tions of the Group.  
-
Quality assurance  
We place the top priority on the product safety and make efforts to establish the quality assurance system from development to sales.  
We buy insurance for the product liability, but there are risks not covered by insurance. The occurrence of large expenses for a large-  
scale recall to ensure safety of the customers may adversely affect the performance and financial conditions of the Group.  
-
Alliance with other companies  
We conduct various alliance activities with automobile manufacturer around the world and other companies such as for research and  
development, manufacturing, sales and finance, but factors that cannot be controlled by the Group such as situations inherent to the  
alliance partners may adversely affect the performance and financial conditions of the Group.  
-
Dependency on information technology  
We create, process and stock information in the form of electronic data in all areas of the business activities such as design and develop-  
ment, production, marketing and accounting. The Group’s products are also equipped with a variety of electronic control systems, which  
control vehicles and mounted equipment. While safety measures have been taken on the said items, infrastructure failure such as power  
shutoff and attacks by computer hacker and viruses may occur. If the group’s operation is interrupted, and data is destroyed or lost, and  
leakage of confidential information takes place, it may adversely affect the performance and financial conditions of the Group.  
-
Leakage of information  
We have adopted a structure to prevent leakage of personal information of inside and outside of company and confidential information  
related to the Group’s management, operation and technology, etc. But if such information is leaked or used without due authorization  
attributable to unexpected circumstances, the Group may be subject to legal demand, lawsuit, indemnity liability and obligation to pay  
a fine, and this may adversely affect the performance and financial conditions of the Group.  
-
Compliance  
We have established a compliance system to prevent violation of laws and regulations and respond quickly to various issues related to  
compliance. Nevertheless, if we detect a fact of violation of laws or inappropriate response to compliance issues due to unexpected  
circumstances, the Group’s social credibility may be affected seriously, which may adversely affect the performance and financial con-  
ditions of the Group.  
-
Protection of intellectual property  
We have stocked intellectual property such as technology and knowhow to distinguish its products with those of competitors, and  
have taken measures to protect such property and to prevent infringement of intellectual property rights by a third party. Nonetheless,  
if the Group’s intellectual property is infringed unlawfully, or if the Group is pointed out by a third party to have infringed intellectual  
property rights and faces lawsuit or asked to terminate manufacturing and marketing of its products and to pay indemnity, it may ad-  
versely affect the performance and financial conditions of the Group.  
-
Legal proceedings  
We may become a party to lawsuits and other legal proceedings in the course of our business activities. In the case where any judgments  
disadvantageous to us are made in such legal proceedings, it may adversely affect the performance and financial conditions of the Group.  
-
Influences of natural disasters, epidemics, wars, terrorism and strikes, etc.  
In Japan, we are exposed to a variety of risks such as natural disasters including earthquake, typhoon and flood and unexpected ac-  
cident. Especially, the Group’s major facilities including head office, R&D sites and major manufacturing plants are concentrated in the  
Tokai region where occurrence of periodic massive earthquakes is highly probable.  
We have taken various preventive measurements such as quake-resistant measures for buildings and facilities, fire preventive mea-  
sures, establishment of BCP (Business Continuity Plan), purchases of earthquake insurances and others to minimize the influences of  
damage by natural disasters such as Tokai and Tonankai Earthquake. But, occurrences of any Tokai and Tonankai Earthquake may ad-  
versely affect the performance and financial condition of the Group largely.  
We also conduct businesses around the world and are exposed to number of risks relating to our overseas operations. These risks  
around the world are natural disasters, epidemics, wars, terrorism, strikes, and various matters attributable to unstable political and  
social situation and difficulties, etc. These unexpected events may delay or suspend the purchase of raw materials and parts, manu-  
facturing, sales of products, and provision of logistics and services. If such delay or suspension caused by any of these factors occur or  
prolong, it may adversely affect the performance and financial conditions of the Group.  
Further, there are various risks other than those mentioned above, and what have been stated in this section does not represent all  
the risks of the Group.  
SUZUKI MOTOR CORPORATION 27  
The Status of the Corporate Group  
The Status of the Corporate Group  
The outline of the corporate group  
The corporate group of the Company consists of subsidiaries of 136 companies and affiliates of 33. The  
main businesses are manufacturing and marketing of automobiles, motorcycles, marine & power products,  
motorized wheelchairs, electro senior vehicles and houses, further developing the businesses of logistics  
and other services related to the respective operations.  
The position of the group companies in relation to the segmentation is as follows.  
Automobile  
Marine and Power products, etc.  
Automobiles are manufactured by the Company as well as  
in overseas, by subsidiaries, Magyar Suzuki Corporation Ltd.,  
Maruti Suzuki India Limited and by an affiliate, Chongqing  
Changan Suzuki Automobile Co., Ltd. and others. Some of parts  
are manufactured by Suzuki Auto Parts Mfg. Co., Ltd. and oth-  
ers, and they are purchased by the Company.  
The marketing of automobiles is carried out in the domestic  
market by a subsidiary, Suzuki Motor Sales Kinki Inc. and other  
marketing companies throughout the market, and in overseas  
markets, by a subsidiary, Suzuki Deutschland GmbH and other  
marketing companies and manufacturing & marketing compa-  
nies. The business of logistics services is conducted by a sub-  
sidiary, Suzuki Transportation & Packing Co., Ltd.  
Outboard motors are manufactured mainly by the Company and  
marketed by a subsidiary, Suzuki Marine Co., Ltd. and others.  
In the domestic market, the marketing of motorized wheel-  
chairs and electro senior vehicles are conducted by a subsid-  
iary, Suzuki Motor Sales Kinki Inc. and others, and the market-  
ing of houses is conducted by a subsidiary, Suzuki Business  
Co., Ltd.  
Motorcycle  
Motorcycles are manufactured by the Company as well as in  
overseas, by a subsidiary Thai Suzuki Motor Co., Ltd. and an  
affiliate, Jinan Qingqi Suzuki Motorcycle Co., Ltd. and others.  
Some of parts are manufactured by a subsidiary, Suzuki Auto  
Parts Mfg. Co., Ltd. and others, and those parts are purchased  
by the Company.  
The marketing of the motorcycles is conducted in the domestic  
market by a subsidiary, Suzuki Motorcycle Sales Inc. and other  
marketing companies, and in overseas markets through a sub-  
sidiary, Suzuki Deutschland GmbH and other marketing compa-  
nies and manufacturing & marketing companies.  
2
8 SUZUKI MOTOR CORPORATION  
The Status of the Corporate Group  
Operation Flow Chart  
Operation flow chart is as follows (Major companies only)  
No marks : Subsidiaries  
:
Afliates  
Overseas Manufacturing &  
A/M M/C M/P  
Flow of products, parts  
Flow of services  
Marketing Companies  
Magyar Suzuki Corporation Ltd.  
Maruti Suzuki India Ltd.  
A/M : Automobile  
M/C : Motorcycle  
M/P : Marine and Power products, etc.  
Suzuki Motor Gujarat Private Ltd.  
Suzuki Motorcycle India Private Ltd.  
PT Suzuki Indomobil Motor  
Pak Suzuki Motor Co., Ltd.  
Suzuki Motor (Thailand) Co., Ltd.  
Thai Suzuki Motor Co., Ltd.  
Suzuki Philippines Inc.  
Suzuki Manufacturing of  
America Corp.  
Suzuki Motor de Colombia S.A.  
Domestic Manufacturing Companies A/M M/C M/P  
Chongqing Changan  
Suzuki Auto Parts Mfg. Co., Ltd.  
Snic Co., Ltd.  
Suzuki Automobile Co., Ltd.  
Jiangxi Changhe Suzuki  
Automobile Co., Ltd.  
Suzuki Toyama Auto Parts Mfg Co., Ltd.  
Hamana Parts Industry Co., Ltd.  
Jinan Qingqi Suzuki  
Motorcycle Co., Ltd.  
Overseas Marketing Companies  
Suzuki Deutschland GmbH  
Suzuki GB PLC  
A/M M/C M/P  
Suzuki France S.A.S.  
Suzuki Italia S.p.A.  
Logistic Services  
A/M M/C M/P  
Suzuki Motor Iberica, S.A.U.  
Suzuki Austria Automobil Handels GmbH  
Suzuki Finance Europe B.V.  
Suzuki Motor of America, Inc.  
Suzuki Australia Pty. Ltd.  
Suzuki Motor de Mexico, S.A. de C.V.  
Suzuki Transportation  
&
Packaging Co., Ltd.  
Domestic Marketing Companies  
Suzuki Motorcycle Sales Inc.  
Suzuki Motor Sales Tokyo Inc.  
Suzuki Motor Sales Hamamatsu Inc.  
Suzuki Motor Sales Kinki Inc.  
Suzuki Marine Co., Ltd.  
A/M M/C M/P  
Suzuki Finance Co., Ltd.  
Other Domestic Companies  
A/M M/C M/P  
Suzuki Business Co., Ltd.  
SUZUKI MOTOR CORPORATION 29  
FINANCIAL SECTION  
CONTENTS  
Management Discussion and Analysis........................................................ 31  
Five-Year Summary...................................................................................... 33  
Consolidated Financial Statements............................................................. 34  
Consolidated Balance Sheets............................................................................. 34  
Consolidated Statements of Income and  
Consolidated Statements of Comprehensive Income .................................... 36  
Consolidated Statements of Changes in Net Assets............................................ 38  
Consolidated Statements of Cash Flows............................................................. 40  
Notes to Consolidated Financial Statements...................................................... 41  
Independent Auditor’s Report............................................................................. 66  
3
0 SUZUKI MOTOR CORPORATION  
Management Discussion and Analysis  
1. Operating results  
(1) The operating results by business segment  
(a) Motorcycle  
The net sales decreased by ¥16.6 billion (6.6%) to ¥233.9 billion year-on-year mainly owing to the decrease in Indonesia,  
despite sales contribution of the new road sportbike GSX-S1000 and the Indian Gixxer. The operating loss of ¥0.7 billion in the  
previous fiscal year became an operating loss of ¥10.2 billion partly owing to the quality-related expenses. The Company will  
strive to eliminate its loss-making structure through selection and concentration on the motorcycle business.  
(b) Automobile  
The Company made efforts to expand its sales and strengthen the products, such as receiving high appraisal in Japan for the  
Alto and Alto Lapin minicars including the RJC Car of the Year award (the second consecutive win for the Company follow-  
ing the Hustler minicar in the previous year), and launching Solio, Escudo (Vitara), Ignis, and Baleno compact cars in Japan.  
However, owing to the hike in the rate of the light motor vehicle tax and decrease in the OEM sales, the Japanese domestic  
net sales decreased year-on-year. The overseas net sales increased year-on-year mainly owing to the sales contribution of the  
Vitara in Europe and the increase in India and Pakistan. Consequently, the net sales of the automobile business increased by  
¥176.5 billion (6.5%) to ¥2,878.5 billion year-on-year. The operating income increased by ¥20.8 billion (12.1%) to ¥192.6 billion  
year-on-year mainly owing to the increase in the income in India.  
(c) Marine and Power products, etc.  
The net sales increased by ¥5.3 billion (8.3%) to ¥68.3 billion year-on-year mainly owing to the increase in the sales of out-  
board motors in the US. The operating income increased by ¥4.6 billion (55.8%) to ¥12.9 billion year-on-year.  
(2) The operating results by geographical areas  
(a) Japan  
The net sales increased by ¥45.2 billion (2.6%) to ¥1,810.2 billion year-on-year mainly owing to expansion of triangular trade  
via Japan. The operating income decreased by ¥5.9 billion (6.5%) to ¥84.8 billion year-on-year mainly owing to the increase in  
the research and development expenses and the depreciation.  
(b) Europe  
The net sales increased by ¥114.4 billion (26.2%) to ¥550.5 billion year-on-year mainly owing to the sales contribution of all-  
new compact SUV Vitara and expansion of triangle trade via Japan. The operating income increased by ¥1.6 billion (31.4%)  
to ¥6.7 billion year-on-year.  
(c) Asia  
The net sales increased by ¥189.9 billion (14.5%) to ¥1,496.1 billion year-on-year mainly owing to the increase in the sales of  
automobile in India and Pakistan, despite the decrease of the sales in Indonesia. The operating income increased by ¥22.2  
billion (27.2%) to ¥103.8 billion year-on-year mainly owing to the increase in the income in India and Pakistan.  
(d) Other areas  
The net sales decreased by ¥4.8 billion (3.0%) to ¥154.4 billion year-on-year partly owing to the adjusting stock of motorcycle,  
despite the increase in the sales of outboard motors in the US. The operating income decreased by ¥0.2 billion (7.2%) to ¥2.4  
billion year-on-year owing to the decrease of income in Latin America and others.  
(3) Selling, general and administrative expenses  
In the current consolidated fiscal year, the amount of selling, general and administrative expenses increased of ¥25.8 billion (4.0%)  
to ¥671.6 billion year-on-year mainly owing to increase of sales expenses such as advertising expenses.  
(4) Other income and expenses  
In the current consolidated fiscal year, the net amount of other income and expenses was a gain of ¥50.3 billion, which increased by ¥36.5  
billion year-on-year. This was due to increase of gain on sales of investment securities from the previous fiscal year.  
SUZUKI MOTOR CORPORATION 31  
Management Discussion and Analysis  
(5)ꢀForecastsꢀforꢀtheꢀnextꢀfiscalꢀyear  
For the next fiscal year, the Company prospects increase in sales of automobiles mainly in Europe and India. However, the Com-  
pany prospects decrease in sales and income results owing to the appreciation of the yen. The Group will work as one to reform  
in every field and pursue the business activities to accomplish more than the below forecasts for the consolidated operating  
results.  
(
Forecasts for the consolidated operating results-First Half)  
Net Sales ¥1,500.0 billion (down 3.6% year-on-year)  
¥90.0 billion (down 11.0% year-on-year)  
¥46.5 billion (down 41.2% year-on-year)  
Operating income  
Net income attributable to  
owners of the parent  
(
Forecasts for the consolidated operating results-Full Year)  
Net Sales  
¥3,100.0 billion  
¥180.0 billion  
¥93.0 billion  
(down 2.5% year-on-year)  
(down 7.8% year-on-year)  
(down 20.3% year-on-year)  
Operating income  
Net income attributable to  
owners of the parent  
Foreign exchange rates 105 yen/US$, 120 yen/Euro, 1.60 yen/Indian Rupee  
.80 yen/100 Indonesian Rupiah, 3.00 yen/Thai Baht  
0
*
The forecasts for the next fiscal year mentioned above are based on currently available information and assumptions,  
contain risks and uncertainty, and do not constitute guarantees of future achievement. Please note that the actual results  
may greatly vary by the changes of various factors. Those factors, which may influence the actual results, include economic  
conditions and the trend of demand in major markets and the fluctuation of foreign exchange rate (mainly US dollar/Yen rate,  
Euro/Yen rate and Indian Rupee/Yen rate).  
2. Liquidity and capital resources  
Cashꢀflow  
Cash flow provided by operating activities for fiscal year 2015 (April 2015 to March 2016) amounted to ¥294.1 billion (¥255.0 bil-  
lion was provided in the previous fiscal year). In investing activities, ¥242.4 billion was used for purchase of short-term investment  
securities, the acquisition of property, plant and equipment and other purposes (¥120.9 billion was used in the previous fiscal  
year). As a result, free cash flow amounted to ¥51.7 billion of positive (¥134.1 billion of positive for the previous fiscal year). In  
financing activities, ¥520.4 billion was used for purchase of treasury stock and other purposes (¥84.5 billion was provided in the  
previous fiscal year).  
As a result, the balance of cash and cash equivalents as of 31 March 2016 amounted to ¥450.1 billion and decreased by ¥482.2  
billion from the end of previous fiscal year.  
3.ꢀSignificantꢀaccountingꢀpolicies  
For information regarding significant accounting policies, please refer to the Notes to Consolidated Financial Statements.  
*
An amount less than 100 million yen has been rounded off in “Management discussion and analysis” section.  
3
2 SUZUKI MOTOR CORPORATION  
Five-Year Summary  
SUZUKI MOTOR CORPORATION  
CONSOLIDATED  
Thousands of  
US dollars  
Millions of yen  
(except per  
(
except per share amounts)  
share amounts)  
Years ended 31 March  
2016  
2015  
2014  
2013  
2012  
2016  
Net sales......................................  
¥3,180,659 ¥3,015,461 ¥2,938,314 ¥2,578,317 ¥2,512,186 $28,227,361  
Net income attributable to owners  
of the parent.................................  
116,660  
96,862  
107,484  
80,389  
53,887  
1,035,323  
Net income per share:  
Primary (yen / US dollars)........  
234.98  
234.92  
172.67  
172.63  
191.60  
191.57  
143.31  
131.67  
96.06  
88.28  
2.09  
2.09  
Fully diluted (yen / US dollars)  
.
Cash dividends per share  
(
yen / US dollars).........................  
32.00  
1,187,703  
1,632,630  
2,702,008  
168,315  
27.00  
1,701,390  
2,008,729  
3,252,800  
134,377  
24.00  
1,494,357  
1,790,832  
2,874,074  
117,188  
18.00  
1,298,553  
1,560,218  
2,487,635  
93,680  
15.00  
1,111,757  
1,509,568  
2,302,439  
103,117  
0.28  
10,540,496  
14,489,091  
23,979,484  
1,493,749  
Net assets....................................  
Total current assets......................  
Total assets ..................................  
Depreciation and amortization....  
NON-CONSOLIDATED  
Thousands of  
US dollars  
Millions of yen  
(except per  
(
except per share amounts)  
share amounts)  
Years ended 31 March  
2016  
2015  
2014  
2013  
2012  
2016  
Net sales......................................  
Net income...................................  
Net income per share:  
¥1,609,065 ¥1,663,147 ¥1,498,853 ¥1,422,595 ¥1,383,269 $14,279,954  
78,593  
51,248  
67,219  
36,405  
15,846  
697,490  
Primary (yen / US dollars)........  
158.28  
158.25  
91.34  
91.32  
119.81  
119.79  
64.89  
59.64  
28.25  
25.98  
1.41  
1.40  
Fully diluted (yen / US dollars)  
.
Cash dividends per share  
(
yen / US dollars).........................  
32.00  
452,701  
669,423  
1,519,889  
40,935  
27.00  
937,767  
24.00  
859,224  
18.00  
761,353  
921,352  
1,641,700  
35,626  
15.00  
703,292  
921,669  
1,597,903  
38,532  
0.28  
4,017,587  
5,940,921  
13,488,548  
363,288  
Net assets....................................  
Total current assets......................  
Total assets ..................................  
Depreciation and amortization....  
1,191,614  
2,096,545  
37,421  
1,070,668  
1,850,068  
33,605  
Note: Yen amounts are translated into US dollars for convenience only, at ¥112.68 = US$1, the prevailing exchange rate as of 31 March 2016.  
SUZUKI MOTOR CORPORATION 33  
Consolidated Financial Statements  
Consolidated Balance Sheets  
As of 31 March 2016 and 2015  
Thousands of  
US dollars  
Millions of yen  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
2
016  
2015  
2016  
ASSETS  
Current assets:  
NOTE 11  
Cash and cash equivalents *  
Receivables:  
...................................  
¥ 450,088  
¥ 932,261  
$ 3,994,398  
NOTE 5  
Notes and accounts receivable-trade *  
................  
335,343  
(5,528)  
316,826  
(4,156)  
2,976,072  
(49,061)  
Allowance for doubtful accounts...................................  
Inventories..........................................................................  
286,301  
116,378  
450,046  
1,632,630  
314,391  
115,015  
334,391  
2,008,729  
2,540,836  
1,032,819  
3,994,027  
14,489,091  
NOTE 9  
Deferred tax assets *  
.................................................  
Others.................................................................................  
Total current assets............................................................  
Property, plant and equipment:  
NOTE 6  
Land *  
.........................................................................  
255,013  
416,217  
1,286,385  
408,683  
50,361  
259,540  
403,922  
2,263,163  
3,693,799  
11,416,272  
3,626,939  
446,938  
Buildings and structures *NOTE 6..........................................  
Machinery, equipment and vehicles....................................  
Tools, furniture and fixtures..................................................  
Construction in progress ...................................................  
1,280,563  
391,797  
70,456  
2
,416,660  
2,406,280  
(1,610,388)  
795,892  
21,447,114  
(14,728,295)  
6,718,818  
Accumulated depreciation................................................  
(1,659,584)  
757,076  
Total property, plant and equipment.................................  
Investments and other assets:  
NOTE 5  
Investment securities *  
Investments in affiliates *  
..............................................  
226,516  
46,250  
341,325  
59,544  
2,010,260  
410,462  
NOTE 5  
...........................................  
NOTE 8  
Assets for retirement benefits *  
.................................  
50  
1,860  
447  
NOTE 9  
Deferred tax assets *  
.................................................  
14,773  
19,985  
131,111  
Others.................................................................................  
Total investments and other assets...............................  
Total assets.........................................................................  
24,709  
25,462  
219,292  
312,301  
¥2,702,008  
448,179  
¥3,252,800  
2,771,574  
$23,979,484  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
3
4 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
LIABILITIES AND NET ASSETS  
Current liabilities:  
NOTE 5 and 6  
Short-term loans payable *  
.................................  
¥ 201,507  
64,982  
¥ 177,805  
104,145  
479,950  
$ 1,788,315  
576,703  
NOTE 5 and 6  
Current portion of long-term loans payable *  
.....  
NOTE 5  
Accounts payable-trade *  
.........................................  
402,624  
64,055  
3,573,165  
568,476  
Electronically recorded obligations...................................  
Income taxes payable.......................................................  
29,486  
21,797  
181,217  
60,305  
6,190  
261,686  
NOTE 5  
Accrued expenses *  
..................................................  
183,695  
66,032  
1,630,239  
586,013  
NOTE 4  
Provision for product warranties *  
.............................  
NOTE 9  
Deferred tax liabilities  
*
.................................................  
481  
4,274  
NOTE 6  
Others *  
......................................................................  
133,089  
1,145,956  
121,188  
1,152,601  
1,181,131  
10,170,006  
Total current liabilities.........................................................  
Noncurrent liabilities:  
NOTE 5 and 6  
Long-term loans payable *  
.................................  
262,797  
56,346  
272,717  
40,791  
2,332,249  
500,061  
27,122  
NOTE 8  
Liabilities for retirement benefits *  
.............................  
NOTE 4  
Provision for disaster *  
Deferred tax liabilities *  
...............................................  
3,056  
8,923  
NOTE 9  
..............................................  
7,484  
43,766  
66,418  
Others *NOTE 6.......................................................................  
Total noncurrent liabilities ..................................................  
Total liabilities .....................................................................  
38,663  
32,609  
343,129  
3,268,981  
13,438,988  
368,348  
1,514,305  
398,808  
1,551,409  
Net assets:  
Shareholders’ equity: *  
Capital stock:  
NOTE 12  
Common stock: Authorized-1,500,000,000 shares Issued,  
as of 31 March 2016 – 491,000,000..............................  
as of 31 March 2015 – 561,047,304..............................  
Capital surplus...................................................................  
138,014  
138,014  
144,364  
1,082,440  
(62)  
1,224,838  
144,166  
913,656  
(191,169)  
1,004,668  
1,279,428  
8,108,421  
(1,696,568)  
8,916,119  
Retained earnings .............................................................  
NOTE 14  
Treasury stock *  
........................................................  
Total shareholders’ equity..................................................  
1,364,757  
Accumulated other comprehensive income:  
Valuation difference on available-for-sale securities ........  
Deferred gains or losses on hedges.................................  
Foreign currency translation adjustment ..........................  
Accumulated adjustment for retirement benefits .............  
Total accumulated other comprehensive income ............  
77,624  
536  
158,788  
679  
688,897  
4,762  
(115,551)  
(9,580)  
(46,970)  
(42,997)  
864  
(1,025,481)  
(85,027)  
(416,849)  
117,333  
NOTE 16  
Subscription rights to shares *  
............................  
188  
229,816  
250  
219,048  
1,676  
2,039,549  
Non-controlling interests................................................  
Total net assets  
¥1,187,703  
¥1,701,390  
$10,540,496  
NOTE 17  
Commitments and contingent liabilities *  
Total liabilities and net assets............................................  
¥2,702,008  
¥3,252,800  
$23,979,484  
SUZUKI MOTOR CORPORATION 35  
Consolidated Financial Statements  
Consolidated Statements of Income and Consolidated Statements of Comprehensive Income  
(Consolidated Statements of Income)  
Years ended 31 March 2016 and 2015  
Thousands of  
US dollars  
Millions of yen  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
2
016  
2015  
2016  
Net sales ...............................................................................  
Cost of sales ........................................................................  
Gross profit.........................................................................  
¥3,180,659  
2,313,779  
866,879  
¥3,015,461  
2,190,309  
825,152  
$28,227,361  
20,534,071  
7,693,290  
Selling, general and administrative expenses ................  
671,571  
195,308  
645,727  
179,424  
5,959,990  
1,733,300  
Operating income..............................................................  
Other income (expenses):  
Interest and dividend income............................................  
Interest expense ................................................................  
Equity in earnings (losses) of affiliates..............................  
Others, net..........................................................................  
Income before income taxes etc...................................  
20,885  
(6,381)  
(2,492)  
38,311  
25,259  
(9,433)  
(1,454)  
(549)  
185,355  
(56,631)  
(22,119)  
339,999  
245,631  
193,246  
2,179,903  
NOTE 9  
Income taxes: *  
Current................................................................................  
87,279  
5,051  
70,589  
(4,970)  
65,619  
774,576  
44,832  
Deferred .............................................................................  
92,330  
819,408  
Net income.........................................................................  
Net income attributable to non-controlling interests.........  
Netꢀincomeꢀattributableꢀtoꢀownersꢀofꢀtheꢀparent ............  
153,300  
36,640  
127,627  
30,765  
1,360,495  
325,171  
¥ 116,660  
¥
¥
96,862  
$ 1,035,323  
Yen  
US dollars  
Net income per share:  
Primary ...............................................................................  
Fully diluted........................................................................  
Cash dividends per share ..................................................  
¥
234.98  
234.92  
32.00  
172.67  
172.63  
27.00  
$
2.09  
2.09  
0.28  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
3
6 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
(Consolidated Statements of Comprehensive Income)  
Years ended 31 March 2016 and 2015  
Thousands of  
US dollars  
Millions of yen  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
2
016  
2015  
2016  
Net Income ..........................................................................  
¥153,300  
¥127,627  
$1,360,495  
NOTE 13  
Other comprehensive income *  
Valuation difference on available-for-sale securities ........  
Deferred gains or losses on hedges.................................  
Foreign currency translation adjustment ..........................  
Adjustment for retirement benefits....................................  
(77,011)  
(29)  
57,734  
587  
(683,453)  
(261)  
(100,590)  
(10,562)  
46,774  
(3,005)  
(892,708)  
(93,737)  
Share of other comprehensive income of associates  
accounted for using equity method..................................  
(3,411)  
3,489  
(30,277)  
Total other comprehensive income...................................  
(191,605)  
105,579  
(1,700,437)  
Comprehensive income .....................................................  
Comprehensive income attributable to:  
(38,304)  
233,206  
(339,942)  
Comprehensive income attributable to owners of the parent  
Comprehensive income attributable to non-controlling interests  
(51,260)  
12,955  
178,312  
54,894  
(454,919)  
114,977  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
SUZUKI MOTOR CORPORATION 37  
Consolidated Financial Statements  
Consolidated Statements of Changes in Net Assets  
Years ended 31 March 2016 and 2015  
Millions of yen  
SUZUKI MOTOR  
Thousands  
CORPORATION  
of shares  
Total other  
comprehen-  
sive income  
Subscription  
rights to  
shares  
AND CONSOLIDATED  
SUBSIDIARIES  
of common  
stock  
Capital  
stock  
Capital  
surplus  
Retained  
earnings  
Treasury  
stock  
Non-control-  
ling interests  
Balance as of  
561,047 ¥138,014 ¥144,364 ¥1,008,555  
¥(57)  
¥35,846  
¥168 ¥167,464  
31 March 2014  
Cumulative effects of  
changes in accounting  
policies................................  
(8,118)  
Balance as of 31 March  
2
014ꢀreflectedꢀchangesꢀ  
561,047 ¥138,014 ¥144,364 ¥1,000,437  
¥(57)  
¥35,846  
¥168 ¥167,464  
in accounting policies  
Dividends from surplus ..  
(13,464)  
96,862  
Net income attributable  
to owners of the parent..  
Effects of changes of  
fiscal year.....................  
(9)  
(1,384)  
(30)  
25  
Purchase of treasury stock..  
Disposal of treasury stock..  
Transfer to capital surplus  
from retained earnings.........  
9
(9)  
(4)  
81,487  
81,487  
81  
81  
51,583  
51,583  
Net changes of items other  
than shareholders’ equity ....  
Total changes during the  
fiscal year........................  
82,003  
Balance as of  
561,047 ¥138,014 ¥144,364 ¥1,082,440  
¥(62) ¥117,333  
¥250 ¥219,048  
3
1 March 2015  
Dividends from surplus ..  
(16,156)  
116,660  
Net income attributable to  
owners of the parent......  
Purchase of treasury  
NOTE 14  
stock  
*
...................  
(460,479)  
180  
Disposal of treasury stock..  
(95)  
Retirement of treasury  
NOTE 14  
stock  
*
.........................  
(70,047)  
(269,191)  
269,287  
(198)  
(269,287)  
269,191  
Transfer to capital surplus  
from retained earnings......  
Capital increase of consoli-  
dated subsidiaries .............  
Net changes of items other  
than shareholders’ equity ...  
(164,304)  
(62)  
(62)  
10,768  
10,768  
Total changes during the  
fiscal year........................  
(198)  
(168,783) (191,107) (164,304)  
¥913,656 ¥(191,169 ¥(46,970)  
Balance as of  
1 March 2016  
491,000 ¥138,014 ¥144,166  
)
¥188 ¥229,816  
3
3
8 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Thousands of US dollars  
Thousands  
of shares  
of common  
stock  
Total other  
comprehen-  
sive income  
Subscription  
rights to  
shares  
Capital  
stock  
Capital  
surplus  
Retained  
earnings  
Treasury  
stock  
Non-control-  
ling interests  
Balance as of  
561,047 $1,224,838 $1,281,192 $9,606,323  
$(551) $1,041,302  
$2,226 $1,943,983  
3
1 March 2015  
Dividends from surplus ..  
(143,383  
)
Net income attributable to  
owners of the parent......  
1,035,323  
Purchase of treasury  
NOTE 14  
stock  
*
...................  
(4,086,612  
)
Disposal of treasury stock..  
(847)  
1,601  
Retirement of treasury  
NOTE 14  
stock  
*
..........................  
(70,047)  
(2,388,993  
)
2,388,993  
Transfer to capital surplus  
from retained earnings ..  
2,389,841 (2,389,841  
)
)
Capital increase of con-  
solidated subsidiaries ....  
(1,763  
)
Net changes of items  
other than shareholders’  
equity ..............................  
(1,458,151  
)
)
(550)  
(550)  
95,565  
95,565  
Total changes during the  
fiscal year........................  
(1,763  
)
(1,497,901  
(1,696,017  
)
(1,458,151  
Balance as of  
1 March 2016  
3
491,000 $1,224,838 $1,279,428 $8,108,421 $(1,696,568) $(416,849)  
$1,676 $2,039,549  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
SUZUKI MOTOR CORPORATION 39  
Consolidated Financial Statements  
Consolidated Statements of Cash Flows  
Years ended 31 March 2016 and 2015  
Thousands of  
US dollars  
Millions of yen  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
2016  
2015  
2016  
Cashꢀflowsꢀfromꢀoperatingꢀactivities  
Income before income taxes etc. .....................................  
¥245,631  
168,315  
322  
(1,029)  
(20,885)  
6,381  
4,627  
2,492  
(83)  
(36,760)  
3,479  
¥193,246  
134,377  
969  
(867)  
(25,259)  
9,433  
$2,179,903  
1,493,749  
2,861  
(9,137)  
(185,355)  
56,631  
41,071  
22,119  
(743)  
(326,239)  
30,876  
Depreciation and amortization..........................................  
Impairment loss .................................................................  
Increase (decrease) in allowance for doubtful accounts  
Interest and dividend income............................................  
Interest expenses ..............................................................  
Foreign exchange losses (gains)......................................  
Equity in (earnings) losses of affiliates..............................  
Loss (gain) on sales of property, plant and equipment ...  
Loss (gain) on sales of investment securities...................  
Decrease (increase) in notes and accounts receivable-trade  
Decrease (increase) in inventories ...................................  
Increase (decrease) in notes and accounts payable-trade..  
Increase (decrease) in accrued expenses ......................  
Others, net..........................................................................  
Sub-total  
4,804  
1,454  
102  
(9,242)  
(37,179)  
44,390  
2,542  
15,838  
334,611  
25,347  
(8,108)  
(96,813)  
255,037  
8,298  
593  
73,650  
5,266  
14,857  
(36,630)  
359,610  
20,328  
(7,833)  
(78,010)  
294,095  
131,856  
(325,079)  
3,191,431  
180,413  
(69,520)  
(692,319)  
2,610,004  
Interest and dividend income received............................  
Interest expenses paid......................................................  
Income taxes paid.............................................................  
Net cash provided by (used in) operating activities  
Cashꢀflowsꢀfromꢀinvestingꢀactivities  
Payments into time deposits .............................................  
Proceeds from withdrawal of time deposits......................  
Purchases of short-term investment securities ................  
Proceeds from sales of short-term investment securities  
Purchases of property, plant and equipment...................  
Others, net..........................................................................  
Net cash provided by (used in) investing activities  
Cashꢀflowsꢀfromꢀfinancingꢀactivities  
(61,915)  
28,596  
(274,553)  
173,478  
(162,574)  
54,533  
(79,661)  
136,236  
(193,152)  
206,239  
(192,694)  
2,123  
(549,481)  
253,789  
(2,436,578)  
1,539,563  
(1,442,796)  
483,966  
(242,435)  
(120,909)  
(2,151,536)  
Net increase (decrease) in short-term loans payable......  
Proceeds from long-term loans payable ..........................  
Repayment of long-term loans payable ...........................  
Purchase of treasury stock................................................  
Cash dividends paid .........................................................  
Cash dividends paid to non-controlling interests.............  
Others, net..........................................................................  
Net cash provided by (used in) financing activities  
Effect of exchange rate changes on cash and cash equivalents  
Net increase (decrease) in cash and cash equivalents  
Cash and cash equivalents at beginning of period  
Increase (decrease) in cash and cash equivalents  
resultingꢀfromꢀchangeꢀofꢀfiscalꢀyearꢀofꢀsubsidiaries  
Increase (decrease) in cash and cash equivalents  
resulting from change of scope of consolidation  
27,088  
45,400  
(108,365)  
(460,479)  
(16,156)  
(7,504)  
(26,353)  
173,000  
(45,191)  
(30)  
(13,466)  
(3,456)  
(28)  
84,472  
5,042  
223,643  
710,611  
240,404  
402,910  
(961,710)  
(4,086,612)  
(143,381)  
(66,599)  
(344)  
(3,057)  
(520,361)  
(13,471)  
(482,172)  
932,261  
(4,618,044)  
(119,554)  
(4,279,131)  
8,273,530  
(2,039)  
45  
¥932,261  
NOTE 11  
Cash and cash equivalents at end of period *  
¥450,088  
$3,994,398  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
4
0 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Notes to Consolidated Financial Statements  
NOTE 1:ꢀBasisꢀofꢀpresentingꢀconsolidatedꢀfinancialꢀstatements  
The accompanying consolidated financial statements of Suzuki Motor Corporation (the “Company”), consolidated Subsidiaries,  
and Affiliates (the “Group”) have been prepared on the basis of generally accepted accounting principles and practices in Japan,  
and the consolidated financial statements were filed with the Financial Services Agency as required by the Financial Instruments  
and Exchange Act of Japan.  
The preparation of the consolidated financial statements requires the management to select and adopt accounting standards and  
make estimates and assumptions that affect the reported amount of assets and liabilities, revenue and expenses, and the cor-  
responding methods of disclosure.  
As such, the management’s estimates are made reasonably based on historical results. However, due to the inherent uncertainties  
involved in making estimates, actual results could differ from these estimates.  
For the convenience of readers outside Japan, certain reclassifications and modifications have been made to the original consoli-  
dated financial statements.  
As permitted, an amount of less than one million yen has been omitted. For the convenience of the readers, the consolidated  
financial statements, including the opening balance of shareholders’ equity, have been presented in US dollars by translating all  
Japanese yen amounts on the basis of 112.68 to US$1, the rate of exchange prevailing as of 31 March 2016. Consequently, the  
totals shown in the consolidated financial statements (both in yen and in US dollars) do not necessarily agree with the sum of the  
individual amounts.  
NOTE 2:ꢀSummaryꢀofꢀsignificantꢀaccountingꢀpolicies  
(a) Principles of consolidation  
The consolidated financial statements for the years ended 31 March 2016 and 2015 include the accounts of the Group, and  
the numbers of consolidated subsidiaries were 136 and 133 respectively. In addition, the numbers of investments in affiliated  
companies for the years ended 31 March 2016 and 2015 were 33 and 35 respectively. All significant inter-company accounts  
and transactions are eliminated in consolidation. Investments in affiliated companies are accounted for by the equity method.  
The difference at the time of acquisition between the cost and underlying net equity of investments in consolidated subsidiar-  
ies (goodwill) and in affiliated companies accounted for under the equity method is, as a rule, amortized on a straight-line  
basis over a period of five years after appropriate adjustments.  
The account settlement date of 23 consolidated subsidiaries is December 31, however Magyar Suzuki Corporation Ltd. and  
2
1 others are consolidated based on the financial statements of provisional account settlement as of March 31. Subsidiary  
which has been consolidated based on the financial statements as of 31 December is 1 subsidiary.  
The account settlement date of other consolidated subsidiaries is the same as the consolidated account settlement date.  
(b) Allowance for doubtful accounts  
In order to allow for loss from bad debts, estimated uncollectible amount based on actual ratio of bad debt is appropriated as  
general receivable. With respect to specific receivable with higher default possibility, recoverable amount is estimated respec-  
tively and uncollectible amount is appropriated.  
(c) Allowance for investment loss  
In order to allow for loss from non-marketable securities, the difference between book balue and fair value is appropriated.  
(d) Provision for product warranties  
The provision is appropriated into this account based on the warranty agreement and past experience in order to allow for  
expenses related to the maintenance service of products sold.  
(e) Provision for directors’ bonuses  
In order to defray bonuses for directors and company auditors, estimated amount of such bonuses is appropriated.  
(
f)ꢀ Provisionꢀforꢀdirectors’ꢀretirementꢀbenefits  
The amount to be paid at the end of fiscal year had been posted pursuant to the Company’s regulations on the retirement  
allowance of Directors and Company Auditors. However, the Company’s retirement benefit system for them was abolished at  
the closure of the Ordinary General Meeting of Shareholders held on 29 June 2006. And it was approved at Ordinary General  
Meeting of Shareholders that reappointed Directors and Company Auditors were paid their retirement benefit at the time of  
their retirement, based on their years of service. Estimated amount of such retirement benefits is appropriated at the end of the  
current consolidated fiscal year. Furthermore, for the Directors and Company Auditors of some consolidated subsidiaries, the  
amount to be paid at the end of the year was posted pursuant to their regulation on the retirement allowance of Directors and  
Company Auditors.  
(g) Provision for disaster  
Reasonably estimated amount is appropriated for anticipated loss mainly caused by relocation of plants and facilities located  
in the Ryuyo Region in Iwata City, Shizuoka Prefecture where massive tsunami damages caused by Tokai and Tonankai Earth-  
quake are anticipated.  
(h) Provision for product liabilities  
The provision is appropriated for product compensation related to North American market which is not covered by “Product  
Liability Insurance” based on the actual payments.  
SUZUKI MOTOR CORPORATION 41  
Consolidated Financial Statements  
(
(
i) Provision for recycling expenses  
The provision is appropriated for an estimated expense related to the recycle of products of the Company based on actual  
sales.  
j) Short-term investment securities and Investment securities  
The Company and its subsidiaries hold securities of listed companies, which have a risk of price fluctuations, and non-listed  
companies whose stock prices are difficult to be evaluated.  
If the Company and its subsidiaries judge the decline in investment value is not temporary, the Company and its subsidiaries  
recognize revaluation loss based on the reasonable standard. If the stock market falls, the Company and its subsidiaries may  
incur significant loss on valuation of securities.  
Securities have to be classified into four categories: trading securities; held-to-maturity debt securities; investments of the  
Company in equity securities issued by consolidated subsidiaries and affiliates; and available-for-sale securities.  
According to this classification, securities held by the Company and its subsidiaries are available-for-sale securities. Available-  
for-sale securities for which market quotations are available are stated at market value method based on the market values  
as of the consolidated account settlement date (the evaluation differences shall be reported as other comprehensive income,  
and sales costs shall be calculated mainly by moving average method).  
Available-for-sale securities for which market quotations are unavailable are stated at cost by moving average method.  
(k) Hedge accounting  
Gains or losses arising from changes in fair value of the derivatives designated as “hedging instruments” are deferred until the  
gains and losses on the hedged items or transactions are recognized.  
If foreign currency forward contracts meet certain criteria, exceptional hedge accounting is applied and these contracts are  
handled together with hedged items. If interest rate swap contracts meet certain criteria, special exceptional hedge account-  
ing is applied and these contracts are handled together with hedged items. If cross currency interest rate swap contracts  
meet certain criteria, integration method (special exceptional method and exceptional method) is applied and these contracts  
are handled together with hedged items.  
The derivatives designated as hedging instruments by the Company and its subsidiaries are principally forward exchange  
contracts, interest swaps and cross currency interest rate swaps. The related hedged items are foreign currency denominated  
transaction and borrowings.  
The Company and its subsidiaries have a policy to utilize the above hedging instruments in order to reduce our exposure to  
the risks of the fluctuation of interest rate and foreign exchange. Thus, our purchases of the hedging instruments are limited  
to, at maximum, the amounts of the hedged items. The Company and its subsidiaries evaluate effectiveness of their hedging  
activities by reference to the accumulated gains or losses on the hedging instruments and the related hedged items from the  
commencement of the hedges.  
(
l) Foreign currency translation  
All monetary assets and liabilities denominated in foreign currencies, whether long-term or short-term, are translated into  
Japanese yen at the exchange rates prevailing at the balance sheet date. Resulting gains and losses are included in net  
income or loss for the period.  
Assets and liabilities of the foreign subsidiaries and affiliates are translated into Japanese yen at the exchange rates pre-  
vailing at the balance sheet date.  
The components of net assets are translated into Japanese yen at their historical rates. Profit and loss accounts for the  
fiscal year are translated into Japanese yen by using the average exchange rate during the fiscal year. Differences in  
yen amounts arising from the use of different rates are presented as “Foreign currency translation adjustment” and “Non-  
controlling interests” in the net assets.  
(m)Inventories  
Stated at cost mainly determined by the gross average method (figures on the consolidated balance sheet are measured by  
the method of book devaluation based on the reduction of profitability).  
(n) Methodꢀofꢀdepreciationꢀandꢀamortizationꢀofꢀsignificantꢀdepreciableꢀassets  
a. Property, plant and equipment (excluding lease assets)  
.
................ Mainly declining balance method for the Company and domestic subsidiaries and mainly straight-line  
method for foreign subsidiaries.  
Main durable years are as follows:  
Buildings and structures  
3 to 75 years  
Machinery, equipment and vehicles 3 to 15 years  
b. Intangible assets (excluding lease assets)  
................ Straight-line method  
c. Lease assets  
Finance leases which transfer ownership  
................ The same method as depreciation and amortization of self-owned noncurrent assets.  
Finance leases which do not transfer ownership  
................ Straight-line method with the lease period as the durable years. With respect to lease assets with guaran-  
.
.
.
teed residual value under lease agreement, remaining value is the guaranteed residual value. With respect  
to other lease assets, remaining value is zero.  
4
2 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
(o) Income taxes  
The provision for income taxes is computed based on the income before income taxes included in the consolidated state-  
ments of income. The asset and liability approach is adopted to recognize deferred tax assets and liabilities for the expected  
future tax consequences of temporary differences between the carrying amounts and the tax bases of assets and liabilities.  
In making a valuation for the possibility of collection of deferred tax assets, the Company and its subsidiaries estimate their  
future taxable income reasonably. If the estimated amounts of future taxable income decrease, deferred tax assets may de-  
crease and income taxes may be posted.  
Consolidated tax payment has been applied to the Company and its domestic wholly owned subsidiaries since the fiscal year  
ended 31 March 2012.  
(p)ꢀ Retirementꢀbenefits  
With respect to calculation of retirement benefit obligations, benefit formula basis method is used to attribute expected benefit  
to period up to the end of this fiscal year. With respect to past service costs, they are treated as expense on a straight line ba-  
sis over the certain years within the period of average length of employees’ remaining service years at the time when it occurs.  
With respect to the actuarial gain or loss, the amounts, prorated on a straight line basis over the certain years within the period  
of average length of employees’ remaining service years in each year in which the differences occur, are respectively treated  
as expenses from the next term of the year in which they arise.  
Retirement benefit cost and retirement benefit obligation are calculated based on the actuarial assumptions, which include  
discount rate, assumed return of investment ratio, revaluation ratio, salary rise ratio, retirement ratio and mortality ratio. Dis-  
count rate is decided based on yield on low-risk and long-term bonds, and assumed return of investment ratio is decided  
based on the investment policies of pension assets of each pension system etc.  
Decreased yield on long-term bond leads to a decrease in discount rate and it has an adverse influence on the calculation of  
retirement benefit cost. However, the pension system adopted by the Company has a cash balance type plan, and thus the  
revaluation ratio, which is one of the base ratios, can reduce adverse effects caused by the decrease in discount rate.  
If the investment yield of pension assets is less than the assumed return of investment ratio, it will have an adverse effect on  
the calculation of retirement benefit cost. However, by focusing on low-risk investments, this influence should be minimal in the  
case of the pension fund systems of the Company and its subsidiaries.  
(q) Net income per share  
Primary net income per share is computed based on the weighted average number of shares issued during the respective  
years. Fully diluted net income per share is computed assuming that all stock options are exercised. Cash dividends per  
share are the amounts applicable to the respective periods including dividends to be paid after the end of the period.  
(
r) Cash and cash equivalents  
All highly liquid investments with original maturities of three months or less when purchased are considered cash equivalents.  
(s)ꢀ Reclassification  
Certain reclassifications of previously reported amounts are made to conform to current classifications.  
NOTE 3: Changes in accounting policies  
(a) Application of Accounting Standard for Business Combinations  
The “Accounting Standard for Business Combinations” (Accounting Standards Board of Japan (ASBJ) Statement No. 21, 13 Sep-  
tember 2013, hereinafter the “Business Combinations Standard”), the “Accounting Standard for Consolidated Financial Statements”  
(ASBJ Statement No. 22, 13 September 2013, hereinafter the “Consolidated Financial Statements Standard”), the “Accounting  
Standard for Business Divestitures” (ASBJ Statement No. 7, 13 September 2013, hereinafter the “Business Divestitures Standard”)  
and others have been applied since beginning of this consolidated fiscal year. Accordingly, the Company’s accounting policies  
have been changed; the difference arising from a change in ownership interest in a subsidiary when the Company continues to  
have control is recorded as capital surplus, acquisition-related costs are recognized as expenses in the consolidated fiscal year  
when they are incurred. Also, regarding business combinations to be performed at and after the beginning of this consolidated fis-  
cal year, a method was changed with respect to the retrospective adjustment of the purchase price allocation based on provisional  
accounting applicable to the consolidated financial statements of the fiscal period in which the business combination occurred. In  
addition, the Company has changed expression of net income, etc. and changed minority interests to non-controlling interests. To  
reflect these changes in presentation, consolidated financial statements in the previous fiscal year have been reclassified.  
In accordance with transitional treatments stipulated in Paragraph 58-2 (4) of the Business Combinations Standard, Paragraph  
4
4-5 (4) of the Consolidated Financial Statements Standard, and Paragraph 57-4 (4) of the Business Divestitures Standard, the  
Business Combinations Standard and others have been applied from the beginning of this consolidated fiscal year.  
In the consolidated statements of cash flows in this consolidated fiscal year, cash flow of acquisition or sale by the Company of the  
subsidiary’s shares which would not change the scope of consolidation was included in “Net cash provided by (used in) financing  
activities” while cash flow of costs related to acquisition by the Company of the subsidiary’s shares which would change the scope  
of consolidation, and cash flow of costs related to acquisition or sale by the Company of the subsidiary’s shares which would not  
change the scope of consolidation, were included in “Net cash provided by (used in) operating activities”.  
The effect in the consolidated financial statements as a result of the adoption of these accounting standards is insignificant in this  
consolidated fiscal year.  
SUZUKI MOTOR CORPORATION 43  
Consolidated Financial Statements  
(b) New accounting standards not yet applied  
“Implementation Guidance on Recoverability of Deferred Tax Assets” (ASBJ Statement No.26, 28 March, 2016)  
a. Overview  
The “Implementation Guidance on Recoverability of Deferred Tax Assets” groups companies into five categories and with  
respect to guidelines related to the recoverability of deferred tax assets, principally those provided in the Auditing Guid-  
ance No.66; “Audit Treatment for Judgment of Recoverability of Deferred Assets”. The Implementation Guidance basically  
continues to apply the framework for handling estimates of the amount of deferred tax assets recorded according to these  
categories, making several necessary revisions with respect to the below accounting treatments.  
1
2
3
4
.) Accounting treatments of entities not satisfying any of the category criteria from “Category 1” to “Category 5”  
.) Category criteria of “Category 2” and “Category 3”  
.) Accounting treatments of unscheduled deductible temporary differences for entitles in “Category 2”  
.) Accounting treatments for reasonably estimable period for taxable income before temporary differences for entitles in  
Category 3”  
.) Accounting treatments for entitles satisfying the category criteria of “Category 4” and also falling in “Category 2” or  
Category 3”  
5
b. Application date  
These revisions will be applied from the beginning of consolidated fiscal year on and after 1 April 2016.  
c. Effect of applying accounting standard  
The amount of the effect is currently under assessment.  
NOTE 4: Changes in Accounting Estimates  
[Provision for product warranties]  
The Company changed warranty estimation method because future after service cost came to be estimated more accurately in  
this consolidated fiscal year.  
The effect in the consolidated financial statements is insignificant in this consolidated fiscal year.  
[Provision for disaster]  
The Company changed estimation method of provision for disaster mainly owing to changed relocation project of plants and  
facilities, etc. in this consolidated fiscal year.  
As a result of this change in estimation method, the amounts of operating income and income before income taxes etc. increased  
by ¥5,359 million respectively compared to the previous method.  
[Provision for recycling expenses]  
The Company reversed provision for recycling expenses due to insignificant amount of estimated recycling expenses for motor-  
cycle related to the provision and insignificant results of using the recycling systems in this consolidated fiscal year.  
The effect in the consolidated financial statements is insignificant in this consolidated fiscal year.  
NOTE 5: Financial Instruments  
(a)ꢀ Mattersꢀforꢀconditionsꢀofꢀfinancialꢀinstruments  
a.ꢀPolicyꢀforꢀfinancialꢀinstruments  
With respect to the fund management, the Group uses short-term deposits and short-term investment securities, and with  
respect to the fund-raising, the Group uses borrowings from financial institutions such as banks and issuance of bonds. The  
Group uses derivatives to hedge and manage the risks of the fluctuations of interest rates and exchange rates, and does  
not use derivatives for speculation purposes.  
b.ꢀTypeꢀofꢀfinancialꢀinstruments,ꢀrisksꢀandꢀriskꢀmanagement  
With respect to customers’ credit risks from operating receivables such as notes and accounts receivable-trade, in order to  
mitigate the risks, the Group identifies credit standing of major counterparties and manages due date and receivable balance  
of each counterparty in line with our rules and regulations for credit control. The Group hedges the risks of the fluctuation ex-  
change rate from operating receivables denominated in foreign currency by forward exchange contract in principle.  
Investment securities are mainly stocks of companies with which the Group has business relationship, and with respect to listed  
stocks, the Group quarterly identifies those fair values and reports them to the Board of Directors.  
Basically, accounts payable-trade is due within one year.  
Applications of borrowings are fund for operating capital (mainly short-term) and capital expenditures (long-term), and the  
Group uses interest-rate swaps or cross currency interest rate swaps for the risks of the fluctuation of interest rate and ex-  
change rate of some long-term borrowings.  
Objectives of derivative transactions are foreign currency forward contracts to hedge the risks of the fluctuation of exchange  
rate related to receivables and payables denominated in foreign currencies, interest rate swaps to hedge the risks of the  
fluctuation of interest rate related to borrowings, and cross currency interest rate swaps to hedge the risks of the fluctuation of  
exchange rate and interest rate related to borrowings and lending. The Group executes and manages derivatives within the ac-  
tual demand in line with our rules and regulations which set out the authority to trade. In addition, in using derivatives, the Group  
deals with financial institutions which have high credit grade in order to reduce credit risks.  
In addition, each company of the Group manages liquidity risk related to accounts payable and borrowings by making a financial plan.  
c.ꢀSupplementꢀtoꢀfairꢀvaluesꢀofꢀfinancialꢀinstruments  
Fair values of financial instruments include values based on quoted prices in active markets and values assessed by rational  
valuation techniques in case quoted prices are not available. Since the rational valuation techniques include variable factors,  
the results of valuation may differ when different assumptions are applied. In addition, in Note 5 (d) Derivative transactions,  
contract amounts do not present market risks for the derivative transactions.  
4 SUZUKI MOTOR CORPORATION  
4
Consolidated Financial Statements  
(b)ꢀ Mattersꢀforꢀfairꢀvaluesꢀofꢀtheꢀfinancialꢀinstruments  
Carrying amounts in the consolidated balance sheet, fair values and difference as of 31 March 2016 and 2015 were as fol-  
lows. Financial instruments whose fair value cannot be reliably measured are not included in the below table.  
Millions of yen  
2016  
2015  
Carrying  
amount  
Carrying  
amount  
Fair value  
Difference  
Fair value  
Difference  
(
(
(
1) Cash and deposits  
2) Notes and accounts receivable-trade  
3) Short-term investment securities and  
¥497,187  
335,343  
¥497,187  
337,385  
¥
2,041  
¥457,513  
316,826  
¥457,513  
318,567  
¥
1,741  
Investment securities  
Available-for-sale securities  
Investments in affiliates  
Total of assets  
1) Accounts payable-trade  
2) Short-term loans payable  
3) Current portion of long-term loans payable  
4) Accrued expenses  
5) Long-term loans payable  
488,274  
588  
1,321,394  
402,624  
201,507  
64,982  
183,695  
262,797  
1,115,607  
488,274  
1,024  
1,323,872  
402,624  
201,507  
64,924  
183,695  
260,818  
1,113,569  
436  
2,477  
1,007,347  
616  
1,007,347  
669  
52  
1,794  
377  
1,782,304  
479,950  
177,805  
104,145  
181,217  
272,717  
1,215,834  
1,784,098  
479,950  
177,805  
103,768  
181,217  
268,346  
1,211,087  
(
(
(
(
58  
(
1,979  
2,037  
4,370  
4,747  
Total of liabilities  
Derivatives  
Hedge accounting is applied  
Hedge accounting is not applied  
1,340  
736  
1,340  
736  
1,072  
1,603  
1,072  
1,603  
Thousands of US dollars  
016  
Fair value  
2
Carrying  
amount  
Difference  
(
(
(
1) Cash and deposits  
2) Notes and accounts receivable-trade  
3) Short-term investment securities and  
$4,412,385 $4,412,385  
$
18,120  
2,976,072  
2,994,193  
Investment securities  
Available-for-sale securities  
Investments in affiliates  
Total of assets  
1) Accounts payable-trade  
2) Short-term loans payable  
4,333,282  
5,225  
11,726,965 11,748,956  
3,573,165  
1,788,315  
576,703  
4,333,282  
9,096  
3,870  
21,991  
(
(
(
3,573,165  
1,788,315  
576,183  
519  
3) Current portion of long-term loans payable  
(
4) Accrued expenses  
1,630,239  
2,332,249  
9,900,672  
1,630,239  
2,314,682  
9,882,587  
17,566  
18,085  
(5) Long-term loans payable  
Total of liabilities  
Derivatives  
Hedge accounting is applied  
Hedge accounting is not applied  
11,898  
6,533  
11,898  
6,533  
*
Assets or liabilities derived from derivatives are shown on a net basis and net liabilities are shown as ( ).  
SUZUKI MOTOR CORPORATION 45  
Consolidated Financial Statements  
*1.ꢀMattersꢀforꢀmethodsꢀusedꢀtoꢀmeasureꢀfairꢀvaluesꢀofꢀfinancialꢀinstruments  
Assets:  
a. Cash and deposits  
Since fair values of deposits are approximately equal to the book values, book values are used as fair values.  
b. Notes and accounts receivable-trade  
Fair values of sales finance receivables are calculated on the discount method by the expected rate applied to new  
loan contract on each receivable classified into a certain term.  
Notes and accounts receivable-trade except sales finance are settled in short term and those fair values are ap-  
proximately equal to the book values. Therefore book values are used as fair values.  
c. Short-term investment securities and Investment securities  
With respect to these fair values, fair values of stock are prices of exchanges. With respect to negotiable certificate  
of deposit and other types of securities, book values are used as fair values because they are settled in short term  
and those fair values are approximately equal to the book values.  
Liabilities:  
a. Accounts payable-trade, Short-term loans payable and Accrued expenses  
Since these are settled in short term and those fair values are approximately equal to the book values, book values  
are used as fair values.  
b. Current portion of long-term loans payable and Long-term loans payable  
These fair values are measured by discounting based on the estimated interest rates at which similar new loans with  
same amount of principal and interest could have been borrowed.  
Derivatives:  
Please refer to Note 5 (d) Derivative transactions.  
*2. Financial instruments whose fair value cannot be reliably determined  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Available-for-sale securities  
Unlisted stock other than stocks of affiliates  
Unlisted stock of affiliates .............................  
Others ............................................................  
¥17,882  
17,188  
210  
¥18,748  
23,084  
119  
$158,701  
152,547  
1,871  
Those fair values cannot be reliably measured because market values are unavailable and future cash flows cannot be  
estimated. Therefore they are not included in “(3) Short-term investment securities and Investment securities” of assets.  
4
6 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
*3. The amounts to be redeemed after the account settlement date of monetary receivables and available-for-sale securities  
Millions of yen  
2016  
2015  
Over 1 year,  
Over 5 years,  
Within  
10 years  
Over 1 year,  
Over 5 years,  
Within  
10 years  
Within  
year  
Within  
1 year  
Within  
Within  
1
5
years  
5 years  
Cash and deposits  
Notes and  
accounts receivable- trade  
Securities and investment  
securities with maturities  
Total  
¥ 497,187  
44,470  
¥
¥ —  
¥ 457,513  
241,373  
¥
¥ —  
2
90,513  
360  
75,017  
435  
279,571  
¥1,021,229  
¥360  
685,647  
¥1,384,534  
¥435  
¥90,513  
¥75,017  
Thousands of US dollars  
016  
2
Over 1 year,  
Over 5 years,  
Within  
Within  
Within  
1
year  
5
years  
10 years  
Cash and deposits  
Notes and  
accounts receivable- trade  
Securities and investment  
securities with maturities  
Total  
$4,412,385  
2,169,598  
$
$
803,275  
3,198  
2,481,109  
$9,063,093  
$803,275  
$3,198  
(c) Securities  
a. Available-for-sale securities with market value  
Millions of yen  
2016  
2015  
Acquisition  
cost  
Carrying  
Amount  
Acquisition  
Carrying  
Amount  
Difference  
cost  
Difference  
Securities for which the carrying amount exceeds the acquisition costs  
Stocks....................................................  
Bonds....................................................  
Others....................................................  
Sub-Total  
¥ 50,789  
¥149,942  
¥ 99,152  
¥ 93.769 ¥ 320,628  
¥226,859  
302,911  
¥353,700  
332,224  
¥482,166  
29,313  
¥128,465  
249,238  
263,329  
14,090  
¥240,949  
¥343,008 ¥ 583,957  
Securities for which the carrying amount does not exceed the acquisition costs  
Stocks....................................................  
Bonds....................................................  
Others....................................................  
Sub-Total  
¥
6,549  
¥
6,107  
¥
(441)  
¥
1,549  
¥
1,191  
¥
(358)  
422,198  
422,198  
¥
6,549  
¥
6,107  
¥
(441) ¥423,748 ¥ 423,389  
¥766,756 1,007,347  
¥
(358)  
Total  
¥360,249  
¥488,274  
¥128,024  
¥
¥240,591  
SUZUKI MOTOR CORPORATION 47  
Consolidated Financial Statements  
Thousands of US dollars  
2016  
Acquisition  
Carrying  
Amount  
cost  
Difference  
Securities for which the carrying amount exceeds the acquisition costs  
Stocks.................................................... $ 450,744 $ 1,330,690 $ 879,945  
Bonds....................................................  
Others....................................................  
Sub-Total  
2,688,241  
2,948,388  
260,147  
$ 3,138,985 $ 4,279,078 $1,140,092  
Securities for which the carrying amount does not exceed the acquisition costs  
Stocks....................................................  
Bonds....................................................  
Others....................................................  
Sub-Total  
$
58,120  
$
54,203  
$
(3,917)  
$
58,120  
$
54,203  
$
(3,917)  
Total  
$ 3,197,106 $ 4,333,282 $1,136,175  
b. Available-for-sale securities sold  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Amounts sold.....................................................................  
Gains on sales of available-for-sale securities .................  
¥247,317  
36,760  
¥206,255  
$2,194,867  
326,239  
c. Marketable securities impaired / Loss on valuation of securities  
Year ended 31 March 2015  
Not applicable.  
With respect to impairing securities with a market value, if the market value at the end of the period has significantly  
declined compared to the acquisition cost, the Group recognizes impairment to the extent deemed necessary based on  
recoverability. With respect to impairing securities without a market value, if the real price has significantly declined com-  
pared to the acquisition cost, the Group recognizes impairment to the extent deemed necessary based on recoverability.  
Year ended 31 March 2016  
The Group recognized impairment of 1,337 million yen (11,871 thousand US dollars) on available-for-sale securities.  
With respect to impairing securities with a market value, if the market value at the end of the period has significantly  
declined compared to the acquisition cost, the Group recognizes impairment to the extent deemed necessary based on  
recoverability. With respect to impairing securities without a market value, if the real price has significantly declined com-  
pared to the acquisition cost, the Group recognizes impairment to the extent deemed necessary based on recoverability.  
4
8 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
(d) Derivative transactions  
The contract/notional amounts of derivatives which are shown in the below table do not represent the Group’s exposure to  
market risk. With respect to fair values of derivatives which are shown in the below tables, commodity transactions are valued  
based on market price. Other transactions are valued based on the price offered by financial institutions.  
a. Derivative transactions to which hedge accounting is not applied  
Currency related transactions (non-market transactions)  
016  
Millions of yen  
2
2015  
Contract/  
notional  
amount  
Amount  
due after  
one year  
Contract/  
notional  
amount  
Amount  
due after  
one year  
Type  
Gain  
loss)  
Gain  
(loss)  
Fair value  
Fair value  
(
Foreign currency  
forward contracts  
Selling  
USD  
¥ 5,444  
¥175  
¥175  
¥
¥ —  
¥ —  
Buying  
JPY  
3,733  
766  
83  
57  
¥10,085  
160  
36  
(0)  
(1)  
¥370  
160  
36  
(0)  
(1)  
¥370  
14,550  
1,694  
3,746  
(43)  
(16)  
394  
¥333  
(43)  
(16)  
394  
¥333  
EUR  
USD  
MXN  
Total  
¥19,990  
Thousands of US dollars  
016  
2
Contract/  
notional  
amount  
Amount  
due after  
one year  
Type  
Gain  
loss)  
Fair value  
(
Foreign currency  
forward contracts  
Selling  
USD  
$48,320  
$1,560  
$1,560  
Buying  
JPY  
33,131  
6,799  
738  
512  
$89,502  
1,420  
324  
(5)  
(12)  
1,420  
324  
(5)  
(12)  
EUR  
USD  
MXN  
Total  
$3,287  
$3,287  
Interest and currency related transactions (non-market transactions)  
016  
Millions of yen  
2
2015  
Contract/  
notional  
amount  
Amount  
due after  
one year  
Contract/  
notional  
amount  
Amount  
due after  
one year  
Type  
Gain  
loss)  
Gain  
(loss)  
Fair value  
Fair value  
(
Cross currency  
interest rate swap  
Pay floating  
receive floating  
Pay INR  
receive USD  
Pay fixed  
receive floating  
Pay IDR  
receive JPY  
¥ 2,610  
10,000  
¥
¥842  
418  
¥842  
¥ 5,568  
10,000  
¥ 2,784  
10,000  
¥1,323  
¥1,323  
10,000  
418  
(0)  
(0)  
0
Pay fixed  
receive floating  
Pay IDR  
receive USD  
11,268  
¥23,878  
11,268  
¥21,268  
(932)  
¥328  
(932)  
¥328  
12,017  
¥27,585  
12,017  
¥24,801  
0
Total  
¥1,323  
¥1,323  
SUZUKI MOTOR CORPORATION 49  
Consolidated Financial Statements  
Thousands of US dollars  
016  
2
Contract/  
notional  
amount  
Amount  
due after  
one year  
Type  
Gain  
loss)  
Fair value  
(
Cross currency  
interest rate swap  
Pay floating  
receive floating  
Pay INR  
receive USD  
Pay fixed  
receive floating  
Pay IDR  
receive JPY  
$ 23,170  
88,746  
$
$7,473  
3,717  
$7,473  
3,717  
88,746  
Pay fixed  
receive floating  
Pay IDR  
receive USD  
100,000  
$211,916  
100,000  
$188,746  
(8,272)  
$2,917  
(8,272)  
$2,917  
Total  
Commodity-related transactions (market transactions)  
016  
Millions of yen  
2
2015  
Contract/  
notional  
amount  
Amount  
due after  
one year  
Contract/  
notional  
amount  
Amount  
due after  
one year  
Type  
Gain  
Gain  
(loss)  
Fair value  
Fair value  
(loss)  
Commodity  
futures contract  
Buying  
¥859  
¥859  
¥36  
¥36  
¥36  
¥36  
¥1,304  
¥1,304  
¥(54)  
¥(54)  
¥(54)  
¥(54)  
Total  
Thousands of US dollars  
016  
2
Contract/  
notional  
amount  
Amount  
due after  
one year  
Type  
Gain  
loss)  
Fair value  
(
Commodity  
futures contract  
Buying  
$7,625  
$7,625  
$328  
$328  
$328  
$328  
Total  
Earthquake-related transactions  
Since fair values for derivative contract relating to earthquakes were not measured due to characteristic of instruments, they  
are not accounted for at fair values.  
5
0 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
b. Derivative transactions to which hedge accounting is applied  
Currency related transactions  
Millions of yen  
2
016  
Amount due  
notional amount after one year  
2015  
Amount due  
notional amount after one year  
Type  
Contract/  
Contract/  
Fair value  
Fair value  
Foreign currency forward contracts (Principle hedge accounting)  
Selling (Principal hedged item: Accounts receivable-trade)  
USD  
EUR  
CAD  
AUD  
NZD  
GBP  
MXN  
¥ 6,790  
5,738  
296  
2,897  
270  
¥106  
227  
3
(81)  
(1)  
¥ 8,034  
21,695  
414  
4,528  
1,236  
40  
¥
42  
1,012  
11  
141  
3
1
14  
575  
1,657  
35  
(17)  
1,518  
Buying (Principal hedged item: Accounts payable-trade)  
THB  
EUR  
4,289  
515  
(41)  
1
11,083  
(88)  
Foreign currency forward contracts (Exceptional hedge accounting)  
Selling (Principal hedged item: Accounts receivable-trade)  
USD  
EUR  
CAD  
AUD  
NZD  
GBP  
MXN  
CNY  
961  
20,169  
353  
3,417  
308  
195  
597  
2,371  
*
*
*
*
*
*
*
*
19,354  
51  
2,883  
375  
*
*
*
*
*
*
*
*
40  
492  
720  
Buying (Principal hedged item: Accounts payable-trade)  
THB  
JPY  
EUR  
USD  
Total  
2,223  
400  
¥54,032  
*
*
*
*
895  
2,726  
3,649  
¥79,742  
*
*
*
*
¥231  
¥1,139  
Thousands of US dollars  
016  
Amount due  
notional amount after one year  
2
Type  
Contract/  
Fair value  
Foreign currency forward contracts (Principle hedge accounting)  
Selling (Principal hedged item: Accounts receivable-trade)  
USD  
EUR  
CAD  
AUD  
NZD  
GBP  
MXN  
$ 60,266  
50,931  
2,634  
25,717  
2,398  
$
942  
2,021  
30  
(725)  
(10)  
5,107  
14,710  
313  
(158)  
Buying (Principal hedged item: Accounts payable-trade)  
THB  
EUR  
38,069  
4,579  
(371)  
9
Foreign currency forward contracts (Exceptional hedge accounting)  
Selling (Principal hedged item: Accounts receivable-trade)  
USD  
EUR  
8,529  
179,001  
*
*
SUZUKI MOTOR CORPORATION 51  
Consolidated Financial Statements  
CAD  
AUD  
NZD  
GBP  
MXN  
CNY  
3,138  
30,327  
2,735  
1,738  
5,302  
*
*
*
*
*
*
21,047  
Buying (Principal hedged item: Accounts payable-trade)  
THB  
JPY  
Total  
19,730  
3,549  
$479,519  
*
*
$2,050  
*
Since these foreign currency forward contracts are handled together with hedged items, their fair values are included in that of hedged items.  
Interest and currency related transactions  
Principal  
Millions of yen  
Contract/ Amount due  
Fair value  
notional amount after one year  
2
016  
2015  
Type  
Contract/  
Amount due  
hedged item  
Fair value  
notional amount after one year  
Interest rate swap (special exceptional hedge accounting)  
Pay fixed Long-term  
receive floating debt  
Interest rate swap (Principle hedge accounting)  
Pay fixed Long-term  
receive floating debt  
¥ 32,500  
¥ 12,500  
*
¥
¥
¥ —  
(32)  
63,500  
63,500  
Cross currency interest rate swap (Principle hedge accounting)  
Pay fixed  
receive floating  
Pay IDR  
receive USD  
Pay fixed  
receive floating  
Pay THB  
Long-term  
debt  
12,608  
5,055  
8,919  
4,026  
(18)  
(16)  
receive USD  
12,899  
12,899  
1,109  
14,962  
14,962  
Cross currency interest rate swap (Integration hedge accounting)  
Pay fixed  
receive floating Long-term  
Pay JPY  
receive USD  
Pay fixed  
receive floating  
Pay CNY  
receive JPY  
Pay fixed  
debt  
118,000  
243  
118,000  
243  
*
*
98,000  
243  
98,000  
243  
*
*
Long-term  
receivable  
receive floating  
Pay INR  
receive USD  
2,732  
2,732  
*
2,913  
2,913  
*
Total  
¥178,983  
¥151,430  
¥1,109  
¥188,538  
¥183,645  
¥(67)  
Thousands of US dollars  
2
016  
Principal  
hedged item  
Type  
Contract/  
Amount due  
notional amount after one year  
Fair value  
Interest rate swap (special exceptional hedge accounting)  
Pay fixed Long-term  
receive floating debt  
$288,427  
$110,933  
*
Cross currency interest rate swap (Principle hedge accounting)  
Pay fixed  
receive floating Long-term  
111,893  
44,869  
Pay IDR  
debt  
receive USD  
5
2 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Pay fixed  
receive floating Long-term  
114,481  
114,481  
9,847  
Pay THB  
debt  
receive USD  
Cross currency interest rate swap (Integration hedge accounting)  
Pay fixed  
receive floating Long-term  
1
,047,213  
1,047,213  
*
*
Pay JPY  
debt  
receive USD  
Pay fixed  
receive floating  
Pay CNY  
2,156  
2,156  
receive JPY  
Pay fixed  
Long-term  
receivable  
receive floating  
Pay INR  
24,248  
24,248  
*
receive USD  
Total  
$1,588,420  
$1,343,902  
$9,847  
*
Since these cross currency interest rate swap transactions are handled together with hedged items, their fair values are included in that of hedged  
items.  
NOTE 6: Short-term debts and long-term debts  
Short-term debts were as follows. The annual interest rates of short-term debts as of 31 March 2016 were from 0.10 percent to  
19.8 percent.  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Short-term loans payable and Current portion of long-term  
loans payable  
Unsecured .........................................................................  
Lease obligations due within one year .............................  
¥266,490  
41  
¥281,950  
43  
$2,365,018  
368  
¥266,531  
¥281,994  
$2,365,387  
Long-term debts were as follows:  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Long-term loans payable maturing through 2021  
Unsecured .........................................................................  
Lease obligations due more than one year..........................  
Other interest-bearing debts (Long-term guarantee deposited)  
¥262,797  
16  
¥272,717  
49  
$2,332,249  
143  
11,900  
13,731  
¥286,497  
105,609  
$2,438,001  
¥274,714  
As is customary in Japan, both short-term and long-term bank loans are subjected to general agreements which provide that the  
banks may, under certain circumstances, request additional security for those loans, and may treat any security furnished to the  
banks, as well as cash deposited with them, as security for all present and future indebtedness.  
SUZUKI MOTOR CORPORATION 53  
Consolidated Financial Statements  
The aggregate annual maturities of long-term debts excluding other interest-bearing debts as of 31 March 2016 were as follows:  
Thousands of  
Year ending 31 March  
Millions of yen  
¥109,249  
61,563  
US dollars  
$ 969,555  
546,359  
2018 .......................................................................................  
2019 .......................................................................................  
2020 .......................................................................................  
15,000  
133,126  
Thereafter...............................................................................  
77,000  
683,351  
¥262,813  
$2,332,392  
Assets pledged as collateral as of 31 March 2016:  
Thousands of  
US dollars  
Millions of yen  
¥594  
Buildings and structures .......................................................  
Land.......................................................................................  
$5,271  
861  
97  
¥691  
$6,133  
Secured liabilities as of 31 March 2016:  
Thousands of  
US dollars  
Millions of yen  
Others (noncurrent liabilities)................................................  
¥372  
$3,309  
NOTE 7: Loan commitment  
The Company has the commitment line contract with six banks for effective financing. The outstanding balance of this contract  
was as follows:  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Commitment line contract total.............................................  
Actual loan balance...............................................................  
Variance  
¥250,000  
¥200,000  
$2,218,672  
¥250,000  
¥200,000  
$2,218,672  
5
4 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
NOTE 8:ꢀRetirementꢀandꢀseveranceꢀbenefits  
1. Outline of adopted retirement benefit systems  
The Company established cash balance corporate pension plan and lump-sum retirement benefit plan. Some of consolidated subsid-  
iaries established defined benefit corporate pension plan and lump-sum retirement benefit plan. Some of foreign consolidated subsid-  
iaries established defined contribution plan.  
Some of consolidated subsidiaries adopt simplified method for the calculation of retirement benefits.  
2. Defined benefit plan  
(a)ꢀReconciliationꢀofꢀretirementꢀbenefitꢀobligationꢀfromꢀtheꢀopeningꢀbalanceꢀtoꢀtheꢀclosingꢀbalance  
Millions of yen  
Thousands of  
US dollars  
2016  
2015  
Opening balance of retirement benefit obligation ...............  
Cumulative effects of changes in accounting policies......  
Opening balance reflected changes in accounting............  
Service cost..........................................................................  
Interest cost ..........................................................................  
Actuarial differences.............................................................  
Retirement allowance paid ..................................................  
Past service cost ..................................................................  
Others ...................................................................................  
Closing balance of retirement benefit obligation  
¥133,418  
¥111,096  
12,243  
¥123,339  
6,638  
$1,184,051  
¥133,418  
8,322  
$1,184,051  
73,862  
1,855  
1,681  
886  
(4,751)  
5,322  
301  
16,467  
14,073  
(4,753)  
347  
124,901  
(42,188)  
3,084  
(1,103)  
¥152,161  
(9,792)  
¥133,418  
$1,350,387  
(b) Reconciliation of pension assets from the opening balance to the closing balance  
Millions of yen  
Thousands of  
US dollars  
2016  
2015  
Opening balance of pension assets ....................................  
Expected return on pension assets.....................................  
Actuarial differences.............................................................  
Contribution from employers................................................  
Retirement allowance paid ..................................................  
Others ...................................................................................  
Closing balance of pension assets  
¥94,487  
1,537  
¥90,040  
1,000  
454  
$838,551  
13,643  
(1,344)  
4,856  
(11,929)  
43,097  
5,905  
(3,364)  
451  
(3,452)  
(219)  
(30,639)  
(1,950)  
¥95,865  
¥94,487  
$850,772  
(
c)ꢀReconciliationꢀbetweenꢀclosingꢀbalanceꢀofꢀretirementꢀbenefitꢀobligationꢀandꢀpensionꢀassetsꢀandꢀnetꢀamountꢀofꢀliability/assetꢀ  
forꢀretirementꢀbenefitsꢀrecognizedꢀinꢀconsolidatedꢀbalanceꢀsheet  
Millions of yen  
Thousands of  
US dollars  
2
016  
2015  
¥95,065  
Defined benefit obligation of funded severance plan .........  
¥108,729  
(95,865)  
$964,943  
(850,772)  
114,170  
385,443  
Pension assets.......................................................................  
(94,487)  
577  
12,864  
Defined benefit obligation of unfunded severance plan.....  
Net amount of liability and asset for retirement benefits  
recognized in consolidated balance sheet..........................  
43,431  
38,353  
¥56,296  
¥38,930  
$499,614  
Liabilities for retirement benefits...........................................  
Assets for retirement benefits ...............................................  
¥56,346  
(50)  
¥40,791  
(1,860)  
$500,061  
(447)  
Net amount of liability and asset for retirement benefits  
recognized in consolidated balance sheet..........................  
¥56,296  
¥38,930  
$499,614  
SUZUKI MOTOR CORPORATION 55  
Consolidated Financial Statements  
(d)ꢀBreakdownꢀofꢀretirementꢀbenefitꢀexpenses  
Millions of yen  
Thousands of  
US dollars  
2
016  
2015  
¥6,638  
Service cost...........................................................................  
Interest cost ...........................................................................  
Expected return on pension assets......................................  
Recognition of actuarial gains and losses ...........................  
Amortization of past service cost..........................................  
Others ....................................................................................  
¥8,322  
$73,862  
16,467  
(13,643)  
8,762  
1,855  
(1,537)  
987  
1,681  
(1,000)  
992  
(342)  
48  
117  
(3,036)  
426  
46  
Total amount of retirement benefit expenses  
for defined benefit plans.......................................................  
¥9,334  
¥8,477  
$82,839  
(e)ꢀAdjustmentꢀforꢀretirementꢀbenefits  
Breakdown of adjustment for retirement benefit recognized were as follows:  
Millions of yen  
Thousands of  
US dollars  
2016  
2015  
Past service cost ...................................................................  
Actuarial gains and losses....................................................  
Total  
¥(293)  
¥(5,140)  
616  
$(2,608)  
(131,186)  
$(133,794)  
(14,782)  
¥(15,075)  
¥(4,524)  
(f)ꢀ Accumulatedꢀadjustmentꢀforꢀretirementꢀbenefits  
Breakdown of accumulated adjustment for retirement benefit recognized were as follows:  
Millions of yen  
Thousands of  
US dollars  
2016  
2015  
Unrecognized past service cost...........................................  
Unrecognized actuarial gains and losses............................  
Total  
¥(2,158)  
(11,437)  
¥(1,864)  
3,344  
$(19,152)  
(101,508)  
$(120,661)  
¥(13,596)  
¥1,479  
(
g) Pension assets  
a. Major breakdown of pension assets  
Portion of major components to total pension assets were as follows:  
2016  
2015  
Debt securities.......................................................................  
General account of life insurance companies .....................  
Others ....................................................................................  
Total  
43.9%  
37.9%  
18.2%  
100.0%  
49.0%  
37.9%  
13.1%  
100.0%  
b. Method to determine long-term expected return on pension assets  
Expected return on pension assets were determined by considering the current and anticipated future portfolio of pen-  
sion assets and current and anticipated future long-term performance of various asset classes that comprise pension  
assets.  
(h) Actuarial assumptions  
2016  
2015  
Discount rate..........................................................................  
Expected long-term return on pension assets.....................  
0.15%  
1.80%  
1.12%  
0.88%  
3. Defined contribution plan  
Year ended 31 March 2015  
Contribution to defined contribution plan by the Company and consolidated subsidiaries was 231 million yen.  
Year ended 31 March 2016  
Contribution to defined contribution plan by the Company and consolidated subsidiaries was 233 million yen (2,069 thousand  
US dollars).  
5
6 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
NOTE 9: Income taxes  
(a) Breakdown of deferred tax assets and deferred tax liabilities by their main occurrence causes  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Deferred tax assets  
Impairment loss and Excess-depreciation.......................  
Various provisions..............................................................  
Unrealized profits elimination............................................  
Loss on valuation of securities..........................................  
Deferred assets .................................................................  
Others.................................................................................  
Deferred tax assets sub-total..........................................  
Valuation allowance...........................................................  
Deferred tax assets total .................................................  
¥57,330  
34,044  
¥57,418  
37,254  
$508,789  
302,133  
19,383  
24,197  
172,021  
13,655  
14,265  
121,189  
3,606  
3,579  
32,010  
81,523  
75,362  
723,494  
209,544  
(36,743)  
¥172,800  
212,078  
(39,996)  
¥172,082  
1,859,638  
(326,091)  
$1,533,547  
Deferred tax liabilities  
Valuation difference on available-for-sale securities ........  
¥(39,938)  
¥(76,700)  
$(354,438)  
Variance from the complete market value method of  
consolidated subsidiaries .................................................  
(5,264)  
(3,265)  
(5,811)  
(3,450)  
(46,723)  
(28,983)  
Reserve for advanced depreciation of noncurrent assets ...  
Others.................................................................................  
Deferred tax liabilities total..............................................  
Net amounts of deferred tax assets..................................  
(1,145)  
(1,076)  
(10,164)  
(49,614)  
¥123,186  
(87,038)  
¥85,043  
(440,309)  
$1,093,237  
*
Net amounts of deferred tax assets are included in the following accounts in the consolidated balance sheets.  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Current assets – Deferred tax assets................................  
Investment and other assets – Deferred tax assets........  
Current liabilities – Deferred tax liabilities.........................  
Noncurrent liabilities – Deferred tax liabilities...................  
¥116,378  
14,773  
(481)  
¥115,015  
19,985  
$1,032,819  
131,111  
(4,274)  
(6,190)  
(7,484)  
(43,766)  
(66,418)  
SUZUKI MOTOR CORPORATION 57  
Consolidated Financial Statements  
(b) Breakdown of the differences between the statutory tax rate and the effective tax rate  
2016 2015  
Statutory tax rate....................................................................  
Tax rate difference .............................................................  
Effect of change of tax rate ...............................................  
Others.................................................................................  
Effective tax rate....................................................................  
32.34%  
2.82%  
2.64%  
(0.21)%  
37.59%  
*
For the year ended 31 March 2015, the note was omitted as the difference between the statutory tax rate and the effective tax rate after adoption of  
tax effect accounting was less than 5% of the statutory tax rate.  
(c) Revision of the amount of deferred tax assets and deferred tax liabilities due to change in corporation tax rate  
“The Act on Partial Revision of the Income Tax Act, etc.” (Act No.15 of 2016) and “The Act on Partial Revision of the  
Local Tax Act, etc.” (Act No.13 of 2016) were enacted in the Diet on 29 March 2016. As a result, the effective corporation  
tax rate to calculate deferred tax assets and deferred tax liabilities in this consolidated fiscal year (applied only to be  
settled on or after 1 April 2016) which were expected to be settled from 1 April 2016 to 31 March 2018 was changed to  
30.21%, and which were expected to be settled on or after 1 April 2018 was to 29.99%, while the effective corporation  
tax rate to calculate deferred tax assets and deferred tax liabilities in previous consolidated fiscal year which were  
expected to be settled from 1 April 2015 to 31 March 2016 was 32.34%, and which were expected to be settled on or  
after 1 April 2016 was 31.56%.  
As a result of this change in corporation tax rate, the amount of deferred tax assets (net amount of deferred tax  
liabilities) decreased by ¥5,650 million, income taxes-deferred increased by ¥6,882 million, valuation difference on  
available-for-sale securities increased by ¥1,435 million, deferred gains or losses on hedges increased by ¥1 million,  
and accumulated adjustment for retirement benefit decreased by ¥204 million.  
NOTE 10: Research and development costs  
Research and development costs included in selling, general and administrative expenses were as follows:  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Research and development costs........................................  
¥131,031  
¥125,896  
$1,162,859  
NOTE 11: Cash and cash equivalents  
Cash and cash equivalents were as follows:  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Cash and deposits................................................................  
Short-term investment securities ..........................................  
Time deposits with maturities of over three months.............  
Bonds etc. with redemption period of over three months .....  
¥497,187  
279,571  
(47,098)  
(279,571)  
¥457,513  
685,647  
$4,412,385  
2,481,109  
(417,986)  
(18,012)  
(192,888)  
¥932,261  
(2,481,109)  
$3,994,398  
¥
450,088  
5
8 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
NOTE 12: Net assets  
The Companies Act of Japan (“the Companies Act”) requires that at least 50% of the contribution of new shares shall  
be included in capital stock. The portion to be recorded as capital stock is determined by resolution of the meeting of  
the Board of Directors. Proceeds in excess of the capital stock shall be credited to “Legal capital surplus”.  
The Companies Act provides that an amount equivalent to 10% of cash dividends shall be appropriated as a legal  
capital surplus or legal retained earnings until total amount of them reaches a certain limit, defined as 25% of the  
capital stock.  
The Companies Act allows both legal capital surplus and legal retained earnings to be transferred to the capital stock  
following the approval at an Ordinary General Meeting of Shareholders.  
The legal retained earnings of the Company and its subsidiaries are included in “Retained earnings” on the  
consolidated balance sheets and are not shown separately.  
According to the Companies Act, the articles of incorporation allow to repurchase treasury stock and dispose of such  
treasury stock by resolution of meeting of the Board of Directors.  
NOTE 13: Other comprehensive income  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Valuation difference on available-for-sale securities  
Loss (gain) arising during the period................................  
Reclassification adjustments.............................................  
Before tax effect.................................................................  
Tax effect............................................................................  
Balance at the end of the period.......................................  
Deferred gains or losses on hedges  
¥(78,299)  
(35,422)  
(113,722)  
36,711  
¥77,327  
$ (694,886)  
(314,367)  
(1,009,254)  
325,801  
77,327  
(19,592)  
¥57,734  
¥(77,011)  
$ (683,453)  
Loss (gain) arising during the period................................  
Reclassification adjustments.............................................  
Before tax effect.................................................................  
Tax effect............................................................................  
Balance at the end of the period.......................................  
Foreign currency translation adjustment  
¥2,939  
(3,088)  
(148)  
119  
¥965  
75  
$ 26,088  
(27,407)  
(1,318)  
1,057  
1,041  
(453)  
¥587  
¥(29)  
$ (261)  
Loss (gain) arising during the period................................  
Reclassification adjustments.............................................  
Balance at the end of the period.......................................  
Adjustment for retirement benefit  
¥(101,996)  
1,405  
¥46,774  
$(905,183)  
12,474  
¥(100,590)  
¥46,774  
$ (892,708)  
Loss (gain) arising during the period................................  
Reclassification adjustments.............................................  
Before tax effect.................................................................  
Tax effect............................................................................  
Balance at the end of the period.......................................  
¥(15,274)  
198  
¥(5,176)  
651  
$(135,552)  
1,757  
(15,075)  
4,513  
(4,524)  
1,518  
(133,794)  
40,056  
¥(10,562)  
¥(3,005)  
$(93,737)  
Share of other comprehensive income of associates  
accounted for using equity method  
Loss (gain) arising during the period................................  
Total other comprehensive income ...............................  
¥(3,411)  
¥3,489  
$ (30,277)  
¥(191,605)  
¥105,579  
$ (1,700,437)  
SUZUKI MOTOR CORPORATION 59  
Consolidated Financial Statements  
NOTE 14:ꢀSignificantꢀChangesꢀinꢀtheꢀAmountꢀofꢀShareholders’ꢀEquity  
(a) Acquisition of treasury stock and sales of Volkswagen AG share  
The Company carried out the acquisition of 119,787,000 treasury stocks through the Tokyo Stock Exchange Trading  
Network System for Off-Auction Treasury Share Repurchase Trading (ToSTNeT-3) on 17 September 2015 for the purpose  
of repurchase of 111,610,000 ordinary Suzuki shares owned by Volkswagen AG, pursuant to the arbitration award from  
International Court of Arbitration of the International Chamber of Commerce on 29 August 2015.  
And the Company also disposed of all of 4,397,000 ordinary Volkswagen AG shares owned by the Company, in line with  
the intention of Volkswagen AG on 25 September 2015.  
(Details of Acquisition of Treasury Stock)  
Type of shares acquired  
Ordinary shares of Suzuki  
Total number of shares acquired  
Total amount paid of the acquisition  
Acquisition date  
119,787,000 shares  
460,281 million yen (4,084,850 thousand US dollars)  
17 September 2015 (trade basis)  
(Details of Sales of Volkswagen AG Share)  
Type of shares sold  
Ordinary shares of Volkswagen AG  
4,397,000 shares (All the shares owned by the Company)  
Porsche Automobil Holding SE  
Total number of shares sold  
Buyer  
Gain on sales of investment securities  
Execution of agreement  
36,691 million yen (325,621 thousand US dollars)  
25 September 2015  
(b) Retirement of treasury stock  
The Company resolved to cancel treasury stock, pursuant to provisions of Article 178 of the Companies Act by a Board  
of Directors’ meeting held on 7 March 2016. The Company carried out cancelling 70,047,304 treasury stocks on 31  
March 2016.  
NOTE 15: Cash dividends  
Resolutions  
Ordinary General  
Meeting of Shareholders  
held on 26 June 2015  
Meeting of the  
Board of Directors  
held on 4 November 2015  
Total amount of cash dividends  
¥9,537 million  
¥17.00  
$84,643 thousand  
$0.15  
¥6,618 million  
¥15.00  
30 September 2015  
0 November 2015  
$58,739 thousand  
Cash dividends per share  
$0.13  
Record date  
31 March 2015  
3
Effective date  
29 June 2015  
Dividends which record date was in the current consolidated fiscal year and effective date was in the next fiscal year:  
Resolution  
Ordinary General  
Meeting of Shareholders  
held on 29 June 2016  
Total amount of cash dividends  
Cash dividends per share  
Record date  
¥7,501 million  
¥17.00  
$66,571 thousand  
$0.15  
31 March 2016  
30 June 2016  
Effective date  
6
0 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
NOTE 16: Stock option plans  
The Company adopts stock option plan by using subscription rights to shares.  
The plans were adopted at the Ordinary General Meetings of Shareholders and meetings of the Board of Directors held on 28  
June 2012, 27 June 2013 and 27 June 2014 based on the Companies Act.  
The details of the plans were as follows:  
1
. Resolution date  
8 June 2012  
. Category and number of people to whom stock options are granted  
2
2
1
6
0 Directors of the Company (excluding Outside Directors)  
Managing Officers who do not concurrently serve as Directors  
3
4
5
6
7
. Class of shares that are the subject of subscription rights to shares  
Common stock of the Company  
. Number of shares  
5
0,000 shares  
. Amount to be paid for subscription rights to shares  
yen per 1 share  
1
. Period during which subscription rights to shares can be exercised  
From 21 July 2012 to 20 July 2042  
. Terms of exercise of subscription rights to shares  
(
1) A person who is allocated subscription rights to shares shall be able to exercise share subscription rights only up until  
10th day (the next business day if the 10th day falls on a non-business day) from the day immediately following the date  
of resignation as the Company’s Director as well as the Senior Managing Officer or Managing Officer without the role of  
Director being served concurrently.  
2) If a person who is allocated subscription rights to shares was dead, the person’s heir shall be able to exercise the rights.  
(
8. Matters relating to assignment of subscription rights to shares  
The acquisition of subscription rights to shares by assignment shall require the approval of the Board of Directors of the  
Company.  
9. Matters relating to subrogation payment  
None  
1. Resolution date  
27 June 2013  
2. Category and number of people to whom stock options are granted  
7
1
Directors of the Company (excluding Outside Directors)  
0 Senior Managing Officers and Managing Officers who do not concurrently serve as Directors  
3
4
5
6
7
8
9
. Class of shares that are the subject of subscription rights to shares  
Same to the plan adopted at 28 June 2012  
. Number of shares  
29,400 shares  
. Amount to be paid for subscription rights to shares  
Same to the plan adopted at 28 June 2012  
. Period during which subscription rights to shares can be exercised  
From 20 July 2013 to 19 July 2043  
. Terms of exercise of subscription rights to shares  
Same to the plan adopted at 28 June 2012  
. Matters relating to assignment of subscription rights to shares  
Same to the plan adopted at 28 June 2012  
. Matters relating to subrogation payment  
Same to the plan adopted at 28 June 2012  
SUZUKI MOTOR CORPORATION 61  
Consolidated Financial Statements  
1
. Resolution date  
7 June 2014  
. Category and number of people to whom stock options are granted  
2
2
6
6
Directors of the Company (excluding Outside Directors)  
Managing Officers who do not concurrently serve as Directors  
3
4
5
6
7
8
9
. Class of shares that are the subject of subscription rights to shares  
Same to the plan adopted at 28 June 2012  
. Number of shares  
20,500 shares  
. Amount to be paid for subscription rights to shares  
Same to the plan adopted at 28 June 2012  
. Period during which subscription rights to shares can be exercised  
From 23 July 2014 to 22 July 2044  
. Terms of exercise of subscription rights to shares  
Same to the plan adopted at 28 June 2012  
. Matters relating to assignment of subscription rights to shares  
Same to the plan adopted at 28 June 2012  
. Matters relating to subrogation payment  
Same to the plan adopted at 28 June 2012  
NOTE 17: Contingent liabilities  
As of 31 March 2016 and 2015, the Company and some of consolidated subsidiaries had the contingent liabilities as follows:  
Thousands of  
US dollars  
Millions of yen  
2016  
2015  
2016  
Guarantee of indebtedness of affiliates and others.........  
¥1,427  
¥10,425  
$12,670  
NOTE 18: Segment Information  
1. Outline of reportable segments  
The reportable segments of the Company are the components of the Company business for which discrete financial informa-  
tion is available, and whose operating results are regularly reviewed by our decision-making body such as Board of Directors  
to make decisions about resources to be allocated to the segments and to assess their performances.  
The Group has three reportable segments of “Motorcycle”, “Automobile” and “Marine and Power products, etc.” based on the  
form of management organization and nature of products and services.  
Main products and services of each segment are as follows:  
Segment  
Main products and services  
Motorcycles, All-terrain vehicles  
Minivehicles, Sub-compact vehicles, Standard-sized vehicles  
Motorcycle  
Automobile  
Marine and Power products, etc. Outboard motors, Engines for snowmobiles, etc., Electro senior vehicles, Houses  
2.ꢀMethodsꢀofꢀmeasurementꢀforꢀtheꢀamountsꢀofꢀnetꢀsales,ꢀprofitꢀorꢀloss,ꢀassetsꢀandꢀotherꢀitemsꢀforꢀeachꢀreportableꢀsegment  
The accounting policies of the reportable segments are consistent to the description of the “Summary of significant accounting  
policies” (Note 2).  
6
2 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
3.ꢀInformationꢀaboutꢀtheꢀamountsꢀofꢀnetꢀsales,ꢀprofitꢀorꢀloss,ꢀassetsꢀandꢀotherꢀitemsꢀbyꢀreportableꢀsegment  
Millions of yen  
2016  
Marine & Power  
products, etc.  
Motorcycle  
Automobile  
Adjustment  
Consolidated  
Net Sales:  
Net sales to external customers ...  
Segment profit (loss) .............  
Segment assets.....................  
¥233,889 ¥2,878,515  
¥68,253  
12,887  
¥
¥3,180,659  
195,308  
(10,198)  
190,376  
192,619  
1,984,591  
46,094  
480,945  
2,702,008  
Other content:  
Depreciation..............................  
Amortization of goodwill............  
Impairment loss.........................  
Investments in affiliated companies  
accounted for by equity method ...  
Increase in property, plant and  
equipment and intangible assets...  
7,992  
184  
30  
158,116  
1,723  
292  
2,207  
79  
168,315  
1,988  
322  
3,990  
7,531  
42,193  
67  
46,250  
161,679  
2,324  
171,535  
Millions of yen  
2015  
Marine & Power  
products, etc.  
Motorcycle  
Automobile  
Adjustment  
Consolidated  
Net Sales:  
Net sales to external customers ...  
Segment profit (loss) .............  
Segment assets.....................  
¥250,485 ¥2,701,942  
¥63,033  
8,272  
¥
¥3,015,461  
179,424  
(675)  
171,827  
203,256  
1,893,036  
45,159  
1,111,348  
3,252,800  
Other content:  
Depreciation..............................  
Amortization of goodwill............  
Impairment loss.........................  
Investments in affiliated companies  
accounted for by equity method....  
Increase in property, plant and  
equipment and intangible assets...  
8,504  
639  
124,686  
1,757  
969  
1,186  
122  
134,377  
2,519  
969  
15,089  
8,356  
45,346  
82  
60,519  
184,785  
1,314  
194,457  
Thousands of US dollars  
2016  
Marine & Power  
products, etc.  
Motorcycle  
Automobile  
Adjustment  
Consolidated  
Net Sales:  
Net sales to external customers ... $2,075,700 $25,545,935  
$605,725  
114,375  
$
$28,227,361  
1,733,300  
Segment profit (loss) .............  
(90,510) 1,709,435  
Segment assets.....................  
1,689,535 17,612,632  
409,075  
4,268,241 23,979,484  
Other content:  
Depreciation..............................  
70,928  
1,403,233  
19,586  
1,493,749  
Amortization of goodwill............  
1,639  
266  
15,299  
2,594  
707  
17,646  
2,861  
Impairment loss.........................  
Investment in affiliated companies  
accounted for by equity method ....  
Increase in property, plant and  
35,410  
66,841  
374,451  
600  
410,462  
equipment and intangible assets...  
1,434,854  
20,629  
1,522,325  
SUZUKI MOTOR CORPORATION 63  
Consolidated Financial Statements  
(Reference information)  
As reference information, operating results by geographical areas were as follows:  
(a) The amount of net sales, operating income or loss based on location of the Company and its consolidated subsidiaries  
Millions of yen  
2016  
Other  
areas  
Japan  
Europe  
Asia  
Eliminations  
Consolidated  
Net Sales:  
Net sales to external customers...  
¥1,301,207  
¥323,309 ¥1,402,285  
¥153,857  
¥
¥3,180,659  
Internal net sales or transfer  
among geographical areas..........  
508,962  
1,810,169  
84,812  
227,156  
550,465  
6,721  
93,830  
1,496,116  
103,823  
542  
154,399  
2,431  
(830,491)  
(830,491)  
3,180,659  
195,308  
Total  
Operating income.............................  
(2,481  
)
Millions of yen  
2015  
Other  
areas  
Japan  
Europe  
Asia  
Eliminations  
Consolidated  
Net Sales:  
Net sales to external customers...  
¥1,317,659  
¥306,156 ¥1,233,494  
¥158,151  
¥
¥3,015,461  
Internal net sales or transfer  
among geographical areas..........  
447,311  
1,764,970  
90,718  
129,982  
436,139  
5,116  
72,736  
1,306,230  
81,607  
1,029  
159,181  
2,620  
(651,059)  
(651,059)  
3,015,461  
179,424  
Total  
Operating income.............................  
(637)  
Thousands of US dollars  
2016  
Other  
areas  
Japan  
Europe  
Asia  
Eliminations  
Consolidated  
Net sales:  
Net sales to external customers... $11,547,808 $2,869,267 $12,444,845 $1,365,439  
$
$28,227,361  
Internal net sales or transfer  
among geographical areas..........  
4,516,881  
16,064,689  
752,686  
2,015,941  
4,885,208 13,277,565  
59,648 921,405  
832,719  
4,810 (7,370,352) —  
Total  
1,370,250 (7,370,352) 28,227,361  
21,579 (22,020) 1,733,300  
Operating income.............................  
*
Notes: 1. Classification of countries or areas is based on a geographical adjacency.  
2
. The major countries or areas belonging to classifications other than Japan:  
(1) Europe Hungary, Germany, United Kingdom and France  
2) Asia India, Indonesia, Thailand and Pakistan  
(
(
3) Other areas United States, Australia, Mexico and Colombia  
3
. Classification is counted based on the location of the Company and its consolidated subsidiaries.  
6
4 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
(b) The amount of net sales based on external customers  
Millions of yen  
2016  
Japan  
India  
Others  
Consolidated  
Net sales.......................................  
Net sales.......................................  
¥1,047,883  
¥980,288  
¥1,152,486  
¥3,180,659  
Millions of yen  
2015  
Japan  
India  
Others  
Consolidated  
¥1,094,611  
¥814,584  
¥1,106,265  
¥3,015,461  
Thousands of US dollars  
2016  
Japan  
India  
Others  
Consolidated  
Net sales.......................................  
$9,299,642  
$8,699,758  
$10,227,961  
$28,227,361  
NOTE 19:ꢀSignificantꢀSubsequentꢀEvent  
The Company resolved issuance of Euro Yen Zero Coupon (subject to the maximum number of shares to be delivered) Convert-  
ible Bond due 2021 and Euro Yen Zero Coupon (subject to the maximum number of shares to be delivered) Convertible Bond  
due 2023 by a Board of Directors’ meeting held on 7 March 2016. All payments were completed on 1 April 2016. The outline of  
these bonds is as follows:  
SUZUKI MOTOR CORPORATION  
SUZUKI MOTOR CORPORATION Euro Yen Zero Coupon  
Euro Yen Zero Coupon (subject to the  
(1) Name of the bond  
(subject to the maximum number of shares to be delivered)  
maximum number of shares to be  
Convertible Bond due 2021  
delivered) Convertible Bond due 2023  
1
00 billion yen (887 million US dollars) plus the aggregate  
(2) Total issue amount  
principal amount of the bonds in respect of replacement  
Same as on the left  
certificates of the bonds with stock acquisition rights  
(
(
(
(
3) Issue price  
4) Offer price  
5) Coupon  
6) Closing and issue date  
7) Redemption price  
100.5% of principal amount  
103.0% of principal amount  
Zero  
1 April 2016  
100% of principal amount  
100.0% of principal amount  
102.5% of principal amount  
Same as on the left  
Same as on the left  
Same as on the left  
(
3
1 March 2021 by 100% of principal amount  
3
1 March 2023 by 100% of principal  
(
8) Redemption at maturity, Early redemption  
Early redemption and cancellation by acquisition by the bonds  
under certain circumstances are specified in the Information  
Memorandum.  
amount /  
and Cancellation by acquisition  
Same as on the left  
(
9) Matters concerning the stock acquisition  
rights  
i. Type of share to be issued upon  
Common stock of the Company  
Same as on the left  
Same as on the left  
exercise of the stock acquisition rights  
1
0,000 units plus the units of the aggregate principal amount  
ii. Total number of stock acquisition rights  
iii. Conversion price  
of the bonds in respect of replacement certificates of the  
bonds with stock acquisition rights divided by 10 million yen  
4,120.0 yen (36.6 US dollars)  
Same as on the left  
From 15 April 2016 to 17 March 2021  
From 15 April 2016 to 17 March 2023  
[
Automatic-acquisition-upon-exercise clause (subject to the  
[
Same as on the left]  
maximum number of shares to be delivered)]  
Exercising by 31 December 2020  
Exercising by 31 December 2022  
[Same as on the left]  
iv. Exercise period and Supplementary  
conditions  
[
One-time acquisition clause (subject to the maximum number  
Giving notice from 31 March 2022  
to16 December 2022  
of shares to be delivered)]  
Giving notice from 31 March 2020 to 16 December 2020  
[
Same as on the left]  
[
Contingent conversion mechanism (130%)]  
Until 31 December 2022  
Until 31 December 2020  
The bonds in respect of the relevant stock acquisition rights shall be contributed upon exercising of  
each stock acquisition right, and the price of the bonds shall be equal to the principal amount of the  
bonds.  
v. Asset and amount to be paid upon  
exercise of the stock acquisition rights  
The amount of capital stock increased in case the stocks are issued by exercising stock acquisition  
rights shall be half of the maximum increase of capital stock and etc., calculated in accordance with  
Article 17 of the ‘‘Company Calculation Ordinance,’’ and any amount less than one yen arising from  
such calculation shall be rounded up. The increase in capital surplus shall be obtained by subtracting  
the capital stock increased from the maximum increase of capital stock and etc.  
vi. Capital stock and capital surplus  
increased in case the stocks are  
issued by exercising stock acquisition  
rights  
(10) Security or guarantee  
None  
Proceeds from the issuance of the bonds shall be used as strategic investment for accelerating the  
Group’s mid-term management plan and for strengthening its competitive position.  
(11) Use of proceeds  
SUZUKI MOTOR CORPORATION 65  
Consolidated Financial Statements  
Independent Auditor’s Report  
To the Board of Directors of  
Suzuki Motor Corporation  
We have audited the accompanying consolidated financial statements of Suzuki Motor Corporation and its subsidiaries,  
which comprise the consolidated balance sheet as of 31 March 2016, and the consolidated statement of income, state-  
ment of comprehensive income, statement of changes in net assets and statement of cash flows for the year then ended,  
all expressed in Japanese Yen, and a summary of significant accounting policies and other explanatory information.  
Management’s Responsibility for the Consolidated Financial Statements  
Management is responsible for the preparation and fair presentation of these consolidated financial statements in accor-  
dance with accounting principles generally accepted in Japan, and for such internal control as management determines  
is necessary to enable the preparation of consolidated financial statements that are free from material misstatement,  
whether due to fraud or error.  
Auditor’s Responsibility  
Our responsibility is to express an opinion on these consolidated financial statements based on our audit.  
We conducted our audit in accordance with auditing standards generally accepted in Japan. Those standards require  
that we plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements  
are free from material misstatement.  
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated  
financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks  
of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk  
assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the consoli-  
dated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the  
purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the  
appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as  
well as evaluating the overall presentation of the consolidated financial statements.  
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.  
Opinion  
In our opinion, the consolidated financial statements referred to above present fairly, in all material respects, the consoli-  
dated financial position of Suzuki Motor Corporation and its consolidated subsidiaries as of 31 March 2016, and the con-  
solidated results of their operations and their cash flows for the year then ended in accordance with accounting principles  
generally accepted in Japan.  
Emphasis of Matter  
Without qualifying our opinion, we draw attention to Note 19 “Significant Subsequent Event” to the consolidated financial  
statements, the Company resolved issuance of Euro Yen Zero Coupon (subject to the maximum number of shares to be  
delivered) Convertible Bond due 2021 and Euro Yen Zero Coupon (subject to the maximum number of shares to be deliv-  
ered) Convertible Bond due 2023 by a Board of Directors’ meeting held on 7 March 2016. All payments were completed  
on 1 April 2016.  
Convenience Translation  
The amounts expressed in US dollars, which are provided solely for the convenience of the reader, have been translated  
on the basis set forth in Note 1 to the accompanying consolidated financial statements.  
Seimei Audit Corporation  
Tokyo, Japan  
29 June 2016  
6
6 SUZUKI MOTOR CORPORATION  
Company Outline  
1. Company Name  
SUZUKI MOTOR CORPORATION  
March 1920  
June 1954  
Incorporated as Suzuki Loom Manufacturing Co.  
2. Date of Incorporation  
Name changed to Suzuki Motor Co., Ltd.  
Name changed to Suzuki Motor Corporation  
October 1990  
3
00 Takatsuka-cho, Minami-ku, Hamamatsu-shi, Shizuoka 432-8611 Japan  
3.ꢀHeadꢀOffice  
Website Address : http://www.globalsuzuki.com  
Automobiles, Motorcycles, Outboard Motors, Motorized Wheelchairs,  
Electro Senior Vehicles, Industrial Equipment  
4. Main Products  
31 March  
5. Fiscal Year-End  
Seimei Audit Corporation  
6. Public Accounting Firm  
7. Capital and Shareholders  
(as of 31 March, 2016)  
Capital  
¥138,014 million  
1,500 million  
491,000,000  
Total number of authorized shares  
Total number of shares issued  
Number of shareholders  
Stock Listing  
33,252  
Tokyo Stock Exchange  
Securities Code  
7269  
June  
Ordinary General Meeting of Shareholders  
Record Dates  
Ordinary General Meeting of Shareholders 31 March  
Year-End Dividend 31 March  
Interim Dividend 30 September  
Shareholders’ Register Manager  
Sumitomo Mitsui Trust Bank, Limited  
-4-1, Marunouchi, Chiyoda-ku, Tokyo  
1
<Ten Major Shareholders>  
Number of Shares Held  
Shareholding Ratio  
Name of Shareholder  
(
Thousands of Shares)  
(%)  
The Master Trust Bank of Japan, Ltd. (Trust Account)  
JP Morgan Chase Bank 380055  
26,216  
21,804  
20,209  
17,961  
16,000  
14,500  
13,000  
7,761  
5.9  
4.9  
4.6  
4.1  
3.6  
3.3  
2.9  
1.8  
1.8  
1.3  
Japan Trustee Services Bank, Ltd. (Trust Account)  
Tokio Marine & Nichido Fire Insurance Co., Ltd.  
The Bank of Tokyo-Mitsubishi UFJ, Ltd.  
The Shizuoka Bank, Ltd.  
Resona Bank, Ltd.  
Sompo Japan Nipponkoa Insurance Inc.  
Nippon Steel & Sumitomo Metal Corporation  
Fuji Heavy Industries Ltd.  
7,759  
5,780  
(Note) *1. Number of shares less than 1,000 is truncated.  
*2. Percentage of Shareholding is calculated excluding treasury stock (49,748 thousand shares).  
SUZUKI MOTOR CORPORATION 67  
Company Outline  
Suzuki Group  
Subsidiaries:ꢀ136ꢀcompaniesꢀ(69ꢀinꢀdomestic,ꢀ67ꢀinꢀoverseas)ꢀꢀꢀAffiliates:ꢀ33ꢀcompanies  
(1) Major Domestic Subsidiaries  
[Manufacturing Subsidiaries]  
[Non-Manufacturing Subsidiaries]  
Suzuki Auto Parts Mfg. Co., Ltd.  
Snic Co., Ltd.  
Suzuki Transportation & Packing Co., Ltd.  
Suzuki Business Co., Ltd.  
Suzuki Akita Auto Parts Mfg. Co., Ltd.  
Suzuki Toyama Auto Parts Mfg. Co., Ltd.  
Suzuki Engineering Co., Ltd.  
[Marketing Subsidiaries]  
54 directly managed domestic marketing companies  
(2) Major Overseas Subsidiaries  
[
EUROPE]  
[ASIA]  
India  
Germany  
Maruti Suzuki India Ltd.  
Suzuki Deutschland GmbH  
Suzuki Motor Iberica, S.A.U.  
Suzuki Italia S.p.A.  
Spain  
India  
Suzuki Motorcycle India Private Limited  
Pak Suzuki Motor Co., Ltd.  
Italy  
Pakistan  
Indonesia  
Thailand  
Thailand  
Philippines  
Cambodia  
China  
France  
Hungary  
UK  
PT. Suzuki Indomobil Motor  
Suzuki France S.A.S.  
Magyar Suzuki Corporation Ltd.  
Suzuki GB PLC  
Thai Suzuki Motor Co., Ltd.  
Suzuki Motor (Thailand) Co., Ltd.  
Suzuki Philippines Inc.  
Austria  
Poland  
Suzuki Austria Automobil Handels G.m.b.H  
Suzuki Motor Poland SP.Z.O.O.  
Cambodia Suzuki Motor Co., Ltd.  
Suzuki Motor (China) Investment Co., Ltd.  
Vietnam Suzuki Corporation  
Vietnam  
Taiwan  
[AMERICA]  
Taiwan Suzuki Automobile Corporation  
Suzuki (Myanmar) Motor Co., Ltd.  
USA  
Suzuki Motor of America, Inc.  
Myanmar  
USA  
Suzuki Manufacturing of America Corporation  
Suzuki Canada Inc.  
Canada  
Mexico  
Colombia  
[OCEANIA]  
Australia  
Suzuki Motor de Mexico S.A. DE C.V.  
Suzuki Motor de Colombia S.A.  
Suzuki Australia Pty. Ltd.  
Suzuki New Zealand Ltd.  
NewꢀZealand  
[AFRICA]  
South Africa  
Suzuki Auto South Africa (Pty.) Ltd.  
Marketing Subsidiaries  
4 directly managed overseas marketing companies  
4
6
8 SUZUKI MOTOR CORPORATION  
ANNUAL REPORT 2016  
Printed in Japan  


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