Automotive   |   Suzuki Motor
ANNUAL REPORT  
017  
2
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______________________________________________________________ 8  
Automobiles ____________________________________________________________ 8  
Motorcycles____________________________________________________________ 10  
Marine Products ________________________________________________________ 12  
Environmental Initiatives ________________________________________________ 13  
Topics ____________________________________________________________________ 14  
Directors, Auditors and Officers _____________________________________________ 18  
Corporate Governance Issues _______________________________________________ 19  
Risks in Operations ________________________________________________________ 20  
The Status of the Corporate Group___________________________________________ 22  
Financial Section __________________________________________________________ 24  
Company Outline __________________________________________________________ 52  
Mission Statement  
.Develop products of superior value by focussing 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  
Thank you very much for your continued support.  
Basic policies for profit distribution  
We would like to begin by addressing the improper activities in  
regards to fuel consumption and gas emission testing of the Com-  
pany’s automobiles last year, which caused unfortunate worry  
among our stakeholders. As a result of testing by the Ministry of  
Land, Infrastructure, Transport and Tourism (MLIT), it was confirmed  
that there were no problems with the Company’s original values for  
fuel consumption (fuel consumption values listed in catalogues)  
and original values for gas emission. The Company has taken swift  
action to implement reliable measures for preventing recurrence  
of the incident. All executives and employees of the Company will  
continue to implement thorough compliance in order to maintain  
trust and meet the expectations of shareholders.  
Under the New Mid-Term Management Plan (from FY2015 to  
FY2019) SUZUKI NEXT 100, the Company plans active investments  
for future growth, which includes accumulated capital investment  
of 1 trillion yen and research and development expenses of 200  
billion yen for FY2019. At the moment, the Company prioritises in-  
vestment for growth centred in India, and set the dividend payout  
ratio target to 15% or more.  
Also, partly because of large acquisition of treasury shares in the  
previous fiscal year, shareholder’s equity ratio declined to 35.4% at  
the end of the previous fiscal year, and the improvement of share-  
holder’s equity ratio is becoming an urgent issue. Meanwhile, the  
Company also recognises that capital efficiency and shareholder  
return are significant management issue as well.  
Taking the above-mentioned condition into consideration, as with  
the previous fiscal year, the Company would utilise the gain on  
sales of investment securities for investment for growth and im-  
provement of shareholder’s equity ratio, and made the year-end  
dividends based on the net income attributable to owners of the  
parent excluding the gain on sales of investment securities, which  
was ¥27.00 per share, up by ¥10.00 per share from the previous  
fiscal year.  
Management results of FY2016  
With respect to the management environment of the Group for  
FY2016, the economy is recovering moderately as a whole. On the  
other hand, there are concerns about the influence of the policy  
of US administration, uncertainties about trend of Europe including  
the issue of the UK leaving the EU, prospects for the economy of  
developing countries, and others. In India, an important market for  
the Group, the economy is expanding mainly owing to increase of  
domestic consumption. Also in Japan, the economy is recovering  
moderately on the back of various measures introduced by the gov-  
ernment.  
As a result, the annual dividends including interim dividends was  
¥44.00 per share and up by ¥12.00 per share from the previous  
fiscal year. Dividend payout ratio based on the net income attrib-  
utable to shareholders of the parent excluding the gain on sales  
of investment securities is 15.2%.  
Under these circumstances, the consolidated net sales of the fiscal  
year (April 2016 to March 2017) decreased by ¥11.2 billion (0.3%) to  
¥3,169.5 billion compared to the previous fiscal year. The Japanese  
domestic net sales decreased by ¥10.4 billion (1.0%) to ¥1,037.5  
billion year-on-year mainly owing to decrease in mini vehicle and  
OEM sales, despite increase in compact vehicle sales. The overseas  
net sales were flat on the year at ¥2,132.0 billion mainly owing to  
decrease in automobile sales in Indonesia and Pakistan, and the  
impact of the exchange rate, despite increase in automobile sales in  
areas including India and Europe.  
In terms of the consolidated income, although there were impact  
of the exchange rate, the operating income increased by ¥71.4  
billion (36.5%) to ¥266.7 billion year-on-year mainly owing to in-  
crease in automobile sales in India and Europe. The net income at-  
tributable to owners of the parent increased by ¥43.3 billion (37.1%)  
to ¥160.0 billion year-on-year partly owing to increase in gain on  
sales of investment securities, in addition to increase in the ordi-  
nary income, despite accounting impairment loss of ¥39.9 billion  
for businesses including the automobile business in Thailand as  
extraordinary losses.  
Outstanding issues  
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.  
FY2016 marked the second year of the New Mid-Term Manage-  
ment Plan. The Company is making steady progress for achieving  
the 2019 fiscal year goals of 3,700 billion yen and maintaining an  
operating income margin of 7%.  
Also, due to changes in the environment surrounding automobiles  
and to increasingly severe market competition, it has become  
necessary to focus on R&D for environmental performance and  
safety, and on growth investment with a focus on India. Amidst  
such conditions, the Company is addressing the following issues  
in order to achieve the New Mid-Term Management Plan.  
2
SUZUKI MOTOR CORPORATION  
A Message from the Management  
n Compliance  
n Motorcycle Business  
In response to the discovery of improper activities that were in-  
consistent with national regulations with regards to fuel consump-  
tion and gas emission testing of the Company’s automobiles, the  
Company immediately implemented measures which included  
strengthening the legal education and compliance training, clarify-  
ing the responsibility of certification duties, strengthening internal  
check systems, etc. The entire Company shall continue to work to  
strengthen compliance.  
While focussing on the 150cc and up, backbone, and sport cat-  
egories, the Group will strengthen the consistency of the Suzuki  
brand by ranging the series from large engine displacement mo-  
torcycles to small engine displacement motorcycles. In the fiscal  
year, the Group focussed on reducing fixed expenses and reducing  
costs. New models including the GSX-R1000 and GSX-R150 were  
released at the end of the year. Moving forward, in addition to pro-  
moting sales of these new models, the Group will achieve a profit-  
able structure through management reforms.  
n Quality  
The Company will make the customers’ safety and security its top  
priority, develop and produce high-quality products which the cus-  
tomers can use securely, and provide after services. In the future,  
while accurately ascertaining the quality needs of customers, the  
Company will maintain a high level of quality awareness in all de-  
partments and will continue to make the utmost effort to ensure  
the safety and security of customers.  
n Outboard Motor Business  
In addition to focussing on strengthening sales in the American  
market, the Group will proceed the development of the Asian mar-  
ket and make “THE ULTIMATE 4-STROKE OUTBOARD” its new brand  
slogan and aim at creating the world top 4-STROKE outboard mo-  
tors brand.  
n Environment & Social Activities  
n Products and R&D  
In the fiscal year, the Company continued to engage in various  
social service activities for environmental conservation in close  
cooperation with the local community, as well as to promote our  
solar energy project in order to suppress global warming and to  
support disaster affected areas.  
In addition, the Company is engaged in the research promotion  
and the scholarship assistance through Suzuki Foundation and Su-  
zuki Education and Culture Foundation. In the future, the Company  
shall actively address human rights issues which are becoming in-  
creasingly prevalent internationally, and shall work to address the  
domestic issue of reforming work styles.  
Today, all corporations are expected to consider the environment.  
In the automotive industry, there is the need for environmental  
technology, low fuel consumption technology, etc. The environ-  
ment surrounding automobiles continues to change. In addition  
to safety technology, it is now necessary to implement IT technol-  
ogy, etc. The Group will continue to provide products which are  
required by customers and which can be used safely and securely.  
n Production  
Domestically, the Group shall work to obtain personnel necessary  
for achieving production plans.  
Globally, while strengthening education, installation of safety fa-  
cilities, etc. necessary for achieving “Safety First” factories, the  
Group shall work to improve product quality and to construct an  
optimal global production system.  
By balancing between investments for growth and strengthening  
of its management base, the Group will consistently promote ef-  
forts for enhancing corporate value.  
For the details of Mid-Term Management Plan SUZUKI NEXT 100,  
please refer to the next page.  
n Automobile Business  
In the domestic automobile market, the Company succeeded in  
selling 100,000 standard and small vehicles for the first time ever.  
In response to strong demand in India, new Gujarat Plant began  
operation.  
The Group has entered the third year of the New Mid-Term Man-  
agement Plan (FY2015 to 2019) SUZUKI NEXT 100. Aiming for new  
growth, Team Suzuki will respond to rapid changes in the automo-  
tive manufacturing environment and will strive to constantly cre-  
ate products and provide services with outstanding value.  
We look forward to the continued support and encouragement of  
our shareholders.  
Furthermore, we are planning the constructing of Gujarat Plant No.  
2
and the Engine & Transmission Plant with the aim of beginning  
operation in 2019. In addition to further strengthening the domes-  
tic automobile business and Indian automobile business which  
are the two pillars of the Group, we will strengthen our automobile  
business in regions such as ASEAN, Europe, and Pakistan. This will  
enable us to diversify our income sources and to carry forward  
the ALL GRIP structure reformation.  
Representative Director and President  
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 stabilise 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 focussing on the customer” as mentioned in the first paragraph of the mis-  
sion 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-  
focussed  
Creative Products  
Globalisation  
Establishment of new  
management structure  
Strengthening of global  
management  
Take action with Customer-  
focussed 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  
Centred 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 mod-  
els every year  
Minicar share of more than 30%, compact car  
sales of more than 100,000 units  
Strengthen direct sales and expansion of dis-  
tributor base  
Consolidation of  
A, and B  
Passenger Platform  
l
Inter-segment use of common functional parts through modularisation  
Concentration of  
Development of  
Petrol Engine  
Japan  
l
Efficiently develop basic and new technologies by concentrating on 660 to 1,400cc  
l
l
Other than petrol engine technologies, put efforts into technologies which also con-  
sider 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  
Development  
with Global Sight  
l
While still centreing on the expanding new buy-  
ers, fulfil 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  
Development of Asian market  
l
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  
FY2016  
FY2017  
Disclosed Value  
645,000  
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  
639,000  
700,000  
245,000  
1,870,000  
164,000  
2,918,000  
62,000  
267,000  
280,000  
2,200,000  
220,000  
3,400,000  
70,000  
1,983,000  
176,000  
Others  
Total  
Mid-Term Management Target Value  
3,071,000  
67,000  
FY2016  
Result  
FY2017  
Disclosed Value  
FY2019  
Target  
Japan  
Europe  
North America  
Asia  
45,000  
53,000  
70,000  
Consolidated Net Sales  
Operating Income Margin  
¥3,169.5 billion  
8.4%  
¥3,400.0 billion  
¥3,700.0 billion  
7.0%  
32,000  
40,000  
60,000  
7.1%  
1,039,000  
190,000  
1,367,000  
1,073,000  
186,000  
1,500,000  
300,000  
2,000,000  
ROE  
15.4%  
8-10%  
Others  
Total  
Shareholder  
Return  
Dividend  
1,419,000  
12.1% (¥44.00 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  
¥131.5 billion  
¥150.0 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  
Years ended 31 March  
n Net sales by geographic region (Millions of yen)  
n Net sales by segment (Millions of yen)  
Japan  
Asia  
Europe  
North America  
Others  
Automobile  
Motorcycle  
Marine & Power Products  
3
,180,659  
3,169,542  
3,180,659  
8,253  
3,169,542  
67,633  
6
3,015,461  
3,015,461  
3,033  
2
66,329  
257,585  
56,115  
2
,938,314  
2,938,314  
6,046  
233,889  
206,289  
6
5
268,325  
67,002  
2
29,693  
250,485  
266,602  
65,976  
6
5,084  
2
,578,317  
404,722  
425,332  
2,578,317  
0,212  
5
1
69,891  
372,028  
3
98,902  
2
30,290  
9
5,552  
2
86,524  
1,394,720  
1,392,961  
1
,111,900  
1,214,519  
9
85,399  
2,878,515  
2,895,619  
2,701,942  
2,615,664  
2,297,814  
1
,132,732  
1,094,611  
1,040,948  
1,047,883  
1,037,546  
2
013  
2014  
2015  
2016  
2017  
2013  
2014  
2015  
2016  
2017  
n Operating income (Millions of yen)  
n Net income attributable to  
n Dividends (Yen)  
owners of the parent  
Year-end dividends  
Interim dividends  
Operating income  
Margin  
Net income (Millions of yen)  
Net income per share (Yen)  
Dividend payout ratio  
159,956  
266,685  
Dividend payout ratio (excl.gain on  
sales of investment securities)  
17.3%  
15.6%  
15.2%  
116,660  
13.6%  
195,308  
12.5%  
12.6%  
187,747  
12.1%  
107,484  
362.54  
179,424  
96,862  
44  
1
44,564  
8
0,389  
43.31  
8.4%  
234.98  
3
1
2
7
6.4%  
6.1%  
191.60  
27  
6.0%  
172.67  
27  
5.6%  
24  
1
1
1
8
0
1
7
1
1
4
0
17  
15  
10  
8
2013  
2014  
2015  
2016  
2017  
2013  
2014  
2015  
2016  
2017  
2013  
2014  
2015  
2016  
2017  
6
SUZUKI MOTOR CORPORATION  
Financial Highlights  
Years ended 31 March  
n Capital expenditure/Depreciation  
n R&D expenses (Millions of yen)  
n ROE  
(
Millions of yen)  
Capital expenditure  
Depreciation  
R&D expenses  
ROE  
Ratio of R&D expenses to sales  
1
127,090 125,897  
19,269  
31,031 131,539  
213,619  
1
1
94,457  
198,782  
68,315  
163,397  
15.4%  
1
71,535  
169,289  
1
4.6%  
4.3%  
4.2%  
4.1%  
4.2%  
134,377  
9
.6%  
1
17,188  
8
.7%  
7
.5%  
9
3,680  
6.9%  
2015  
2013  
2014  
2015  
2016  
2017  
2013  
2014  
2015  
2016  
2017  
2013  
2014  
2016  
2017  
n Total assets/Net assets/Shareholders' equity ratio  
n Cash flows (Millions of yen)  
(
Millions of yen)  
Cash ꢀows from operating activities  
Cash ꢀows from investing activities  
Cash ꢀows from ꢁnancing activities  
Free Cash ꢀows  
Total assets  
Net assets  
Shareholder’s equity ratio  
3
,252,800  
3
66,315  
3,115,985  
3
22,915  
2,874,074  
294,095  
55,037  
34,128  
2
2,702,008  
2
,487,635  
190,057  
46.2%  
45.6%  
1
46.1%  
77,751  
36,356  
51,660  
35.4%  
35.9%  
,387,041  
84,472  
89,505  
2,809  
1,701,390  
1,494,357  
-33,632  
-20,502  
1
1,298,553  
1,187,703  
-120,909  
-210,559  
-242,435  
-
286,559  
-288,564  
2017  
2013  
2014  
2015  
2016  
2017  
-520,361  
2016  
2013  
2014  
2015  
n Automobile production  
n Automobile sales  
n Motorcycle production  
n Motorcycle sales  
(ATV included) (Thousand units)  
(
Thousand units)  
(Thousand units)  
(ATV included) (Thousand units)  
3
,074  
3,043  
2,951  
2,878 2,857  
2,918  
,867 2,861  
2
2
,664  
,709  
Overseas  
2
2,312  
2,269  
Japan  
2,033  
2,022  
1,988  
1,834  
2,203  
2,090  
1,859  
1,799  
1,766  
2
,981  
,111  
2
2
,231  
,279  
1
,992  
1
1
1
,480  
,358  
1,501  
1
1
,370  
,229  
1,367  
2,100  
2,236  
1,852  
1
,948  
1,645  
1
,699  
1,440  
61  
1,305  
1,044 998 1,055  
861  
871  
728  
756  
672  
630  
639  
1
69 180  
154  
122  
141  
76  
74  
67  
62  
2013 2014 2015 2016 2017  
2013 2014 2015 2016 2017  
2013 2014 2015 2016 2017  
2013 2014 2015 2016 2017  
SUZUKI MOTOR CORPORATION 7  
Year in Review  
Year in Review  
Automobiles  
n Production units  
Years ended 31 March  
n
Operating results of automobile business  
n Sales units  
(100 million yen)  
2016  
2017  
(Thousand units)  
,585  
2016  
2017  
(
Thousand units)  
Segment proꢀt  
Margin  
1
2
,551  
1,445  
1,926  
8.8%  
871  
6.7%  
639  
414  
426  
245  
203  
164  
Japan  
Europe  
India  
Asia  
Japan Europe  
India  
Asia  
Others  
2016  
2017  
Suzuki’s Worldwide Manufacturing and Sales  
Total overseas automobile production for FY2016 increased by 5.4% year-on-year to 2,203,000 units. Worldwide production, including Japan,  
also increased by 4.2% year-on-year to 3,074,000 units.  
Sales of automobiles in overseas market increased by 2.2% year-on-year to 2,279,000 units, while total global sales, including Japan, also in-  
creased by 2.0% year-on-year to 2,918,000 units.  
Operating Results by Segment  
In the automobile business, the operating income increased by ¥62.5 billion (32.4%) to ¥255.1 billion year-on-year mainly owing to improve-  
ment in sales and model mix in Japan, India, and Europe.  
Japanese Market  
1. Overview of the Japanese Automobile Market  
Total domestic automobile sales volume in FY2016 rose by 3% year-on-year to 5,078,000 units. It recovered above five million units for the  
first time in two fiscal years. Sales of standard and small vehicles rose by 8% year-on-year to 3,358,000 units, while sales of minivehicles fell  
for the second consecutive fiscal year by 5% year-on-year to 1,720,000 units, owing partly to the impact of improper fuel consumption in  
April 2016.  
2. Suzuki Sales  
Suzuki’s domestic automobile sales in FY2016 grew by 1% year-on-year to 639,000 units. Though Suzuki’s sales of minivehicles fell for the  
second consecutive fiscal year by 3% year-on-year to 532,000 units, its market share grew from 30.3% in the previous fiscal year to 30.9%.  
Suzuki’s sales of standard and small vehicles rose for the second consecutive fiscal year by 32% year-on-year to 107,000 units. The key driv-  
ers of that growth were Solio launched in November 2016 equipped with newly-developed hybrid system, and the all-new Swift launched in  
December 2016. Owing to sales contribution of these two models, the company achieved standard and small vehicle sales target of 100,000  
units for the first time.  
3. Suzuki Topics in FY2016  
Compact crossover Ignis was awarded the 2016 Good Design Award in September 2016.  
Alto minicar achieved accumulated domestic sales of five million units in December 2016.  
Solio Hybrid  
Spacia CustomZ  
(launched in December 2016)  
(
launched in November 2016)  
Swift  
launched in January 2017)  
WagonR  
(launched in February 2017)  
(
8
SUZUKI MOTOR CORPORATION  
Year in Review  
Overseas Markets  
1. Overview of Suzuki’s Main Overseas Automobile Markets  
New car sales (total market of passenger and commercial vehicles) in India grew in FY2016 by 8% year-on-year to 3,761,000 units, while  
sales of passenger cars grew in Europe by 5% year-on-year to 17,898,000 units, and in China by 15% year-on-year to 24,578,000 units.  
As for other countries and areas, new car sales in Indonesia grew by 3% year-on-year to 1,064,000 units, Thailand grew by 2% year-on-year  
to 797,000 units, Pakistan fell by 5% year-on-year to 210,000 units, Oceania in total grew by 2% year-on-year to 1,347,000 units, Latin Ameri-  
ca in total grew by 1% year-on-year to 5,665,000 units, the Middle East in total fell by 15% year-on-year to 2,426,000 units, and Africa in total  
fell by 16% year-on-year to 1,233,000 units.  
2. Suzuki Sales  
Suzuki’s overseas automobile sales volume in FY2016 grew by 2% year-on-year to 2,279,000 units. Suzuki’s sales in India rose by 11% year-  
on-year to a record-high 1,445,000 units owing mainly to strong demand for models including the Baleno and the Vitara Brezza. Suzuki’s  
sales in Europe grew by 18% year-on-year to 245,000 units owing to launching of new models, the Baleno and the Ignis, in addition to strong  
demand for the Vitara. Suzuki’s sales in China fell by 20% year-on-year to 148,000 units.  
As for other countries and areas, Suzuki’s sales in Indonesia fell by 23% year-on-year to 92,000 units, Thailand grew by 8% year-on-year  
to 23,000 units, Pakistan fell by 15% year-on-year to 113,000 units, other Asian countries in total fell by 34% year-on-year to 50,000 units,  
Oceania in total grew by 6% year-on-year to 26,000 units, Latin America in total grew by 2% year-on-year to 103,000 units, the Middle East in  
total fell by 10% year-on-year to 13,000 units, and Africa in total fell by 47% year-on-year to 23,000 units.  
3. Suzuki Topics in FY2016  
Swift achieved accumulated global sales of five million units in April 2016.  
Suzuki entered in light commercial vehicle segment in India by launching the Super Carry light truck in July 2016.  
Ignis made its European premiere at the Paris Motor Show in September 2016, and its sales started for the overseas market, subsequently.  
The Ignis was selected as a finalist for the 2017 World Urban Car category at the World Car Awards in March 2017.  
Vitara Brezza won the Indian Car of the Year (ICOTY) 2017 in December 2016.  
Super Carry (launched in India in July 2017)  
Ignis (unveiled in Europe in September 2016)  
SUZUKI MOTOR CORPORATION 9  
Year in Review  
Motorcycles  
Years ended 31 March  
n Production units (ATV included)  
n Sales units (ATV included)  
n Operating results of motorcycle business  
2016  
2017  
(Thousand units)  
2016  
2017  
(
Thousand units)  
Segment loss  
(100 million yen)  
1,162  
1
,039  
-
9
190  
141  
-102  
63  
62  
45  
32  
4
2016  
2017  
Japan  
America  
Asia  
Others  
Japan Europe America  
Asia  
Others  
Suzuki’s Worldwide Manufacturing and Sales  
Total overseas motorcycle production (including ATVs) in FY2016 decreased by 9.4% year-on-year to 1,229,000 units. Worldwide  
production, including production in Japan, also decreased by 7.4% year-on-year to 1,370,000 units.  
Sales of motorcycles (including ATVs) in overseas market decreased by 9.3% year-on-year to 1,305,000 units, while total global sales,  
including Japan, also decreased by 8.9% year-on-year to 1,367,000 units.  
Operating Results by Segment  
In the motorcycle business, the operating loss of ¥10.2 billion in the previous fiscal year improved to an operating loss of ¥0.9 billion  
owing to reduction of expenses such as sundry expenses, despite the impact of the exchange rate.  
Japanese Market  
1. Overview of Japanese Motorcycle Market  
The total domestic motorcycle sales (factory shipments) of the four Japanese manufacturers in FY2016 fell by 6% year-on-year to 341,000  
3
units. Sales of models with engine displacements of 126cm and higher were down 10% year-on-year at 75,000 units. Sales of models with  
3
engine displacements up to 125cm were down 5% year-on-year at 266,000 units. In addition to aging of users and decrease in younger  
population, which is a structural concern of poor demand in the domestic market, the cause of decline is assumed to be a decrease in pro-  
3
duction of models with engine displacements up to 125cm , which was impacted by the 2016 Kumamoto Earthquake, and less than average  
3
number of launches of new models with engine displacements of 126cm and higher.  
2. Suzuki Sales  
Suzuki’s domestic sales (factory shipments) in FY2016 grew by 3% year-on-year to 60,000 units. Sales of models with engine displacements  
3
3
of 126cm and higher fell by 2% year-on-year to 8,000 units. Sales of models with engine displacements up to 125cm rose by 4% year-on-  
3
3
year to 52,000 units. Although models with engine displacements between 126cm and 250cm grew by 8% to 4,262 units owing to launch  
of new model GIXXER, models with engine displacements of 251cm and higher fell by 11% to 3,545 units. Models with engine displacements  
up to 125cm increased year-on-year owing to strong sales of the Let’s series.  
3
3
3
. Suzuki Topics in FY2016  
3
The all-new SV650 ABS, a sportbike with 650cm V-twin engine was launched in August 2016.  
3
GIXXER, a 150cm sportbike favoured in the overseas market was launched in January 2017.  
3
New 750cm model GSX-S750 ABS was launched in March 2017.  
SV650 ABS (launched in August 2016)  
GIXXER (launched in January 2017)  
GSX-S750 ABS (launched in March 2017)  
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 FY2016 grew by 10% year-on-year to 1,041,000 units. Sales of motorcycles (including ATVs) in North Amer-  
ica declined by 4% year-on-year to 791,000 units.  
Sales in the six key ASEAN countries (Indonesia, Thailand, Vietnam, the Philippines, Malaysia, and Cambodia) were flat on the year at  
12,519,000 units. Sales in China fell by 9% year-on-year to 7,976,000 units. Sales in India grew by 7% year-on-year to 17,587,000 units.  
2. Suzuki Sales  
Suzuki’s overseas motorcycle sales in FY2016 declined by 9% year-on-year to 1,305,000 units.  
Sales declined in Europe by 6% year-on-year to 45,000 units, North America by 30% year-on-year to 32,000 units.  
Sales in the six key ASEAN countries fell by 13% year-on-year to 265,000 units owing mainly to a drop in sales in Indonesia. Sales in China  
also fell by 21% year-on-year to 359,000 units. Sales in India grew by 12% year-on-year to 351,000 units.  
3. Suzuki Topics in FY2016  
Five new models (GSX-R1000/R, GSX-S750, V-Strom 650/XT, V-Strom 1000/XT, and GSX-R125) for 2017 were unveiled at the Intermot held  
in Cologne, Germany in October 2016, and four more models (GSX-S125, GSX250R, V-Strom 250, and BURGMAN 400) were unveiled at the  
Milan Show held in Milan, Italy in November 2016.  
Two new models (GSX-R150 and GSX-S150) for the ASEAN region were unveiled at the Indonesia Motorcycle Show held in Jakarta, Indone-  
sia in November 2016.  
In its second season after returning to the world’s premier motorcycle racing MotoGP, Suzuki made four podium appearances including a  
win at the British MotoGP Round 12, finishing fourth overall for the 2016 season. Also, Suzuki Endurance Racing Team, an endurance team  
of a subsidiary Suzuki France that participates with the supersport bike GSX-R1000, achieved its second consecutive, 15th title of the World  
Endurance Championship.  
GSX-R1000R (unveiled for overseas market in October 2016)  
V-Strom 1000XT ABS (unveiled for overseas market in October 2016)  
GSX250R ABS (unveiled for overseas market in November 2016)  
GSX-R150 ABS (launched in Indonesia in November 2016)  
SUZUKI MOTOR CORPORATION 11  
Year in Review  
Marine Products  
n Operating results of marine and power products, etc. business  
Years ended 31 March  
Segment proꢀt  
Margin  
(100 million yen)  
129  
125  
18.9%  
18.5%  
2016  
2017  
Operating Results by Segment  
In the marine and power products, etc. business, the net sales decreased by ¥0.7 billion (0.9%) to ¥67.6 billion year-on-year mainly owing to the  
impact of the exchange rate, despite increase in the sales of the outboard motors in North America. The operating income decreased by ¥0.4  
billion (2.6%) to ¥12.5 billion year-on-year.  
Overview of Marine Products  
Suzuki’s domestic outboard motor sales in FY2016 rose by 4% year-on-year in volume and in net terms.  
Suzuki’s export sales surged by 5% year-on-year in volume terms and by 1% year-on-year in net terms. Shift in demand toward larger models  
and strong sales in countries including the United States covered the negative impact of the foreign exchange rate.  
Suzuki’s four-stroke outboard motors range from the DF2 (the lowest-power model, which delivers 1.49kW/2PS) to the DF350 (the highest-pow-  
er model, which delivers 257.4kW/350PS). The Company produces small models in Thailand and larger models at the Toyokawa Plant in Japan.  
Suzuki Topics in FY2016  
New black colour was introduced for the first time in 20 years for Suzuki outboard models. Graphic was also renewed, making it a more  
stylish design while keeping the image of Suzuki outboard which has a history of more than 50 years.  
New large outboard models DF175AP and DF150AP were unveiled in September 2016. They received Top Products award by the Boating  
Industry, a leading marine magazine in the United States. They became the third Suzuki outboard models to win the award.  
DF175AP  
unveiled in September 2016)  
(
1
2 SUZUKI MOTOR CORPORATION  
Year in Review  
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 development to disposal.  
In product development, our environmental initiatives include improving fuel economy, reducing  
exhaust emissions, developing clean-energy vehicles, and reducing noise. In manufacturing, our ef-  
forts include reducing environmental risk, reducing energy requirements, and promoting the use of  
alternative energy sources. In distribution, we focus on improving the operational efficiency and en-  
ergy 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.  
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 workers environmental edu-  
cation, and support social action programs in local communities.  
SUZUKI CSR & ENVIRONMENTAL  
REPORT 2016  
Suzuki Topics in FY2016  
Suzuki published “Suzuki CSR & Environmental Report 2016”. The Company has published a report about its  
environmental initiatives every year since FY1999.  
Burgman Fuel Cell, a fuel cell scooter with a vehicle type approval, was registered and it received a license  
plate in March 2017. Riding on public roads to verify market potential of fuel cell motorcycle has started.  
New models of Solio/Solio Bandit compact cars equipped with newly-developed hybrid system were  
introduced in Japan. Also, full model change of Suzuki’s main automobile models, Swift compact car and  
WagonR/WagonR Stingray minicars equipped with mild hybrid system were launched in Japan.  
Burgman Fuel Cell  
Solio Hybrid (launched in November 2016)  
Swift (launched in January 2017)  
WagonR (launched in February 2017)  
Sales units of models equipped with hybrid system (Thousand units)  
FY2015  
FY2016  
Global automobile sales units Global automobile sales units  
Of which  
hybrids  
Of which  
hybrids  
Others  
India  
Japan  
India  
630  
1,305  
926  
202  
639  
1,445  
835  
287  
Japan  
46  
1
85  
17  
Ratio of hybrids  
in global sales  
Others  
Total  
2,861  
249  
2,918  
389  
*
*
Hybrids include mild hybrid, S-ENE CHARGE, and SHVS.  
Hybrid sales units of Others are units exported from Japan and India.  
Models equipped with hybrid system  
WagonR/WagonR Stingray, Hustler, Spacia/Spacia Custom, Solio/Solio Bandit, Swift, Baleno, Ignis, Ciaz, and Ertiga  
*
Depending on the market, there are models that are not equipped with hybrid system.  
SUZUKI MOTOR CORPORATION 13  
Topics  
Topics  
April 2016  
September 2016  
Suzuki Makinohara Solar Power Plant completed  
Suzuki Makinohara Solar Power Plant, a 20MW (megawatt) solar  
power facility that has been under construction and conducting  
test operations since 2015, has been completed.  
Combined with the 0.9MW power facility installed in the Hama-  
matsu Plant at Miyakoda-cho, Kita-ku, Hamamatsu and the 4MW  
power plant at Maisaka-cho, Nishi-ku, Hamamatsu, this brings the  
total installed capacity of the Suzuki Group’s solar power facilities  
Suzuki unveils new DF175AP/DF150AP  
outboard motors  
Suzuki unveiled its new DF175AP and  
DF150AP outboard motors at the Genoa In-  
ternational Boat Show in Italy.  
These outboard motors adopt Suzuki Selec-  
tive Rotation technology enabling switching  
between regular and reverse propeller direc-  
tion, a world-first in this engine class*.  
Under the brand slogan “The Ultimate  
to approximately 25MW. We estimate the CO emission reduction  
2
effect of operating these solar power facilities to be about 10% of  
Suzuki’s domestic plant CO emissions for FY2015. By contributing  
2
4
-Stroke Outboard - Aiming to be the  
regionally through power generation projects and promoting local  
production for local consumption, the Suzuki Group will reinforce  
its efforts to curb climate change and conserve the environment.  
world’s No. 1 brand in 4-stroke outboards”,  
Suzuki Motor Corporation is addressing  
customer needs in the global market with a  
model lineup that demonstrates high output  
and excellent fuel efficiency, from the por-  
table DF2 to the powerful DF350A.  
*
Between 150-175 HP class. Based on Suzuki’s  
research.  
DF175AP  
October 2016  
Suzuki and Toyota begin exploring business  
partnership, sign memrandum  
Suzuki and Toyota Motor Corporation announced on 12 October,  
Suzuki Makinohara Solar Power Plant  
2
016 that the two companies would start discussions leading to-  
ward a collaborative partnership.  
July 2016  
They later signed a memorandum of agreement on 6 February, 2017  
stating both companies’ intention to contribute to the resolution of  
social issues and the healthy and sustainable development of the  
automobile society.  
They are considering how to achieve future partnerships in areas  
such as environmental technology, safety technology, information  
technology, and product and unit complementation.  
Suzuki Education and Culture Foundation selects  
scholarship students for FY2016  
The Suzuki Education and Culture Foundation offers non-repayable  
scholarships to high school students in Shizuoka prefecture, or uni-  
versity students who graduated from high school in Shizuoka pre-  
fecture, who are keen to learn but unable to focus on their studies  
for financial reasons.  
In FY2016, the foundation decided to provide scholarships to 20  
new high school students and 3 new university students, in addi-  
tion to the 32 high school students and 10 university students it  
has been supporting since the previous year. This brings the total  
number of students supported over the last 16 years to 295 and the  
total amount of support to ¥232.5 million.  
The activities of the Suzuki Education and Culture Foundation are  
aimed at contributing to young people’s healthy development  
and international exchanges by providing financial assistance for  
schoolchildren and university students and supporting sports and  
learning activities for youngsters and schools for foreigners, etc.  
Akio Toyoda, President, Toyota Motor Corporation and Osamu Suzuki, Chairman,  
Suzuki Motor Corporation (at the press conference held on 12 October, 2016)  
1
4 SU
Topics  
November 2016  
November 2016  
Suzuki cooperates on Manufacturing Skill Transfer  
Promotion Programme, establishes training institute  
in India  
Suzuki Motor Corporation is collaborating on the Manufacturing  
Skill Transfer Promotion Programme agreed between the govern-  
ments of India and Japan on 11 November, 2016, having decided  
to establish an industrial training institute in the Mehsana district  
of Gujarat state to support human resource development in India’s  
manufacturing sector.  
Suzuki launches new Solio and Solio Bandit with  
newly-developed hybrid system  
Suzuki has launched new versions of the Solio and Solio Bandit  
equipped with a newly-developed hybrid system. While maintaining  
the Solio’s original appeal of a compact body and roomy cabin, the  
new models adopt Suzuki’s unique hybrid system combining Motor  
Generator Unit with Auto Gear Shift (AGS) to realize low fuel con-  
sumption of 32.0km/L* together with a powerful sense of accelera-  
tion.  
The industrial training institute has been established as the  
Japan-India Institute for Manufacturing (JIM), and opened on 1  
August, 2017.  
* Measured in JC08 test cycle and verified by Japan’s Ministry of Land, Infra-  
structure, Transport and Tourism.  
In promoting the Indian government’s “Make in India” and “Skill In-  
dia” initiatives, Suzuki will be helping through Japanese manufactur-  
ing to cultivate India’s human resources and develop its manufac-  
turing industry.  
Image of hybrid system  
Signing ceremony held at the Japanese Prime Minister’s office  
(provided by the Cabinet Office of Japan)  
December 2016  
Suzuki achieves ASV++ rating in JNCAP preventive  
safety performance assessment  
October, November 2016  
Suzuki cars equipped with Dual Camera Brake Support (DCBS), a  
stereo camera type collision-mitigating system, or Dual Sensor  
Brake Support (DSBS), a monocular camera and infrared laser radar  
Suzuki unveils 9 new motorcycle models at  
European motorcycle show  
At INTERMOT held in October in Cologne, Germany, Suzuki Motor  
Corporation unveiled five new motorcycle models for the overseas  
market mainly targeting Europe and North America.  
Comprehensively enhanced for the first time in eight years, the sixth  
generation of Suzuki’s flagship supersport bike GSX-R1000 and its  
advanced version GSX-R1000R have been further evolved by incor-  
porating technologies developed in MotoGP.  
In addition, four more new models for the overseas market were  
unveiled at Milan Show in November, including the new GSX250R.  
Suzuki’s motorcycle business is playing a vital role in strengthening  
the Suzuki brand. We strive to enhance our product series and will  
actively release original products that surpass our customers’ ex-  
pectations.  
*1  
device, have attained the top rating of ASV++ in the FY2016 JN-  
*2  
CAP program of preventive safety performance assessment.  
In FY2016 about 60% of passenger cars (mini  
vehicles and standard and small vehicles) sold by  
Suzuki were fitted with a collision-mitigating sys-  
tem including one of the above brake supports.  
Suzuki will continue to enhance our safety tech-  
nologies going forward as we work on improving  
the safety of our vehicles.  
Suzuki models certified with ASV++】  
Equipped with DCBS  
Equipped with DSBS  
WagonR  
Minivehicle  
Hustler, Spacia  
Solio, Ignis  
Standard and  
small vehicle  
Swift  
*For models equipped with optional safety package.  
*
*
1 ASV: Advanced Safety Vehicle  
2 JNCAP: Japan New Car Assessment Program  
GSX-R1000R  
SUZUKI MOTOR CORPORATION 15  
Topics  
December 2016  
January 2017  
MotoGP project for the 2017 Championship  
announced  
Suzuki Motor Corporation has presented its new project for Team  
SUZUKI ECSTAR, a team competing in the MotoGP class of the  
world’s premier motorcycle racing series, the 2017 FIM* Road Rac-  
ing Grand Prix (MotoGP).  
Two new riders, Andrea Iannone (Italy), who was ranked ninth in the  
MotoGP class last season, and Alex Rins (Spain), who has stepped  
up from the Moto2 class, are competing. As well as enhancing ma-  
chine development, Suzuki will strive to improve its brand image by  
feeding this back into its products and developing more attractive  
bikes.  
Suzuki launches all-new Swift  
The new Swift has adopted a daringly advanced design while re-  
taining the essential Swift DNA. Onto the new-generation platform  
HEARTECT is installed a mild hybrid 1.2L engine or 1.0L direct-in-  
jection turbo engine to deliver both driving performance and fuel  
economy. Launched in 2004, the Swift is Suzuki’s flagship compact  
car, which is now manufactured at overseas plants too, and sold  
around the world.  
*
FIM: Fédération Internationale de Motocyclisme (International Motorcycling  
Federation)  
Andrea Iannone (left) and Alex Rins (right)  
February 2017  
February 2017  
December 2016  
Vitara Brezza wins Indian Car of the Year  
Gujarat Plant in India starts operation  
The new SUV Vitara Brezza, manufactured and sold by Suzuki’s In-  
dian subsidiary Maruti Suzuki India Limited, has won Indian Car of  
the Year (ICOTY) 2017.  
The Vitara Brezza is a stylish urban compact SUV developed by fo-  
cussing on Indian customers’ tastes and values, such as by keeping  
vehicle length under 4m to gain tax incentives. Sales of the Vitara  
Brezza reached 100,000 units in March 2017, about one year after  
launch, making it a core model that is leading Maruti Suzuki India  
Limited’s sales and India’s growing SUV market.  
Suzuki Motor Gujarat Pvt. Ltd. (SMG), established in Ahmedabad,  
Gujarat in India, has started to manufacture Baleno from 1 February.  
The Gujarat Plant is located close to Mundra Port, and will be uti-  
lised as the export hub for markets including Europe, Africa and  
Japan.  
SMG is also planning construction of its Gujarat Plant No.2 and  
Engine & Transmission Plant. Suzuki’s total production capacity in  
India upon completion of Plant No.2 is forecast to reach 2 million  
units, which will meet growing demand in India’s automobile mar-  
ket.  
Launching event held in India (February 2016)  
Gujarat Plant  
1
6 SUZUKI MOTOR CORPORATION  
Topics  
February 2017  
March 2017  
Suzuki launches all-new WagonR and WagonR  
Stingray  
Ignis Finishes in Top 3 in 2017 World Urban  
Car Category  
The all-new WagonR and WagonR Stingray offer even roomier cabin  
space and further enhance the user-friendliness of a miniwagon,  
while adopting three distinctive styling designs. Onto the new-  
generation platform HEARTECT is installed a mild hybrid system that  
lets the vehicle drive solely on motor when it starts moving, which  
realises a low fuel consumption of 33.4km/L*. There are advanced  
safety technologies such as the Dual Sensor Brake Support colli-  
sion-mitigating system and head-up display, and user-friendliness  
has been enhanced such as with umbrella holders on the inside of  
both rear doors.  
The Suzuki Ignis compact car finished in the Top 3 of the Urban  
Car category at the World Car Awards held by the WCA (World Car  
Awards). The Urban Car category was instigated for the first time this  
year in order to select the world's top cars for urban environments.  
The Ignis is a stylish and highly-manoeuvrable compact crossover  
model that is sold throughout the world, including Japan, India, and  
Europe.  
*
Measured in JC08 test cycle and verified by Japan’s Ministry of Land, Infra-  
structure, Transport and Tourism. For HYBRID FX (2WD) WagonR, HYBRID FZ  
(2WD) WagonR, and WagonR Stingray HYBRID X (2WD) models.  
February 2017  
Suzuki Foundation funding for FY2016  
Founded in March 1980 to commemorate the 60th anniversary of  
the foundation of Suzuki Motor Corporation, the Suzuki Foundation  
provided financial assistance in FY2016 to 38 research initiatives  
totalling ¥78 million in the form of scientific technology research  
assistance and proposed subject research assistance.  
This was the Foundation’s 37th round of financial assistance, which  
has included research funding for universities and research insti-  
tutes nationwide and grants for accepting overseas researchers in  
order to support technical development in the machine industry and  
encourage and assist young people keen to get involved in these  
fields. Since its launch, the Foundation has supported 1,516 projects  
in all with financial assistance totalling ¥1,716.6 million.  
SUZUKI MOTOR CORPORATION 17  
Directors, Auditors and Officers  
Directors, Auditors and Officers  
[
Representative Directors]  
Representative Director  
and Chairman  
Osamu Suzuki  
(
Chairman of the  
Board of Directors)  
Representative Director  
and Vice Chairman  
Yasuhito Harayama  
Toshihiro Suzuki  
Supporting Chairman  
Representative  
Director and  
President (CEO & COO)  
[
Directors]  
Director and Senior  
Technical Executive  
Osamu Honda  
Masahiko Nagao  
Hiroaki Matsuura  
Masakazu Iguchi  
Sakutaro Tanino  
Executive General Manager, Corporate Planning Office  
Director and  
Managing Officer  
Executive General Manager, Manufacturing Engineering  
Director  
*
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  
Norio Tanaka  
Audit & Supervisory  
Board Member (Outside)  
Yasuhiro Yamazaki  
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. Yasuhiro Yamazaki is an audit & supervisory board member.  
[
Executive Vice President]  
Executive Vice  
President  
Kenichi Ayukawa  
Managing Director and CEO, Maruti Suzuki India Ltd.  
[
Senior Managing Officers]  
Ichizo Aoyama  
Executive General Manager, Global IT  
Senior Managing  
Officer  
Toshiaki Hasuike  
Executive General Manager, Automobile Engineering  
[
Managing Officers]  
Kazuo Hakamata  
Production & Purchasing, PT. Suzuki Indomobil Motor (Indonesia)  
Executive General Manager, Customer Quality and Service  
Executive General Manager, Manufacturing  
Masato Kasai  
Izumi Oishi  
Taisuke Toyoda  
Hirofumi Nagao  
Keiichi Asai  
Executive General Manager, Finance  
Based in Pak Suzuki Motor Co., Ltd. (Pakistan)  
President, Chongqing Changan Suzuki Automobile Co., Ltd. (China)  
President, PT. Suzuki Indomobil Motor (Indonesia)  
President, Suzuki Motor Sales Kinki Inc.  
Shuji Oishi  
Kazuki Yamaguchi  
Shigeyuki Yamamura Executive General Manager, Administration  
Toshiaki Suzuki  
Hidenori Yamashita  
Kinji Saito  
Executive General Manager, Domestic Marketing I, Domestic Marketing  
Managing Officer  
Deputy Executive General Manager, Manufacturing (Production Quality Assurance & Overseas Manufacturing)  
Executive General Manager, Global Automobile Marketing  
Ichiro Onishi  
Deputy Executive General Manager, Automobile Engineering (Development Quality)  
Executive General Manager, Domestic Marketing II, Domestic Marketing  
Executive General Manager, Purchasing  
Keiji Miyamoto  
Kazuhiko Ayabe  
Shinichi Imaizumi  
Naoki Suzuki  
Division General Manager, Domestic Marketing Administration & Promotion Division, Domestic Marketing  
Deputy Executive General Manager, Automobile Engineering (Powertrain)  
Deputy Executive General Manager, Manufacturing Engineering  
Kazunobu Hori  
Katsuhiro Kato  
Shigeo Yamagishi  
Executive General Manager, Automobile Product & Cost Planning  
Executive General Manager, Vehicle Regulations and Engineering Administration  
1
8 SUZUKI MOTOR CORPORATION  
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 realise 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 concluded is beneficial to understand the Company. We will  
further enhance the transparency of the Company.  
2
. Corporate Governance System  
The Company has elected to be a company with Audit & Supervisory Board.  
In addition to the supervisory function of execution of business by the Board of Directors and the auditing function by the Audit &  
Supervisory Board, establishment of Advisory Committee on Personnel and Remuneration, etc. of which highly independent Outside  
Directors and Outside Auditors as the advisory body of the Board of Directors enables enhancement of governance.  
For details of the Company’s corporate governance system, please refer to the Corporate Governance Report.  
http://www.globalsuzuki.com/ir/library/governance/pdf/report.pdf  
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  
Executive  
Committee  
Corporate Governance  
Committee  
External  
Lawyer  
Submit  
Instruct  
Various meetings on  
management and  
Risk Management Hotline  
(
Whistleblowing system)  
Promote  
compliance  
and risk  
management  
execution of operation  
Consultation  
Report  
Communicate  
policy  
Supervise  
Accounting audit  
Report  
Audit Audit  
Each division of the Company / Subsidiaries and affiliates of the Company  
SUZUKI MOTOR CORPORATION 19  
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 FY2016.  
1
. Risk relating to markets  
n 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 mo-  
tors. 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, unexpected  
change or new application of tax systems, financial policies and others in each country may also adversely affect the performance and  
financial conditions of the Group.  
n 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 globalised 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 competitive  
advantages.  
2
. Risk relating to business  
n New product development and launching abilities  
It is very important for an automobile and motorcycle manufacturer to grasp correctly the customer needs and environment surrounding  
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 technology  
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.  
n 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 positions  
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 suppli-  
ers, it may adversely affect the performance and financial conditions of the Group.  
n 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 regula-  
tions 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 perfor-  
mance and financial conditions of the Group.  
n 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 decentralisation of production sites to optimise the production sys-  
tem globally to reduce the risks of exchange rates and interest rates fluctuations, but it is impossible to hedge every risk. The currencies  
appreciation in main production countries against other currencies may adversely affect the performance and financial conditions of the  
Group. On the other hand, by transferring production sites to other countries, it may result in opportunity losses that the 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.  
2
0 SUZUKI MOTOR CORPORATION  
Risks in Operations  
n 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 conditions  
of the Group.  
n 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.  
n 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 al-  
liance partners may adversely affect the performance and financial conditions of the Group.  
n 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.  
n 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 authorisation  
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.  
n 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 condi-  
tions of the Group.  
n 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 adversely affect  
the performance and financial conditions of the Group.  
n 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.  
n 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 measures,  
establishment of BCP (Business Continuity Plan), purchases of earthquake insurances and others to minimise the influences of damage  
by natural disasters such as Tokai and Tonankai Earthquake. But, occurrences of any Tokai and Tonankai Earthquake may adversely 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, manufacturing,  
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 21  
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 consolidated subsidiaries of 136 companies and affiliates of 32. The main businesses are  
manufacturing and marketing of automobiles, motorcycles, marine & power products, motorised 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  
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 Su-  
zuki Auto Parts Mfg. Co., Ltd. and others, 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 compa-  
nies and manufacturing & marketing companies. The business of logistics services is conducted by a subsidiary, Suzuki Transportation  
&
Packing Co., Ltd.  
Motorcycle  
Motorcycles are manufactured by the Company as well as in overseas, by a subsidiary Thai Suzuki Motor 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 market-  
ing companies, and in overseas markets through a subsidiary, Suzuki Deutschland GmbH and other marketing companies and manu-  
facturing & marketing companies.  
Marine and Power products, etc.  
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 motorised wheelchairs and electro senior vehicles are conducted by a subsidiary, Suzuki Mo-  
tor Sales Kinki Inc. and others, and the marketing of houses is conducted by a subsidiary, Suzuki Business Co., Ltd.  
2
2 SUZUKI MOTOR CORPORATION  
The Status of the Corporate Group  
Operation Flow Chart  
Operation flow chart is as follows (Major companies and businesses 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.  
Krishna Maruti Ltd.  
Domestic Manufacturing Companies A/M M/C M/P  
Suzuki Auto Parts Mfg. Co., Ltd.  
Snic Co., Ltd.  
Chongqing Changan  
Suzuki Automobile Co., Ltd.  
Jiangxi Changhe Suzuki  
Automobile Co., Ltd.  
Suzuki Toyama Auto Parts Mfg Co., Ltd.  
Hamana Parts Industry 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.  
Suzuki Motor Iberica, S.A.U.  
Suzuki Finance Europe B.V.  
Taiwan Suzuki Automobile Corp.  
Suzuki Motor of America, Inc.  
Suzuki Australia Pty. Ltd.  
Suzuki Motor de Mexico, S.A. de C.V.  
Logistic Services  
A/M M/C M/P  
Suzuki Transportation  
&
Packaging Co., Ltd.  
Domestic Marketing Companies  
Suzuki Motor Sales Tokyo Inc.  
Suzuki Motor Sales Hamamatsu Inc.  
Suzuki Motor Sales Kinki Inc.  
Suzuki Motorcycle Sales 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 23  
FINANCIAL SECTION  
CONTENTS  
Five-Year Summary...................................................................................... 25  
Consolidated Financial Statements............................................................. 26  
Consolidated Balance Sheets............................................................................. 26  
Consolidated Statements of Income and  
Consolidated Statements of Comprehensive Income .................................... 28  
Consolidated Statements of Changes in Net Assets............................................ 30  
Consolidated Statements of Cash Flows............................................................. 32  
Notes to Consolidated Financial Statements...................................................... 33  
Independent Auditor’s Report............................................................................. 51  
2
4 SUZUKI MOTOR CORPORATION  
Five-Year Summary  
SUZUKI MOTOR CORPORATION  
CONSOLIDATED  
Millions of yen  
(
except per share amounts)  
Years ended 31 March  
2017  
2016  
2015  
2014  
2013  
Net sales......................................  
¥3,169,542 ¥3,180,659 ¥3,015,461 ¥2,938,314 ¥2,578,317  
Net income attributable to owners  
of the parent ................................  
159,956  
116,660  
96,862  
107,484  
80,389  
Net income per share:  
Primary.......................................  
Fully diluted ..............................  
Cash dividends per share ..........  
Net assets....................................  
Total current assets......................  
362.54  
362.48  
234.98  
234.92  
172.67  
172.63  
191.60  
191.57  
143.31  
131.67  
44.00  
32.00  
27.00  
24.00  
18.00  
1,387,041  
1,955,973  
1,187,703  
1,632,630  
1,701,390  
2,008,729  
1,494,357  
1,790,832  
1,298,553  
1,560,218  
Total assets ..................................  
Depreciation and amortization....  
3,115,985  
163,397  
2,702,008  
168,315  
3,252,800  
134,377  
2,874,074  
117,188  
2,487,635  
93,680  
SUZUKI MOTOR CORPORATION 25  
Consolidated Financial Statements  
Consolidated Balance Sheets  
As of 31 March 2017 and 2016  
Millions of yen  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
2017  
2016  
ASSETS  
Current assets:  
NOTE 12  
Cash and cash equivalents *  
Receivables:  
...................................  
¥ 614,031  
349,224  
¥ 450,088  
NOTE 5  
Notes and accounts receivable-trade *  
Allowance for doubtful accounts...................................  
................  
335,343  
(5,528)  
(4,821)  
332,116  
Inventories..........................................................................  
286,301  
116,378  
450,046  
1,632,630  
NOTE 10  
Deferred tax assets *  
................................................  
113,845  
Others.................................................................................  
551,576  
Total current assets............................................................  
1,955,973  
Property, plant and equipment:  
NOTE 7  
Land *  
.........................................................................  
261,130  
438,043  
1,363,140  
396,523  
48,223  
255,013  
416,217  
Buildings and structures *NOTE 7..........................................  
Machinery, equipment and vehicles....................................  
Tools, furniture and fixtures..................................................  
Construction in progress ...................................................  
1,286,385  
408,683  
50,361  
2
,507,061  
2,416,660  
(1,659,584)  
757,076  
Accumulated depreciation................................................  
Total property, plant and equipment.................................  
(1,750,717)  
756,344  
Investments and other assets:  
NOTE 5  
Investment securities *  
Investments in affiliates *  
..............................................  
314,594  
52,841  
226,516  
46,250  
NOTE 5  
...........................................  
NOTE 9  
Assets for retirement benefits *  
.................................  
44  
50  
NOTE 10  
Deferred tax assets *  
................................................  
21,140  
14,773  
Others.................................................................................  
Total investments and other assets...............................  
Total assets.........................................................................  
15,047  
24,709  
403,667  
¥3,115,985  
312,301  
¥2,702,008  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
2
6 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Millions of yen  
2017  
2016  
LIABILITIES AND NET ASSETS  
Current liabilities:  
Short-term loans payable *NOTE 5 and 7 ..................................  
¥ 96,643  
119,958  
428,063  
83,070  
31,863  
191,068  
76,995  
¥ 201,507  
64,982  
NOTE 5 and 7  
Current portion of long-term loans payable *  
.....  
NOTE 5  
Accounts payable-trade *  
.........................................  
402,624  
64,055  
Electronically recorded obligations...................................  
Income taxes payable.......................................................  
29,486  
NOTE 5  
Accrued expenses *  
..................................................  
183,695  
66,032  
Provision for product warranties .......................................  
NOTE 10  
Deferred tax liabilities  
*
................................................  
55  
481  
NOTE 7  
Others *  
......................................................................  
160,402  
1,188,121  
133,089  
1,145,956  
Total current liabilities.........................................................  
Noncurrent liabilities:  
NOTE 5 and 6  
Bonds with subscription rights to shares *  
.........  
200,400  
222,870  
63,099  
262,797  
56,346  
NOTE 5 and 7  
Long-term loans payable *  
..................................  
NOTE 9  
Liabilities for retirement benefits *  
.............................  
Provision for disaster ........................................................  
1,976  
3,056  
NOTE 10  
Deferred tax liabilities *  
............................................  
1,384  
7,484  
Others *NOTE 7 .......................................................................  
Total noncurrent liabilities ..................................................  
Total liabilities .....................................................................  
51,091  
38,663  
540,822  
1,728,943  
368,348  
1,514,305  
Net assets:  
Shareholders’ equity: *  
Capital stock:  
NOTE 13  
Common stock:  
Authorised: 1,500,000,000 shares  
Issued: 491,000,000 shares as of  
31 March 2017 and 2016 ..............................................  
138,014  
144,035  
138,014  
144,166  
Capital surplus...................................................................  
Retained earnings .............................................................  
Treasury stock ...................................................................  
Total shareholders’ equity..................................................  
1,058,549  
913,656  
(191,051)  
1,149,548  
(191,169)  
1,004,668  
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 ............  
98,827  
1,269  
77,624  
536  
(119,236)  
(10,543)  
(29,683)  
(115,551)  
(9,580)  
(46,970)  
NOTE 16  
Subscription rights to shares *  
.............................  
126  
267,049  
188  
229,816  
Non-controlling interests................................................  
Total net assets  
¥1,387,041  
¥3,115,985  
¥1,187,703  
¥2,702,008  
Total liabilities and net assets............................................  
SUZUKI MOTOR CORPORATION 27  
Consolidated Financial Statements  
Consolidated Statements of Income and Consolidated Statements of Comprehensive Income  
(Consolidated Statements of Income)  
Years ended 31 March 2017 and 2016  
Millions of yen  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
2017  
2016  
Net sales ...............................................................................  
Cost of sales ........................................................................  
Gross profit.........................................................................  
¥3,169,542  
2,261,914  
907,627  
¥3,180,659  
2,313,779  
866,879  
Selling, general and administrative expenses.................  
640,942  
266,685  
671,571  
195,308  
Operating income..............................................................  
Other income (expenses):  
Interest and dividend income............................................  
Interest expense ................................................................  
Equity in earnings (losses) of affiliates..............................  
Impairment loss *NOTE 4........................................................  
Others, net..........................................................................  
Income before income taxes etc...................................  
16,827  
20,885  
(6,381)  
(2,492)  
(322)  
(4,771)  
2,327  
(39,936)  
54,067  
38,633  
245,631  
295,200  
NOTE 10  
Income taxes: *  
Current................................................................................  
92,263  
5,319  
87,279  
5,051  
Deferred .............................................................................  
97,583  
92,330  
Net income.........................................................................  
Net income attributable to non-controlling interests.........  
Net income attributable to owners of the parent.............  
197,616  
37,660  
153,300  
36,640  
¥ 159,956  
¥ 116,660  
Yen  
Net income per share:  
Primary ...............................................................................  
Fully diluted........................................................................  
Cash dividends per share ..................................................  
¥
362.54  
362.48  
44.00  
¥
234.98  
234.92  
32.00  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
2
8 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
(Consolidated Statements of Comprehensive Income)  
Years ended 31 March 2017 and 2016  
Millions of yen  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
2017  
2016  
Net Income ..........................................................................  
¥197,616  
¥153,300  
NOTE 14  
Other comprehensive income *  
Valuation difference on available-for-sale securities ........  
Deferred gains or losses on hedges.................................  
Foreign currency translation adjustment ..........................  
Adjustment for retirement benefits....................................  
28,375  
505  
(77,011)  
(29)  
3,634  
(100,590)  
(10,562)  
(655)  
Share of other comprehensive income of associates  
accounted for using equity method..................................  
(2,318)  
29,541  
(3,411)  
Total other comprehensive income...................................  
(191,605)  
Comprehensive income......................................................  
Comprehensive income attributable to:  
227,158  
(38,304)  
Comprehensive income attributable to owners of the parent...  
Comprehensive income attributable to non-controlling interests..  
177,276  
49,881  
(51,260)  
12,955  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
SUZUKI MOTOR CORPORATION 29  
Consolidated Financial Statements  
Consolidated Statements of Changes in Net Assets  
Years ended 31 March 2017 and 2016  
Millions of yen  
SUZUKI MOTOR  
CORPORATION  
AND CONSOLIDATED  
SUBSIDIARIES  
Thousands  
of shares  
of common  
stock  
Total  
Shareholders’  
equity  
Capital  
stock  
Capital  
surplus  
Retained  
earnings  
Treasury stock  
Balance as of  
561,047  
¥138,014  
¥144,364  
¥1,082,440  
¥(62) ¥1,364,757  
3
1 March 2015  
Dividends from surplus.....  
(16,156)  
(16,156)  
Net income attributable to  
owners of the parent.........  
116,660  
(460,479)  
180  
116,660  
(460,479)  
84  
Purchase of treasury stock ...  
Disposal of treasury stock.....  
Retirement of treasury stock ..  
(95)  
(
70,047)  
(269,191)  
269,191  
Transfer to capital surplus  
from retained earnings .....  
269,287  
(198)  
(269,287)  
(198)  
Capital increase of  
Consolidated subsidiaries ....  
Net changes of items other  
than shareholders’ equity......  
Total changes during the  
fiscal year..........................  
(198)  
(168,783)  
(191,107)  
(360,089)  
Balance as of  
491,000  
¥138,014  
¥144,166  
¥913,656  
¥(191,169) ¥1,004,668  
3
1 March 2016  
Dividends from surplus.....  
(15,003)  
(15,003)  
Net income attributable to  
owners of the parent.........  
159,956  
(4)  
159,956  
(4)  
Purchase of treasury stock ...  
Disposal of treasury stock.....  
(60)  
122  
62  
Transfer to capital surplus  
from retained earnings .....  
60  
(130)  
(60)  
(130)  
Capital increase of  
consolidated subsidiaries.....  
Net changes of items other  
than shareholders’ equity......  
Total changes during the  
fiscal year..........................  
(130)  
144,892  
118  
144,880  
Balance as of  
1 March 2017  
491,000  
¥138,014  
¥144,035  
¥1,058,549  
¥(191,051) ¥1,149,548  
3
3
0 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Millions of yen  
Total  
Accumulated accumulated  
adjustment other  
Valuation  
difference  
on  
SUZUKI MOTOR  
CORPORATION  
AND CONSOLIDATED  
SUBSIDIARIES  
Deferred  
gains or  
losses on  
hedges  
Foreign  
currency  
translation  
adjustment  
Subscription  
rights to  
shares  
Non-  
controlling  
interests  
available-  
for-sale  
for retirement comprehensive  
Total net  
assets  
securities  
benefit  
income  
Balance as of  
¥158,788  
¥679  
¥(42,997)  
¥864  
¥117,333  
¥250  
¥219,048 ¥1,701,390  
3
1 March 2015  
Dividends from surplus.....  
(16,156)  
Net income attributable to  
owners of the parent.........  
116,660  
(460,479)  
84  
Purchase of treasury stock ...  
Disposal of treasury stock.....  
Retirement of treasury stock ..  
Transfer to capital surplus  
from retained earnings .....  
(198)  
Capital increase of  
Consolidated subsidiaries ....  
Net changes of items other  
than shareholders’ equity......  
(81,163)  
(81,163)  
(142)  
(142)  
(72,553)  
(72,553)  
(10,444)  
(10,444)  
(164,304)  
(164,304)  
(62)  
(62)  
10,768  
10,768  
(153,598)  
(513,687)  
Total changes during the  
fiscal year..........................  
Balance as of  
3
1 March 2016  
¥77,624  
¥536 ¥(115,551)  
¥(9,580) ¥(46,970)  
¥188  
¥229,816 ¥1,187,703  
Dividends from surplus.....  
(15,003)  
Net income attributable to  
owners of the parent.........  
159,956  
(4)  
Purchase of treasury stock ...  
Disposal of treasury stock.....  
62  
Transfer to capital surplus  
from retained earnings .....  
(130)  
Capital increase of  
Consolidated subsidiaries ....  
Net changes of items other  
than shareholders’ equity......  
21,202  
21,202  
732  
732  
(3,685)  
(3,685)  
(962)  
(962)  
17,287  
17,287  
(62)  
(62)  
37,232  
37,232  
54,458  
199,338  
Total changes during the  
fiscal year..........................  
Balance as of  
1 March 2017  
3
¥98,827  
¥1,269 ¥(119,236)  
¥(10,543) ¥(29,683)  
¥126  
¥267,049 ¥1,387,041  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
SUZUKI MOTOR CORPORATION 31  
Consolidated Financial Statements  
Consolidated Statements of Cash Flows  
Years ended 31 March 2017 and 2016  
Millions of yen  
SUZUKI MOTOR CORPORATION  
AND CONSOLIDATED SUBSIDIARIES  
2017  
2016  
Cash flows from operating activities  
Income before income taxes etc. .....................................  
¥295,200  
163,397  
39,936  
(812)  
(16,827)  
4,771  
¥245,631  
168,315  
322  
(1,029)  
(20,885)  
6,381  
4,627  
2,492  
(83)  
(36,760)  
3,479  
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  
876  
(2,327)  
(667)  
(47,775)  
(17,023)  
(50,386)  
45,218  
6,473  
20,370  
440,423  
15,412  
(4,613)  
(84,906)  
366,315  
8,298  
593  
14,857  
(36,630)  
359,610  
20,328  
(7,833)  
(78,010)  
294,095  
Interest and dividend income received............................  
Interest expenses paid......................................................  
Income taxes paid.............................................................  
Net cash provided by (used in) operating activities  
Cash flows from investing activities  
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  
(38,552)  
8,367  
(61,915)  
28,596  
(274,553)  
173,478  
(162,574)  
54,533  
(297,947)  
268,519  
(192,054)  
(36,898)  
(288,564)  
(242,435)  
Cash flows from financing activities  
Net increase (decrease) in short-term loans payable......  
Proceeds from long-term loans payable ..........................  
(102,949)  
83,172  
27,088  
45,400  
Repayment of long-term loans payable ...........................  
Proceeds from issuance of bonds with subscription  
rights to shares ..................................................................  
Purchase of treasury stock................................................  
Cash dividends paid .........................................................  
Cash dividends paid to non-controlling interests.............  
Others, net..........................................................................  
Net cash provided by (used in) financing activities  
(63,449)  
(108,365)  
200,500  
(4)  
(460,479)  
(16,156)  
(7,504)  
(15,003)  
(9,417)  
(3,342)  
89,505  
(3,313)  
163,942  
450,088  
¥614,031  
(344)  
(520,361)  
(13,471)  
(482,172)  
932,261  
¥450,088  
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  
NOTE 12  
Cash and cash equivalents at end of period *  
The accompanying Notes to Consolidated Financial Statements are an integral part of these statements.  
3
2 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Notes to Consolidated Financial Statements  
NOTE 1: Basis of presenting consolidated financial statements  
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 uncertain-  
ties 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.  
NOTE 2: Summary of significant accounting policies  
(a) Principles of consolidation  
The consolidated financial statements for the years ended 31 March 2017 and 2016 include the accounts of the Group, and  
the numbers of consolidated subsidiaries were 136 respectively. In addition, the numbers of investments in affiliated compa-  
nies for the years ended 31 March 2017 and 2016 were 32 and 33 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 19 consolidated subsidiaries is 31 December, however Magyar Suzuki Corporation Ltd. and  
1
7 others are consolidated based on the financial statements of provisional account settlement as of 31 March. 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) Provision for directors' retirement benefits  
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.  
(
i) Provision for recycling expenses  
The provision is appropriated for an estimated expense related to the recycle of products of the Company based on num-  
ber of vehicles owned in the market, etc.  
SUZUKI MOTOR CORPORATION 33  
Consolidated Financial Statements  
(
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  
recognise 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 recognised.  
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 utilise 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) Method of depreciation and amortization of significant depreciable assets  
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.  
(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 recognise 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.  
3
4 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
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 from the fiscal year  
ended 31 March 2012.  
(p) Retirement benefits  
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 fiscal year ended 31 March 2017. With respect to past service costs, they are treated as expense  
on a straight line basis 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: Additional Information  
Application of Implementation Guidance on Recoverability of Deferred Tax Assets  
The “Implementation Guidance on Recoverability of Deferred Tax Assets” (Accounting Standards Board of Japan (ASBJ) State-  
ment No.26, 28 March 2016) has been applied since the fiscal year ended 31 March 2017.  
NOTE 4: Impairment loss  
The Group recorded impairment loss in the following group of assets as of 31 March 2017.  
Amount  
Millions of yen)  
Use  
Location  
Classification  
(
Machinery and equipment and vehicles,  
Tools, furniture and fixtures, etc.  
Machinery and equipment and vehicles, etc.  
Thailand  
Asia  
26,346  
296  
Assets for automobile business  
Machinery and equipment and vehicles,  
Buildings and structures, etc.  
Assets for motorcycle business Asia  
5,192  
Assets for other business  
Assets for rent  
Idle assets  
Japan  
Japan  
Japan  
Land  
Land  
Land  
1,496  
6,007  
597  
Total  
39,936  
The assets are divided into groups of the assets for business and the assets for rent respectively, mainly in  
units of business facilities. With respect to the assets which are decided to be disposed and idle assets which  
are not expected to be used in the future, tests of impairment are conducted based on individual assets.  
SUZUKI MOTOR CORPORATION 35  
Consolidated Financial Statements  
[Assets for business]  
(Suzuki Motor (Thailand) Co., Ltd,)  
Suzuki Motor (Thailand) Co., Ltd, a fully owned subsidiary of the Company in Thailand commenced its  
automobile production in March 2012, and has exported its product worldwide, besides sales in the  
Thailand's domestic market. However, due to slowdown in the domestic market as well as appreciation of  
Thai Baht, the performance of the automotive business in Thailand has remained at low level. In FY2016,  
the Company carried out the examination on future recoverability of the business assets of Suzuki Motor  
(
Thailand) Co., Ltd. Since the examination indicated that the recoverable amount fell below the book value  
of the assets, the Company decided to record an impairment loss as an extraordinary loss.  
Others)  
(
Since the examination indicated that the recoverable amount fell below the book value of the assets,  
the Company decided to record an impairment loss as an extraordinary loss.  
[Assets for rent and idle assets]  
The Company reduced the book value of the group of the assets whose market value particularly fell to the recoverable amount  
and recorded an impairment loss as an extraordinary loss.  
The impairment loss consists of ¥6,696 million for buildings and structures, ¥15,320 million for machinery and equipment and  
vehicles, ¥7,294 million for tools, furniture and fixtures, ¥8,101 million for land, and ¥2,523 million for construction in progress.  
The recoverable amount of the asset group is measured by net selling price or value in use, and the land value is evaluated by  
price calculated on a rational basis.  
NOTE 5: Financial Instruments  
(a) Matters for conditions of financial instruments  
a. Policy for financial instruments  
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.Type of financial instruments, risks and risk management  
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 bal-  
ance of each counterparty in line with our rules and regulations for credit control. The Group hedges the risks of the fluctua-  
tion exchange 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  
actual 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. Supplement to fair values of financial instruments  
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 vari-  
able 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.  
3
6 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
(b) Matters for fair values of the financial instruments  
Carrying amounts in the consolidated balance sheet, fair values and difference as of 31 March 2017 and 2016 were as fol-  
lows. Financial instruments whose fair value cannot be reliably measured are not included in the below table.  
Millions of yen  
2017  
2016  
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  
¥693,952  
349,224  
¥693,952  
351,454  
¥
2,229  
¥497,187  
335,343  
¥497,187  
337,385  
¥
2,041  
Investment securities  
Available-for-sale securities  
Investments in affiliates  
Total of assets  
1) Accounts payable-trade  
2) Short-term loans payable  
636,102  
660  
1,679,940  
428,063  
96,643  
636,102  
2,104  
1,683,613  
428,063  
96,643  
1,443  
3,673  
148  
488,274  
588  
1,321,394  
402,624  
201,507  
64,982  
488,274  
1,024  
1,323,872  
402,624  
201,507  
64,924  
436  
2,477  
(
(
(
(
58  
3) Current portion of long-term loans payable  
4) Accrued expenses  
119,958  
191,068  
119,809  
191,068  
183,695  
183,695  
(
5) Bonds with subscription rights to  
200,400  
251,450  
(51,050)  
shares  
(
6) Long-term loans payable  
222,870  
1,259,003  
221,236  
1,308,270  
1,634  
(49,267) 1,115,607  
262,797  
260,818  
1,113,569  
1,979  
2,037  
Total of liabilities  
Derivatives  
Hedge accounting is applied  
Hedge accounting is not applied  
1,544  
296  
1,544  
296  
1,340  
736  
1,340  
736  
*
Assets or liabilities derived from derivatives are shown on a net basis and net liabilities are shown as ( ).  
*1. Matters for methods used to measure fair values of financial instruments  
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.  
c. Bonds with subscription rights to shares  
These fair values are calculated based on the prices offered by financial institutions, etc.  
Derivatives:  
Please refer to Note 5 (d) Derivative transactions.  
SUZUKI MOTOR CORPORATION 37  
Consolidated Financial Statements  
*2. Financial instruments whose fair value cannot be reliably determined  
Millions of yen  
2017  
2016  
Available-for-sale securities  
Unlisted stock other than stocks of affiliates  
Unlisted stock of affiliates .............................  
Others ............................................................  
¥17,188  
20,514  
77  
¥17,882  
17,188  
210  
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.  
*3.The amounts to be redeemed after the account settlement date of monetary receivables and available-for-sale securities  
Millions of yen  
2
017  
2016  
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  
5 years  
1
5
years  
Cash and deposits  
Notes and accounts  
receivable- trade  
Securities and investment  
securities with maturities  
Total  
¥ 693,952  
226,403  
¥
¥ —  
409  
¥ 497,187  
244,470  
¥
¥ —  
360  
122,412  
90,513  
338,756  
¥1,259,111  
¥409  
279,571  
¥1,021,229  
¥360  
¥122,412  
¥90,513  
(c) Securities  
a.Available-for-sale securities with market value  
Millions of yen  
2017  
2016  
Acquisition  
cost  
Carrying  
Amount  
Acquisition  
cost  
Carrying  
Amount  
Difference  
Difference  
Securities for which the carrying amount exceeds the acquisition costs  
Stocks....................................................  
Bonds....................................................  
Others....................................................  
Sub-Total  
¥ 50,691  
¥ 127,569  
¥ 76,878  
¥ 50,789  
¥149,942  
¥ 99,152  
413,408  
¥464,100  
477,832  
¥605,401  
64,423  
¥141,301  
302,911  
¥353,700  
332,224  
¥482,166  
29,313  
¥128,465  
Securities for which the carrying amount does not exceed the acquisition costs  
Stocks....................................................  
Bonds....................................................  
Others....................................................  
Sub-Total  
¥
758  
¥
700  
¥
(58)  
¥
6,549  
¥
6,107  
¥
(441)  
30,000  
30,000  
¥ 30,758  
¥494,858  
¥ 30,700  
¥636,102  
¥
(58)  
¥
6,549  
¥
6,107  
¥
(441)  
Total  
¥141,243  
¥360,249  
¥488,274  
¥128,024  
3
8 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
b.Available-for-sale securities sold  
Millions of yen  
2017  
2016  
Amounts sold.....................................................................  
Gains on sales of available-for-sale securities .................  
¥337,540  
47,775  
¥247,317  
36,760  
c. Marketable securities impaired / Loss on valuation of securities  
Year ended 31 March 2016  
The Group recognised impairment of 1,337 million yen on available-for-sale securities. With respect to impairing securi-  
ties with a market value, if the market value at the end of the period has significantly declined compared to the acquisi-  
tion cost, the Group recognises 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 compared to the acquisition cost,  
the Group recognises impairment to the extent deemed necessary based on recoverability.  
Year ended 31 March 2017  
The Group recognised impairment of 0 million yen 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 recognises impairment to the extent deemed necessary based on recoverability. With respect to impair-  
ing securities without a market value, if the real price has significantly declined compared to the acquisition cost, the  
Group recognises impairment to the extent deemed necessary based on recoverability.  
(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)  
017  
Millions of yen  
2
2016  
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)  
Foreign currency  
forward contracts  
Selling  
USD  
¥
565  
¥
2
¥
2
¥ 5,444  
¥175  
¥175  
Buying  
JPY  
13,500  
1,377  
17,432  
221  
(6)  
(371)  
221  
(6)  
(371)  
3,733  
766  
83  
160  
36  
(0)  
(1)  
160  
36  
(0)  
(1)  
EUR  
USD  
MXN  
57  
Cross currency  
Swap  
Buying  
JPY  
13,000  
¥45,875  
354  
¥199  
354  
¥199  
¥10,085  
¥370  
¥370  
Total  
SUZUKI MOTOR CORPORATION 39  
Consolidated Financial Statements  
Interest and currency related transactions (non-market transactions)  
017  
Millions of yen  
2
2016  
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  
¥ —  
¥ —  
¥ —  
¥ —  
¥ 2,610  
11,268  
¥
¥842  
¥842  
Pay fixed  
receive floating  
Pay IDR  
receive USD  
11,268  
(932)  
(932)  
Pay fixed  
receive floating  
Pay IDR  
receive JPY  
10,000  
10,000  
418  
418  
Total  
¥ —  
¥ —  
¥ —  
¥ —  
¥23,878  
¥21,268  
¥328  
¥328  
Commodity-related transactions (market transactions)  
017  
Millions of yen  
2
2016  
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  
(
Commodity  
futures contract  
Buying  
Total  
¥2,376  
¥2,376  
¥96  
¥96  
¥96  
¥96  
¥859  
¥859  
¥36  
¥36  
¥36  
¥36  
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.  
b. Derivative transactions to which hedge accounting is applied  
Currency-related transactions  
Millions of yen  
Fair value  
2
017  
2016  
Type  
Contract/  
Amount due  
Contract/ Amount due  
notional amount after one year  
Fair value  
notional amount after one year  
Foreign currency forward contracts (Principle hedge accounting)  
Selling (Principal hedged item: Accounts receivable-trade)  
USD  
EUR  
CAD  
AUD  
NZD  
GBP  
MXN  
PLN  
¥ 8,074  
¥ 753  
¥ 6,790  
5,738  
296  
2,897  
270  
575  
1,657  
¥106  
227  
3
(81)  
(1)  
35  
(17)  
2,703  
714  
779  
1,095  
1,115  
307  
59  
19  
(32)  
(11)  
Buying (Principal hedged item: Accounts payable-trade)  
USD  
THB  
EUR  
16  
2,555  
0
8
4,289  
515  
(41)  
1
4
0 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Foreign currency forward contracts (Exceptional hedge accounting)  
Selling (Principal hedged item: Accounts receivable-trade)  
USD  
EUR  
CAD  
AUD  
NZD  
GBP  
MXN  
CNY  
PLN  
3,931  
11,930  
236  
775  
451  
10,020  
1,677  
*
*
*
*
*
*
*
*
*
961  
20,169  
353  
3,417  
308  
195  
597  
2,371  
*
*
*
*
*
*
*
*
*
1,768  
Buying (Principal hedged item: Accounts payable-trade)  
THB  
JPY  
Total  
3,373  
¥51,221  
*
*
2,223  
400  
¥54,032  
*
*
¥1,103  
¥231  
*
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
017  
2016  
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  
¥ 12,500  
¥ 12,500  
*
¥ 32,500  
¥ 12,500  
*
Cross currency interest rate swap (Principle hedge accounting)  
Pay fixed  
receive floating  
Pay IDR  
receive USD  
13,631  
13,181  
11,219  
10,000  
4,599  
13,181  
(89)  
1,086  
(430)  
(126)  
12,608  
12,899  
5,055  
12,899  
1,109  
Long-term  
debt  
Pay fixed  
receive floating  
Pay THB  
receive USD  
Pay fixed  
receive floating  
Pay IDR  
Current  
portion of  
long-term  
loans  
receive USD  
Pay fixed  
receive floating  
Pay IDR  
payable  
receive JPY  
Cross currency interest rate swap (Integration hedge accounting)  
Pay fixed  
receive floating  
Pay JPY  
receive USD  
129,172  
59,172  
*
118,000  
118,000  
*
Long-term  
debt  
Pay fixed  
receive fixed  
Pay JPY  
receive EUR  
Pay fixed  
receive floating  
Pay CNY  
receive JPY  
11,300  
243  
11,300  
243  
*
*
*
*
Long-term  
receivable  
243  
243  
Pay fixed  
receive floating  
Pay INR  
receive USD  
2,720  
2,720  
*
2,732  
2,732  
*
Total  
¥203,967  
¥103,717  
¥440  
¥178,983  
¥151,430  
¥1,109  
*
Since these cross currency interest rate swap transactions are handled together with hedged items, their fair values are included in that of hedged items.  
SUZUKI MOTOR CORPORATION 41  
Consolidated Financial Statements  
NOTE 6: Bonds with subscription rights to shares  
SUZUKI MOTOR CORPORATION  
Euro Yen Zero Coupon (subject to the  
maximum number of shares to be  
delivered) Convertible Bond due 2023  
SUZUKI MOTOR CORPORATION Euro Yen Zero Coupon  
(subject to the maximum number of shares to be delivered)  
Convertible Bond due 2021  
(1) Name of the bond  
1
00 billion yen plus the aggregate principal amount of the  
(2) Total issue amount  
bonds in respect of replacement certificates of the bonds with  
stock acquisition rights  
Same as on the left  
(
(
(
3) Issue price  
4) Offer price  
5) Balance as of 31 March 2017  
Millions of yen)  
6) Coupon  
7) Closing and issue date  
8) Redemption price  
100.5% of principal amount  
103.0% of principal amount  
100.0% of principal amount  
102.5% of principal amount  
100,400  
100,000  
(
(
(
(
Zero  
1 April 2016  
100% 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  
(
9) 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  
(
10) Matters concerning the stock acquisition  
rights  
i. Type of share to be issued upon  
exercise of the stock acquisition rights  
Common stock of the Company  
Same as on the left  
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  
Same as on the left  
Same as on the left  
4,120.0 yen (please refer to vii.)  
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  
iv. Exercise period and Supplementary  
conditions  
[One-time acquisition clause (subject to the maximum number [Same as on the left]  
of shares to be delivered)]  
Giving notice from 31 March 2020 to 16 December 2020  
Giving notice from 31 March 2022  
to16 December 2022  
[Same as on the left]  
Until 31 December 2022  
[
Contingent conversion mechanism (130%)]  
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  
The dividend of fiscal year end retained earnings was approved as 27 Yen per share and the annual  
dividend was determined as 44 Yen per share during the Ordinary General Meeting of Shareholders  
held on 29 June 2017.  
By the approval and determination, the conversion price of Euro Yen Zero Coupon (subject to the  
maximum number of shares to be delivered) Convertible Bond due 2021 and Euro Yen Zero Coupon  
vii. Adjustments of the conversion price  
(
subject to the maximum number of shares to be delivered) Convertible Bond due 2023 has been  
adjusted to 4,116.3 Yen retroactively since 1 April 2017 in accordance with the clause of Adjustments  
of the Conversion Price in the guideline for the bonds.  
(11) 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.  
(12) Use of proceeds  
NOTE 7: Short-term debts and long-term debts  
Millions of yen  
2017  
2016  
Short-term loans payable and Current portion of long-term  
loans payable  
Unsecured .........................................................................  
Lease obligations due within one year .............................  
¥216,601  
12  
¥266,490  
41  
¥216,613  
¥266,531  
4
2 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
Long-term debts were as follows:  
Millions of yen  
2017  
2016  
Long-term loans payable maturing through 2022  
Unsecured .........................................................................  
Lease obligations due more than one year..........................  
Other interest-bearing debts (Long-term guarantee deposited)  
¥222,870  
7
¥262,797  
16  
12,540  
11,900  
¥274,714  
¥235,419  
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.  
The aggregate annual maturities of long-term debts excluding other interest-bearing debts as of 31 March 2017 were as follows:  
Year ending 31 March  
Millions of yen  
¥ 79,110  
28,188  
2019 .......................................................................................  
2020 .......................................................................................  
2021 .......................................................................................  
18,578  
Thereafter...............................................................................  
97,000  
¥222,878  
Assets pledged as collateral as of 31 March 2017:  
Millions of yen  
¥552  
Buildings and structures .......................................................  
Land.......................................................................................  
97  
¥649  
Secured liabilities as of 31 March 2017:  
Millions of yen  
Others (noncurrent liabilities)................................................  
¥300  
NOTE 8: Loan commitment  
The Company has the commitment line contract with six banks for effective financing. The outstanding balance of this contract  
was as follows:  
Millions of yen  
2017  
2016  
Commitment line contract total.............................................  
Actual loan balance...............................................................  
Variance  
¥250,000  
¥250,000  
¥250,000  
¥250,000  
SUZUKI MOTOR CORPORATION 43  
Consolidated Financial Statements  
NOTE 9: Retirement and severance benefits  
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) Reconciliation of retirement benefit obligation from the opening balance to the closing balance  
Millions of yen  
2017  
2016  
Opening balance retirement of benefit obligation ...............  
Service cost..........................................................................  
Interest cost ..........................................................................  
Actuarial differences.............................................................  
Retirement allowance paid ..................................................  
Past service cost ..................................................................  
Others ...................................................................................  
Closing balance of retirement benefit obligation  
¥152,161  
8,706  
754  
¥133,418  
8,322  
1,855  
1,832  
14,073  
(4,753)  
347  
(5,844)  
100  
4,364  
(1,103)  
¥152,161  
¥162,076  
(b) Reconciliation of pension assets from the opening balance to the closing balance  
Millions of yen  
2017  
2016  
Opening balance of pension assets ....................................  
Expected return on pension assets.....................................  
Actuarial differences.............................................................  
Contribution from employers................................................  
Retirement allowance paid ..................................................  
Others ...................................................................................  
Closing balance of pension assets  
¥95,865  
1,698  
¥94,487  
1,537  
(671)  
5,254  
(1,344)  
4,856  
(3,599)  
473  
(3,452)  
(219)  
¥99,021  
¥95,865  
(
c) Reconciliation between closing balance of retirement benefit obligation and pension assets and net amount of liability/asset  
for retirement benefits recognised in consolidated balance sheet  
Millions of yen  
2
017  
¥112,320  
(99,021)  
3,299  
2016  
Defined benefit obligation of funded severance plan .........  
Pension assets.......................................................................  
¥108,729  
(95,865)  
12,864  
1
Defined benefit obligation of unfunded severance plan.....  
Net amount of liability and asset for retirement benefits  
recognised in consolidated balance sheet..........................  
49,755  
43,431  
¥63,055  
¥56,296  
Liabilities for retirement benefits...........................................  
Assets for retirement benefits ...............................................  
¥63,099  
(44)  
¥56,346  
(50)  
Net amount of liability and asset for retirement benefits  
recognised in consolidated balance sheet..........................  
¥63,055  
¥56,296  
4
4 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
(d) Breakdown of retirement benefit expenses  
Millions of yen  
2
017  
2016  
¥8,322  
Service cost...........................................................................  
Interest cost ...........................................................................  
Expected return on pension assets......................................  
Recognition of actuarial gains and losses ...........................  
Amortization of past service cost..........................................  
Others ....................................................................................  
¥8,706  
754  
(1,698)  
1,875  
(333)  
110  
1,855  
(1,537)  
987  
(342)  
48  
Total amount of retirement benefit expenses  
for defined benefit plans.......................................................  
¥9,415  
¥9,334  
(e) Adjustment for retirement benefits  
Breakdown of adjustment for retirement benefit recognised were as follows:  
Millions of yen  
2017  
2016  
Past service cost ...................................................................  
Actuarial gains and losses....................................................  
Total  
¥(433)  
(447)  
¥(293)  
(14,782)  
¥(881)  
¥(15,075)  
(f) Accumulated adjustment for retirement benefits  
Breakdown of accumulated adjustment for retirement benefit recognised were as follows:  
Millions of yen  
2017  
2016  
Unrecognised past service cost...........................................  
Unrecognised actuarial gains and losses............................  
Total  
¥(2,591)  
(11,885)  
¥(2,158)  
(11,437)  
¥(13,596)  
¥(14,477)  
(
g) Pension assets  
a. Major breakdown of pension assets  
Portion of major components to total pension assets were as follows:  
2017  
2016  
Debt securities.......................................................................  
General account of life insurance companies .....................  
Others ....................................................................................  
Total  
45.4%  
37.6%  
43.9%  
37.9%  
18.2%  
100.0%  
17.0%  
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  
2017  
2016  
Discount rate..........................................................................  
Expected long-term return on pension assets.....................  
mainly 0.15%  
mainly 1.80%  
mainly 0.15%  
mainly 1.80%  
3. Defined contribution plan  
Year ended 31 March 2016  
Contribution to defined contribution plan by the Company and consolidated subsidiaries was 233 million yen.  
Year ended 31 March 2017  
Contribution to defined contribution plan by the Company and consolidated subsidiaries was 340 million yen.  
SUZUKI MOTOR CORPORATION 45  
Consolidated Financial Statements  
NOTE 10: Income taxes  
(a) Breakdown of deferred tax assets and deferred tax liabilities by their main occurrence causes  
Millions of yen  
2017  
2016  
Deferred tax assets  
Impairment loss and Excess-depreciation.......................  
Various provisions..............................................................  
Unrealised profits elimination............................................  
Loss on valuation of securities..........................................  
Deferred assets .................................................................  
Others.................................................................................  
Deferred tax assets sub-total..........................................  
Valuation allowance...........................................................  
Deferred tax assets total .................................................  
¥54,224  
38,171  
21,698  
12,586  
3,210  
¥57,330  
34,044  
19,383  
13,655  
3,606  
66,259  
196,151  
81,523  
209,544  
(36,743)  
¥172,800  
(38,934)  
¥157,217  
Deferred tax liabilities  
Valuation difference on available-for-sale securities ........  
¥(19,590)  
¥(39,938)  
Variance from the complete market value method of  
consolidated subsidiaries .................................................  
(8,682)  
(3,678)  
(5,264)  
(3,265)  
Reserve for advanced depreciation of noncurrent assets ...  
Others.................................................................................  
Deferred tax liabilities total..............................................  
Net amounts of deferred tax assets..................................  
8,279  
(1,145)  
(23,671)  
¥133,545  
(49,614)  
¥123,186  
*
Net amounts of deferred tax assets are included in the following accounts in the consolidated balance sheets.  
Millions of yen  
2017  
2016  
Current assets – Deferred tax assets................................  
Investment and other assets – Deferred tax assets........  
Current liabilities – Deferred tax liabilities.........................  
Noncurrent liabilities – Deferred tax liabilities...................  
¥113,845  
21,140  
(55)  
¥116,378  
14,773  
(481)  
(1,384)  
(7,484)  
(b) Breakdown of the differences between the statutory tax rate and the effective tax rate  
2017  
2016  
Statutory tax rate....................................................................  
Tax rate difference .............................................................  
Effect of change of tax rate ...............................................  
Others.................................................................................  
Effective tax rate....................................................................  
30.21%  
4.15%  
32.34%  
2.82%  
2.64%  
(0.21)%  
37.59%  
(1.31)%  
33.06%  
NOTE 11: Research and development costs  
Research and development costs included in selling, general and administrative expenses were as follows:  
Millions of yen  
2017  
2016  
Research and development costs........................................  
¥131,539  
¥131,031  
4
6 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
NOTE 12: Cash and cash equivalents  
Cash and cash equivalents were as follows:  
Millions of yen  
2017  
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 .....  
¥693,952  
338,756  
¥497,187  
279,571  
(79,920)  
(47,098)  
(279,571)  
¥450,088  
(338,756)  
¥
614,031  
NOTE 13: 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 14: Other comprehensive income  
Millions of yen  
2017  
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  
¥62,839  
(51,445)  
11,393  
¥(78,299)  
(35,422)  
(113,722)  
36,711  
16,982  
¥28,375  
¥(77,011)  
Loss (gain) arising during the period................................  
Reclassification adjustments.............................................  
Before tax effect.................................................................  
Tax effect............................................................................  
Balance at the end of the period.......................................  
Foreign currency translation adjustment  
¥5,324  
(4,554)  
770  
¥2,939  
(3,088)  
(148)  
119  
(264)  
¥505  
¥(29)  
Loss (gain) arising during the period................................  
Reclassification adjustments.............................................  
Balance at the end of the period.......................................  
Adjustment for retirement benefit  
¥3,634  
¥(101,996)  
1,405  
¥3,634  
¥(100,590)  
Loss (gain) arising during the period................................  
Reclassification adjustments.............................................  
Before tax effect.................................................................  
Tax effect............................................................................  
Balance at the end of the period.......................................  
¥(1,684)  
803  
¥(15,274)  
198  
(881)  
225  
(15,075)  
4,513  
¥(655)  
¥(10,562)  
Share of other comprehensive income of associates  
accounted for using equity method  
Loss (gain) arising during the period................................  
Total other comprehensive income ...............................  
¥(2,318)  
¥29,541  
¥(3,411)  
¥(191,605)  
SUZUKI MOTOR CORPORATION 47  
Consolidated Financial Statements  
NOTE 15: Cash dividends  
Resolutions  
Ordinary General  
Meeting of Shareholders  
held on 29 June 2016  
Meeting of the  
Board of Directors  
held on 4 November 2016  
Total amount of cash dividends  
Cash dividends per share  
Record date  
¥7,501 million  
¥17.00  
31 March 2016  
30 June 2016  
¥7, 501million  
¥17.00  
30 September 2016  
30 November 2016  
Effective date  
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 2017  
Total amount of cash dividends  
Cash dividends per share  
Record date  
¥11,914 million  
¥27.00  
31 March 2017  
30 June 2017  
Effective date  
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:  
The plan adopted at  
8 June 2012  
0 Directors of the Company  
excluding Outside Directors)  
Managing Officers who  
The plan adopted at  
27 June 2013  
The plan adopted at  
27 June 2014  
2
1
(
6
7 Directors of the Company  
(excluding Outside Directors)  
10 Senior Managing Officers  
and Managing Officers who  
do not concurrently serve as  
Directors  
6 Directors of the Company  
(excluding Outside Directors)  
6 Managing Officers who  
do not concurrently serve as  
Directors  
Category and number of  
people to whom stock  
options are granted  
do not concurrently serve as  
Directors  
Class of shares that are  
the subject of subscription  
rights to shares  
9
2,000 of Common stock of  
49,800 of Common stock of  
the Company  
32,400 of Common stock of  
the Company  
the Company  
Adoption date  
20 July 2012  
19 July 2013  
22 July 2014  
(
1) A person who is allocated subscription rights to shares shall be able to exercise share sub-  
scription rights only up until 10th day (the next business day if the 10th day falls on a non-busi-  
ness 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.  
Terms of exercise of  
subscription rights to  
shares  
(2) If a person who is allocated subscription rights to shares was dead, the person’s heir shall be  
able to exercise the rights.  
Period during which  
subscription rights to  
shares can be exercised  
From 21 July 2012 to 20 July  
042  
From 20 July 2013 to 19 July  
2043  
From 23 July 2014 to 22 July  
2044  
2
Number of shares which  
subscription rights to  
35,000  
20,400  
12,600  
shares have not exercised  
4
8 SUZUKI MOTOR CORPORATION  
Consolidated Financial Statements  
NOTE 17: Contingent liabilities  
As of 31 March 2017 and 2016, the Company and some of consolidated subsidiaries had the contingent liabilities as follows:  
Millions of yen  
2
017  
2016  
¥1,427  
Guarantee of indebtedness of affiliates and others.........  
¥2,051  
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 “Automobile”, “Motorcycle” and “Marine and Power products, etc.” based on the  
form of management organisation and nature of products and services.  
Main products and services of each segment are as follows:  
Segment  
Main products and services  
Minivehicles, Sub-compact vehicles, Standard-sized vehicles  
Motorcycles, All-terrain vehicles  
Automobile  
Motorcycle  
Outboard motors, Engines for snowmobiles, etc.,  
Motorised wheelchairs, Electro senior vehicles, Houses  
Marine and Power products, etc.  
2. Methods of measurement for the amounts of net sales, profit or loss, assets and other items for each reportable segment  
The accounting policies of the reportable segments are consistent to the description of the “Summary of significant accounting  
policies” (Note 2).  
3. Information about the amounts of net sales, profit or loss, assets and other items by reportable segment  
Millions of yen  
2017  
Marine & Power  
products, etc.  
Automobile  
Motorcycle  
Adjustment  
Consolidated  
Net Sales:  
Net sales to external customers.....  
Segment profit (loss) ...................  
Segment assets...........................  
¥2,895,619  
255,060  
¥206,289  
(930)  
¥67,633  
12,555  
¥
¥3,169,542  
266,685  
2,205,138  
204,159  
46,375  
660,311  
3,115,985  
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...  
150,475  
1,547  
33,077  
9,796  
54  
5,343  
3,124  
0
1,514  
163,397  
1,602  
39,936  
48,957  
3,796  
87  
1,699  
52,841  
181,268  
15,814  
198,782  
Millions of yen  
2016  
Marine & Power  
products, etc.  
Automobile  
Motorcycle  
Adjustment  
Consolidated  
Net Sales:  
Net sales to external customers.....  
Segment profit (loss) ...................  
Segment assets...........................  
¥2,878,515  
192,619  
¥233,889  
(10,198)  
¥68,253  
12,887  
¥
¥3,180,659  
195,308  
1,984,591  
190,376  
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...  
158,116  
1,723  
292  
7,992  
184  
30  
2,207  
79  
168,315  
1,988  
322  
42,193  
3,990  
7,531  
67  
46,250  
161,679  
2,324  
171,535  
SUZUKI MOTOR CORPORATION 49  
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  
2017  
Other  
areas  
Japan  
Europe  
Asia  
Eliminations  
Consolidated  
Net Sales:  
Net sales to external customers...  
¥1,293,486  
¥344,591 ¥1,389,743  
¥141,721  
¥
¥3,169,542  
Internal net sales or transfer  
among geographical areas..........  
565,322  
1,858,809  
137,240  
213,651  
558,242  
13,101  
117,165  
1,506,909  
121,396  
546  
142,267  
4,060  
(896,685)  
(896,685)  
3,169,542  
266,685  
Total  
Operating income.............................  
(9,113  
)
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)  
*
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.  
(b) The amount of net sales based on external customers  
Millions of yen  
2017  
Japan  
India  
Others  
Consolidated  
Net sales.......................................  
Net sales.......................................  
¥1,037,546  
¥1,018,813  
¥1,113,182  
¥3,169,542  
Millions of yen  
2016  
Japan  
India  
Others  
Consolidated  
¥1,047,883  
¥980,640  
¥1,152,134  
¥3,180,659  
5
0 SUZUKI MOTOR CORPORATION  
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 2017, 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 comply  
with ethical requirements and we plan and perform the audit to obtain reasonable assurance about whether the consoli-  
dated 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 2017, 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.  
Seimei Audit Corporation  
Tokyo, Japan  
29 June 2017  
SUZUKI MOTOR CORPORATION 51  
Company Outline  
1. Company Name  
SUZUKI MOTOR CORPORATION  
2. Date of Incorporation  
March 1920  
June 1954  
October 1990  
Incorporated as Suzuki Loom Manufacturing Co.  
Name changed to Suzuki Motor Co., Ltd.  
Name changed to Suzuki Motor Corporation  
3. Head Office  
300 Takatsuka-cho, Minami-ku, Hamamatsu-shi, Shizuoka 432-8611 Japan  
Website Address : http://www.globalsuzuki.com  
4. Main Products  
Automobiles, Motorcycles, Outboard Motors, Motorised Wheelchairs,  
Electro Senior Vehicles, Industrial Equipment  
5. FiscalYear-End  
31 March  
6. Public Accounting Firm  
Seimei Audit Corporation  
7. Capital and Shareholders  
(as of 31 March, 2017)  
Capital  
¥138,014 million  
1,500 million  
491,000,000  
26,548  
Total number of authorised shares  
Total number of shares issued  
Number of shareholders  
Stock Listing  
Tokyo Stock Exchange  
7269  
Securities Code  
Ordinary General Meeting of Shareholders  
Record Dates  
June  
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)  
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.  
31,352  
18,106  
17,961  
16,000  
14,500  
13,000  
9,697  
7,761  
7. 1  
4.1  
4.1  
3.6  
3.3  
2.9  
2.2  
1.8  
1.8  
1.7  
Resona Bank, Ltd.  
JP Morgan Chase Bank 380055  
Sompo Japan Nipponkoa Insurance Inc.  
Nippon Steel & Sumitomo Metal Corporation  
Japan Trustee Services Bank, Ltd. (Trust Account5)  
7,759  
7,281  
(Note) *1. Number of shares less than 1,000 is truncated.  
*2. Percentage of Shareholding is calculated excluding treasury stock (49,717 thousand shares).  
5
2 SUZUKI MOTOR CORPORATION  
Company Outline  
Suzuki Group  
Consolidated subsidiaries: 136 companies (69 in domestic, 67 in overseas) Affiliates: 32 companies  
(
1) Major Domestic Subsidiaries  
[Manufacturing Subsidiaries]  
[Non-Manufacturing Subsidiaries]  
Suzuki Auto Parts Mfg. Co., Ltd.  
Suzuki Transportation & Packing Co., Ltd.  
Snic 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  
Suzuki Deutschland GmbH  
Suzuki Motor Iberica, S.A.U.  
Suzuki Italia S.p.A.  
Maruti Suzuki India Ltd.  
Spain  
India  
Suzuki Motorcycle India Private Limited  
Suzuki Motor Gujarat Private Limited  
Pak Suzuki Motor Co., Ltd.  
Italy  
India  
France  
Hungary  
UK  
Suzuki France S.A.S.  
Pakistan  
Indonesia  
Thailand  
Thailand  
Philippines  
Cambodia  
China  
Magyar Suzuki Corporation Ltd.  
Suzuki GB PLC  
PT. Suzuki Indomobil Motor  
Thai Suzuki Motor Co., Ltd.  
Austria  
Poland  
Suzuki Austria Automobil Handels G.m.b.H  
Suzuki Motor Poland SP.Z.O.O.  
Suzuki Motor (Thailand) Co., Ltd.  
Suzuki Philippines Inc.  
Cambodia Suzuki Motor Co., Ltd.  
Suzuki Motor (China) Investment Co., Ltd.  
Vietnam Suzuki Corporation  
[AMERICA]  
Vietnam  
Taiwan  
USA  
Suzuki Motor of America, Inc.  
Taiwan Suzuki Automobile Corporation  
Suzuki (Myanmar) Motor Co., Ltd.  
USA  
Suzuki Manufacturing of America Corporation  
Suzuki Canada Inc.  
Myanmar  
Canada  
Mexico  
Colombia  
Suzuki Motor de Mexico S.A. DE C.V.  
Suzuki Motor de Colombia S.A.  
[OCEANIA]  
Australia  
Suzuki Australia Pty. Ltd.  
Suzuki New Zealand Ltd.  
New Zealand  
[AFRICA]  
South Africa  
Suzuki Auto South Africa (Pty.) Ltd.  
Marketing Subsidiaries  
43 directly managed overseas marketing companies  
SUZUKI MOTOR CORPORATION 53  


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