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INDEX
Honda ENVIRONMENTAL ANNUAL REPORT 2014
Japan
J01
INDEX
J02
About the Honda Environmental Annual Report (Japan Report)
Top Message
J03
Message from the Japan Environmental Committee Chairman
Setting a shining example for the world to follow
Special
J04
Honda Green Conference 2013
Direction
J07
I NDEX
J06
Tackling Environmental Issues in Japan
Assessment of environmental issues and current recognition of their importance / Assessment of risks and opportunities relating
to environmental issues / Honda Environmental Performance Standards (HEPS) / FY2012‒FY2014: Mid-term plans for
operations-related environmental initiatives / FY2015‒FY2017: New mid-term plans for environmental initiatives
Products
J12
I NDEX
J11
Next-Generation Technology
Testing the MC-β micro EV on public roads
Testing next-generation personal mobility
solutions
Development and testing of the fuel cell
electric vehicle
J15
Motorcycles
Dunk 50-cc scooter / Pursuing quieter operation / Environmental data in Japan
J16
Automobiles
New VTEC Turbo / N-WGN and N-WGN Custom / Environmental data in Japan
J18
Power Products
HSL2511: snow blower with FI technology
Management
J20
I NDEX
J19
Environmental management in Japan
Environmental management organization / Environmental auditing / Environmental compliance and pollution prevention /
Environmental education / Environmental accounting
J25
Environmental Impact in Japan
J26
The Eight Domains of Honda Business Activities
J27
Product Development
J44
Discussion / Environmental initiatives
J30
Purchasing
J48
J34
Production
Transportation
J60
Product Recycling (3Rs)
J53
J40
Sales and Service
Administration
J57
IT
Philanthropic Environmental Initiatives
Beach clean-up efforts / Watershed conservation / Environmental education / Cleanup campaigns / HondaWoods
J63
Facilities in Japan that disclose environmental data
J64
Promoting environmental communication
J65
GRI Guideline Index
J67
Publication data: Editorial concept, Design concept / Domain coordinators / Environmental Annual Report production staff /
About the Honda global environmental slogan and symbol / Contact information
Reporting period: Fiscal year (FY) 2014 (April 1, 2013 - March 31, 2014). Note: The report also refers to activities in FY2015, as well as to previous ongoing initiatives. Publication of last year's report:
June, 2013. Organizational scope: This report covers the entire Honda Group, including Honda Motor Co., Ltd. and its 127 consolidated subsidiaries and affiliates (95 consolidated subsidiaries, 32
equity-method affiliates). All reported data covers the entire Honda Group unless otherwise noted. Detailed information about the main companies covered by this report can be found in the
financial statements issued in June 2014. (The number of companies covered in this report changed throughout the course of fiscal 2014 due to company mergers and other developments.) This
report features detailed information on environmental initiatives in Japan by major consolidated group companies (listed below), with a special focus on initiatives by Honda Motor Co., Ltd. /
Honda R&D Co., Ltd. / Honda Engineering Co., Ltd. / Honda Access Corporation Guideline used: G3 Guidelines, Global Reporting Initiative / G4 Guidelines, Global Reporting Initiative /
Environmental Reporting Guidelines (2012), Ministry of the Environment, Japan
Note: Guidelines and methods used to calculate specific categories of data are noted individually in the report.
J01
Direction
Products
Management
8 domains
Japan
INDEX >
About the Honda Environmental Annual Report (Japan Report)
Honda conducts business in North America, South America, Europe, Asia & Oceania, China, and Japan. For reporting on the environmental activities across our global organization, we've broken down our annual environmental
report into one global report and six regional reports.
Japan Report conveys our stance on environmental issues in Japan, our vision for a better future, and the results of
efforts to make our products and business activities more environmentally responsible.
Environmental Annual Report and Other
Environmental Disclosure Channels
Honda Environmental Annual Report
Honda recognized early on that finding and implementing solutions to environmental problems was one of the highest priorities
環境年次
レポート
for its business. We published our first Honda Environmental
Annual Report in 1998, informing the public on our environmental initiatives every year ever since. This year's report is the 17th
edition.
Product-related content is focused on individual products and
technologies that were announced or released during the reporting year. Business activities are reported from a life-cycle perspective, with emphasis given to yearly results and progress made
Global Report (PDF)
Japan Report (PDF)
website
The Honda Environmental Annual Report is intended mainly for our
shareholders and other investors. By disclosing environmental information
in a transparent manner, we aim to fulfill our corporate social responsibility and build trust and a positive reputation among more stakeholders.
toward meeting environmental targets in each domain of our
Environmental Documentary―Honda Face
operations.
Environmental Documentary—Honda
Face is an online magazine for a more
general audience, introducing Honda's
environmental initiatives, with a spotlight
on the passionate associates who work
behind the scenes.
Environmental Documentary―Honda Face presents our environmental initiatives in a style and format that is easy for the general
public to understand. For updates, please visit the Environment
section of the Honda Worldwide website:
Japanese http://www.honda.co.jp/environment/
English
http://world.honda.com/environment/
Japanese http://www.honda.co.jp/environment/face/
English
http://world.honda.com/environment/face/
Honda Corporate Reporting Map
http://www.honda.co.jp/csr/library/ (in Japanese)
Financial Information
Honda's myriad efforts to be a company society wants
to exist are reported in five major categories: Investor
Relations, Corporate Social Responsibility, Safety,
Philanthropy, and Environment. By engaging our
Financial
information for
shareholders and
investors
stakeholders in clear, active communication, we hope
to increase their understanding and appreciation of
who we are and what we do. A s always , we look
●Investor Relations online
●Annual reports (PDF)
●Report on corporate
governance (PDF)
●Financial results/forecasts (PDF)
forward to hearing from you about how we can be a
better company.
●CSR online
●Honda CSR report (PDF)
Major social
responsibility
initiatives
Environment
Environmental
policies,
performance, and
future targets
Philanthropy
Our philosophy
and endeavors in
community
engagement
●Philanthropy online
Safety
Efforts to improve
product safety
through R&D and
education
●Safety online
●Report on driving safety
promotion activities
(print/PDF)
Non-Financial Information
J02
Direction
Products
Management
8 domains
Japan
INDEX >
Top Message
Message from the Japan Environmental Committee Chairman
Setting a shining example for the world to follow
A look back at the last three years
The Japan Environmental Committee's agenda for the three-year mid-term ending in fiscal 2014 was to become an
environmental frontrunner by practicing forward-looking environmental management. By sharing concrete objectives across all domains and divisions of Japan Operations and taking effective action together, we met all of our
numerical targets for reducing environmental impacts 1 during this mid-term.
One key initiative during this period was the launch of the Yorii Automobile Plant, a state-of-the-art eco-conscious
production facility that cuts per-unit CO 2 emissions 30% compared to conventional plants. 2 For products, we
launched the N series of mini-vehicles, the Accord Hybrid series, and the Fit series, all fitted with Earth Dreams
Technology 3 powertrains, as well as motorcycle and power product models boasting high environmental performance. While this past mid-term was characterized by some immense challenges, including the 2011 earthquake
and tsunami, our ability to hit our mid-term environmental targets and also meet customers' growing preference
for environmentally sustainable products was a major stride forward in becoming an environmental frontrunner.
Japan as Honda's global leader of environmental management
As the first step toward global operational reform in our new mid-term, we launched a new headquarters for Japan
Operations in April 2014. This reorganization helped to more clearly delineate the respective roles of our global
and domestic businesses and put us in a position to accelerate operations and boost competitiveness. Our mission
from here is to execute operations that are ideal for Japan while remaining at the forefront of innovation and
leading other regional operations worldwide. We want to create the conditions that will allow Japan to provide the
first answers and set precedents for addressing a wide variety of environmental challenges. We also need to step up
efforts to reduce impacts in all product life-cycle stages. Fulfilling these responsibilities in environmental management, among other fields, will help maximize Honda's overall strength and lead to a more valuable global brand.
We will continue to take on new challenges, gaining in knowledge and experience that will fuel our leadership
within global Honda. This aspiration will drive our environmental management forward one step at a time, until
Japan, the birthplace of Honda, is a shining example of the company society wants Honda to be.
Sho Minekawa
Honda Japan Environmental Committee Chairman
1. See pages J08 to J10 for more information.
2. Relative to Saitama Factory's Sayama Automobile Plant
3. "Earth Dreams Technology" represents next-generation powertrain technologies that greatly enhance both driving performance
and fuel economy, building on advancements in environmental performance to pursue the joy of driving unique to Honda.
Photo: Yorii Automobile Plant rooftop, Saitama Factory
J03
Direction
Products
Management
8 domains
Japan
INDEX >
Special
Honda Green Conference 2013
The Honda Green Conference is Honda's triennial event for sharing, awarding, and disseminating the greatest achievements
in environmental stewardship across all domains of Honda Group operations. At Honda Green Conference 2013, eight
environmental initiatives from seven domains1 were presented.
● Honda Green Conference: the great sharing event
● Conference background
Honda Green Confer-
To reduce its ecological footprint, Honda sets and pursues
e n c e 2013 w a s h e l d
targets in each domain of its operations, a broad range of
on December 4, 2013,
activities that includes product development, production,
at Twin Ring Motegi
and transportation.
speedway's Hotel Twin
The Honda Green Conference was launched in 1999 to
Ring in Tochigi, Japan.
share and spread these initiatives with the rest of the
The event drew more
Honda Group. Annual
than 200 people work-
conferences are held
in each domain, with
t h e m o s t s u cce s s f u l
Leafel, Honda's environmental mascot,
welcomes attendees
filiated companies and
presenting at a group-
suppliers across Japan.
wide conference every
As the size of this event
three years. Some of
suggests, the confer-
the presentations also are given by Honda affiliated com-
ence is widely recog-
panies and suppliers. The Honda Green Conference is thus
nized across Honda's
a grand culmination of environmental initiatives planned
for each mid-term, held with the purpose of sharing the
most successful initiatives across all domains.
fields at Honda subsidiaries as well as at af-
projects chosen for
Annual production domain conference
(September 23, 2013)
ing in environmental
The audience listens to a presentation
value chain as a place
to gather ideas for driv-
ing environmental improvements in a variety of workplaces.
1. Honda operations were categorized into a total of seven domains until fiscal 2014: Product Development, Purchasing, Production, Transportation, Sales
and Service, Product Recycling (3Rs), and Administration. This changed to eight domains with the addition of IT from fiscal 2015 onward.
J04
Direction
Products
Management
8 domains
Japan
Special　Honda Green Conference 2013
● Eight projects from seven domains presented
E i g h t p r o j e c t s we r e c h o sen from Honda's seven
INDEX >
the new methods adopted for its gear machining processes.
● Projects awarded at individual domain conferences also displayed
In a conference hall separate
operational domains to be
from the auditorium, 27
presented at the 2013 con-
award-winning projects from
ference. Unlike the domain
With a limit of 10 minutes, presenters
find clever ways to say more with less
the domain conferences were
conferences, where present-
displayed on panels. Project
ers and the audience work in
leaders provided explanations
similar fields, most people
in the audience at the group conference have a different
background. Before the presentations, a manager provides
President Ito listens attentively to a
project explanation
share their projects, taking care to explain them in a way
● Honda Green Conference going global
Honda has decided to move
that people without expert knowledge on the topic can un-
its next Honda Green Con-
derstand. These considerations coincide with the mission of
ference to the global stage.
the conference, which is to disseminate best practices to as
Exemplary environmental
many other workplaces as possible.
initiatives will be gathered
The eight projects ranged widely in content, from the de-
from across the world to
sign and construction of a major facility, to smart behavioral changes that yielded significant improvements without
costing a yen. Such breadth ensured that the conference
was useful for various workplaces across Japan, thereby fa-
main presentations and the
award ceremony.
an overview of each domain, including the results of recent
initiatives and future goals. From there, the presenters
of their activities between the
Coordinators from each country attended
the 2013 conference in preparation for
the global conference planned for 2016
share and disseminate them
to promote environmental
conservation on a global
scale.
cilitating the spread and adoption of similar projects.
● Best Presentation Award
During the award ceremony, all eight projects were recognized for their achievements.
In his summary evaluation,
P r e s i d e n t Ta k a n o b u I t o
stressed the importance of
participants enjoy eco-tours at Hello Woods
working for environmental
A wa l k t h ro u g h t h e fo re s t a n d va r i o u s o t h e r
progress "not only for prodThe presenters joined President Ito for
a group photo
The day after the conference,
ucts but in manufacturing
processes and day-to-day operations."
nature-based activities reawakened in conference
participants their love of all living things and an
awareness of their responsibility to protect them.
At t e n d e e s a l s o c a s t t h e i r
votes for the Best Presentation Award. In FY2014, this
award went to the Hamamatsu Factory, which used video,
diagrams, and other media
Hamamatsu Factory's Kazumi Oda
won the Best Presentation Award
to offer a clear description of
Initiatives presented at Honda Green Conference 2013
■ Award for Climate Innovation
■ Award for Energy Innovation
Product development: Automobile R&D Center (Tochigi), Honda R&D Co., Ltd.
Purchasing: Ueta Plant, Musashi Seimitsu Industry Co., Ltd.
Complying with regulations requiring introduction of a new low-impact
Developing effective strategies for reducing electricity use from real-time monitoring data
automotive coolant and development of a coolant collection and refill device
■ Award for Climate Innovation
Transportation: Honda Logistics Service Co., Ltd.
Reducing CO2 emissions from motorcycle transportation in Japan
Production: Casting Module 2, Engine Plant, Suzuka Factory
Cutting CO2 emissions by preheating the mold
■ Award for Resource Innovation
Best Presentation Award
Production: Engineering Group, Gear Machining Department, Hamamatsu
Factory
Administration: Twin Ring Motegi, Mobilityland Corporation
Reducing fixed energy use and the environmental impact of big race events Environmental improvements to chamfering and shaving machines
Sales and service: Honda Body Service Okayama Co., Ltd.
Optimizing electricity use: flattening the power demand curve through
demand monitoring
■ Award for Resource Innovation
Product recycling (3Rs): Spare Parts Supply Division, Customer Service
Operations, Honda Motor Co., Ltd.
Thorough recycling of hybrid car batteries
*To learn more about these presentations, see Environmental Topics (in Japanese) (http://www.honda.co.jp/environment/topics/topics25.html).
*Names of companies and organizations are as of the date the conference was held.
J05
Japan
INDEX ＞
Direction
Honda drives improvements in environmental performance in Japan
based on a global strategy for reducing environmental impacts and
in accordance with local environmental laws and issues.
J07
J07
Assessment of environmental issues and current recognition of their importance
J07
Assessment of risks and opportunities relating to environmental issues
J08
Honda Environmental Performance Standards (HEPS)
J08
FY2012‒FY2014: Mid-term plans for operations-related environmental initiatives
J10
FY2015‒FY2017: New mid-term plans for environmental initiatives
J06
Direction
Products
Management
8 domains
Japan
INDEX >
We objectively assess current environmental issues in Japan, analyze the risks and opportunities they present for
our business activities, and take steps to respond. To fulfill our role of leading Honda's global operations, we are advancing environmental initiatives both through our business activities and in product development with the aim of
ultimately becoming a company with zero environmental impact.
Assessment of environmental issues and current recognition of their importance
● Environmental issues in Japan
responsibility as a product developer and manufacturer.
To guide our efforts to realize the Honda Environmental
〈 Air, water, and soil pollution 〉
and Safety Vision, we evaluated environmental issues and
Air, water, and soil safety also is increasing in Japan as a re-
identified those that are most important to us, first from a
sult of the many laws that have been enacted in these areas.
global perspective. Our analysis found climate change issue
We will continue to treat emissions in accordance with local
and energy issue to be the greatest environmental chal-
laws, while also striving to fulfill our social responsibility to
lenges we face, followed by Resource issue (see page G20
minimize pollution.
of the Global Report for more information).
Additionally, by examining the physical and market charac-
Honda's general assessment of environmental issues in Japan
teristics of Japan, we identified the following environmental
Climate change issue
Energy issue
Biodiversity
〈 Substances of concern 〉
The broadening scope of PRTR1-listed substances is one sign
of heightening stakeholder concern about the dangers of
chemical substances. Since many Honda's R&D centers are lo-
Stakeholder concerns
issues as unique to this region.
Substances of
concern
Resource issue
Waste
Noise/
Vibration
Soil pollution,
Air and water quality
cated in Japan, the management and reduction or elimination
of chemical substances strongly impact business activities in
this region, especially when considered in the context of our
Impact on Honda business activities
Assessment of risks and opportunities relating to environmental issues
● Risks and opportunities relating to climate change issue
and energy issue
tion). The risk from these sources is great in Japan, given
the many laws and regulations here that govern corporate
Having identified climate change issue and energy issue
activity. We are advancing management of our operations
as our greatest challenges, we then set priorities for re-
to respond adequately to this risk.
sponding to them based on full recognition of the risks and
In response to the Energy Conservation Act, for example,
opportunities they represent for our business. We identified
all domains are working together to reduce energy use and
three sources of risk and opportunity requiring special at-
smooth out their energy demand profiles, while reporting on
tention: changing consumer values, energy diversification,
these efforts to the public once a year through this environ-
and tightening regulation of product-related GHG emis-
mental report. Meanwhile, each business site reports on its
sions (see page G20 of the Global Report for more informa-
response to GHG regulations issued by local governments.
Specific examples of risks and opportunities identified in Japan
Perceived opportunities
Incentives to switch to
products that use next-generation energy
(e.g., electric/hybrid vehicles,
solar power)
Changing consumer values
(emphasis on environmental
performance)
Energy diversification
(e.g., deployment of smartcommunity technologies)
Tighter regulation of GHG
emissions from products
Direct operational risks
from rising sea levels and
extreme weather events
Tighter regulation
of GHG emissions
from operations
Increasing reporting
requirements for GHG
emissions
Regulations Targeting Greenhouse Gas Emissions2
Energy Conservation Act
Applies to:
• Energy used for business activities in Japan
• Energy used by businesses that ship cargo in large volumes
Act on Promotion of Global Warming Countermeasures
Applies to:
• Greenhouse gas emissions from business activities in Japan
Saitama Prefectural Ordinance to Promote Global Warming
Countermeasures
Applies to:
• Greenhouse gas emissions from all business sites in Saitama
prefecture
Perceived risks
1. A PRTR (Pollutant Release and Transfer Register) is a national or regional database of information on the environmental release and off-site transfer
of potentially hazardous chemical substances from industrial and other facilities.
2. Major laws and regulations that apply to Honda
J07
Direction
Products
Management
8 domains
Japan
INDEX >
Honda Environmental Performance Standards (HEPS)
Examples of HEPS-compliant models in Japan in FY2014
Innovative Products
Hi Efficient Products
Revolutionary Products
Compliant
products
(examples)
Accord PHEV
Dunk
N-WGN
Includes products developed in 2010 or earlier
Vezel
Zoomer-X
Fit EV
HSL2511
snow blower
with FI
Grom
Graspa HRE330
electric lawnmower
●Tackling environmental issues through products　Number of HEPS-compliant models in Japan
We established the Honda Environmental Performance
■ Hi Efficient Products　■ Innovative Products　■ Revolutionary Products　Motorcycles
Standard (HEPS) in fiscal 2012 as a guide to achieving zero
Models
35
CO2 emissions, and are making steady progress in fulfilling
27
30
this standard for all products.
25
20
Nine models―seven motorcycles and two automobiles―re-
15
14 15
Automobiles
20
30
25
17 19
20
15
10
10
the number of HEPS-compliant products to 27 motorcycles,
5
0
5
21 automobiles, and 28 power products, for a total of 76
Models
35
30
leased in fiscal 2014 earned HEPS certification. This brings
2011 2012 2013 2014 (FY)
Power products
Models
35
0
21
25
25
27 28 28
20
15
10
10
5
2011 2012 2013 2014 (FY)
0
2011 2012 2013 2014 (FY)
*The FY2011 figure was determined by applying HEPS to products released before the standards were adopted.
*See the Honda website for other HEPS-compliant models.
models.
FY2012–FY2014: Mid-term plans for operations-related environmental initiatives
●Tackling environmental issues through operations
●Results of initiatives in the FY2012-FY2014 Mid-term
Honda renews its business and sales-related plans every
Fiscal 2014 was the final year of the mid-term that began in
three years, a period designated as one mid-term, and ex-
fiscal 2012, wrapping up plans for environmental initiatives
ecutes concrete initiatives to achieve the targets for the
set at the start of the term.
period. We take the same approach with our environmental
In Japan, we worked toward specific numerical targets out-
activities in Japan, setting new plans and actions to reduce
lined in the plans. Because of concrete actions taken to re-
impacts from our business activities at the start of every
duce environmental impacts in all domains, we succeeded
mid-term.
in meeting or exceeding all of these targets.
●FY2012–FY2014: Targets and results of operations-related initiatives
Milestones on the road to 2020
Targets and results
Result
Strengthen
initiatives that
Climate
change and span entire
energy
product life
cycles
Honda Motor Co. and major group companies1: Reduce CO2 emissions per unit of
revenue by 5% by FY2014 (baseline: FY2001)
Target achieved
Reduced CO2 emissions per unit of revenue by 5%
■CO2 emissions from operations
(per unit of revenue)
（％）
100
80
100
91
60
95
94
95
40
FY2014
target
(5% reduction)
20
0
～
～
Measures taken to achieve target
・Installed state-of-the-art environmental technology at the Yorii Automobile
Plant, which started operations in 2013
・Monitored energy use for each process and revised production systems for
higher efficiency
・Expanded Honda Green Action (power conservation, cool-biz, warm-biz) to
the entire group
・Installed high-efficiency devices (LED lighting, compressors, HVAC systems, IPM motors)
・Promoted measurement of GHG gas emissions from suppliers in a broader
range of activities covering product life cycles
・Installed solar power generation systems at operating sites
Target
achieved
Target
2001 2011 2012 2013 2014 (FY)※
(baseline)
1. Honda R&D Co., Ltd., Honda Engineering Co., Ltd., and Honda Access Corporation
J08
（％）
Direction
Products
Management
8 domains
Japan
INDEX >
Targets and results
Transportation (as a high-volume shipper): Reduce CO2 emissions per ton kilometer of
cargo shipped by 10% by FY2014 (baseline: FY2007)
Target achieved
Result
Reduced CO2 emissions per ton kilometer of cargo shipped by 25%
■CO2 emissions from transportation
Strengthen
（％）
initiatives
that ・Collaborated with suppliers to improve parts logistics efficiency at
Climate
100
change and span entire 100 91 95 94 95
the Yorii Automobile Plant
80
energy
product life
2013年度
・Increased transportation
efficiency by implementing modal shifts
60
目標値
cycles
・Improved truck（5％低減）
fuel efficiency
40
（(per
（％）ton-kilometer)
100
Target
achieved
86
60
82
79
40
20
20
2000 2010 2011 2012 2013（年度）
（基準年）
FY2014
target
75
(10% reduction)
～
～
0
～
～
0
100
80
Target
achieved
Target
2007 2011 2012 2013 2014 (FY)
(baseline)
Targets and results
Honda Motor Co. and major group companies1: Reduce waste per unit of revenue by
5% by FY2014 (baseline: FY2001)
Targets
Maintain zero landfill waste performance at Honda Motor Co. and consolidated manufacturing subsidiaries2
（％）
(per unit of revenue)
（％）
60
（5％低減）
65
40
rates
for end-of-use products 80
0
2010 2011 2012 2013 2014 (FY) 60
100
100
40
20
0
40
20
20
0
2010 2011
20102012
2011
2013
20122014
2013(FY)
2014 (FY)
20
Target
achieved
（％）
0
80
0
～
～
20
0
～
～
20
～
～
0
(at least 95%)
(at least 95%)
2010 2011
20102012
2011
2013
20122014
2013(FY)
2014 (FY)
100
Target
achieved
40
100
100
80
～
～
Material
and water
resources
0
20
0
Target
achieved
2001 2011 2012 2013 2014 (FY) 60
(baseline)
20
60
40
58
～
～
～
～
80
65
Target
achieved
100
40
100
96.5 FY2016
96.5 FY2016
80 86.9
87.7 92.3 target target
86.992.3
86.5
86.5 87.7
FY2014
50
Targets and results
（％）（％）
44
target
(30% reduction)
100
100
20
Honda Motor Co.
major group companies: Reduce water
100
100 and
100
80
80
0 Targets
byFY2014
5% by
FY2014 (baseline: FY2001)
FY2014
7774
77
(FY)
2001
2011
2012
2013
2014
74
60
60
60 65
68
6868 target
68
65
target
(baseline)
58
58
(5% reduction)
(5% reduction)
FY2014
50 unit
Target
achieved40 Reduced
water50
use 44
per
ofFY2014
revenue by 32%
Result
40
40
44
target
target
(5% reduction)
Milestones on the road
to 2020
（％）
（％）
20
0
60
100
20
96.0 Maintain
93.3 94.2
93.396.0
94.2Maintain
80
80
0
81.6 85.0
81.6 85.0
2010 2011 2012 2013 2014 (FY) 60
60
40
100
Target
achieved
Target
achieved
40
80
■Motorcycle recycling rate
（％）（％）
100
Target
achieved
100
・20
Maintained effective recycling
（％）
(baseline)
■ASR recycling
rate
40
（％）（％）
Target
achieved
Target achieved
20
96.5 FY2016
80 86.5 86.9 87.7 92.3
0 fortarget
Increased effective recycling rate
motorcycles
to 96.5%
(at least
95%)
60
2001
2011
2012 2013 2014 (FY)※
Target
achieved
85.0
40
FY2014
target
(5% reduction)
Increased
ASR recycling rate for end-of-life automobiles to 96.0%
100
Target
achieved
81.6
Target achieved
Measures
taken to achieve target
40
（％）
80
（％）
93.3 94.2 96.0 Maintain
Target
achieved
60
Ramp up 3R
efforts
FY2014
target
0
～
～
80
68
20
0
target target
(5% reduction)
(5% reduction)
～
～
Results
68
20
（％）
（基準年）
100
77
（30％低減）
40
Increase effective recycling rate for motorcycles to
60 95% by FY2016
（％）
74
2013年度
50
40
～
～
～
～
（基準年）
60
58
※
(FY)※
2011
20012012
2011
2013
20122014
2013(FY)
2014
2001 2011
20012012
2011
2013
20122014
2013(FY)
2014 (FY)
100
automobiles
Maintain
at least a0 70% ASR3 recycling rate for end-of-life
(baseline)
100
95 (baseline)
Targets
2000 2010 2011
2012 2013（年度）
2000 2010 2011 2012 2013（年度）
94
95
91
(baseline)(baseline)
Material
and water
resources
(baseline)
44results
目標値
Targets and
20
～
～
02001
～
～
0
～
～
20
0
target
target
2013年度
(5% reduction)
68(5% reduction)
目標値
Target
achieved
68
Target
achieved
40
77
74
20
Milestones on the road 20
to 2020
80
waste from operations
Target
achieved
40
Target
achieved
60
40
Target
achieved
(baseline)
100
（95％以上）
～
～
～
～
0
Target
achieved
20
Target
achieved
40
Target
Target achieved
achieved
60
40■Landfill
・Increased use of stamping press scrap
20 metal
20
100
100
100
・Reduced packaging by expanding applica95
94
95
0
0
92
91
Achieved zero
80
89
（年度）
2009 2010
2011 2012 2013（年度）
tion of interior and exterior returnable2009
con-2010 2011 201284201386
waste-to-landfill
FY2014
FY2014
60
target
target
tainers
target at all
(5% reduction)
(5% reduction)
consolidated
40
（％）（％）・Developed process for extracting rare earth
（％）（％）
business sites in
100
100
100
（％） 100
（％）
metals from nickel-metal hydride batteries
20
Japan
(127/127
100 95
100
100
100 100 91
100
9594
95 nickel-metal
92
92
91 9495processed
・Properly
hydride
80
80
80
80
companies)
89
0
8684
86 89
100
100
84
※
FY2014
FY2014
FY2014 FY2014
80system
2001 2011 2012 2013 2014 (FY) 6080 60
2001 2011 2012 2013 2014 (FY) 60
batteries through
our own
collection
60
Target
achieved
80
Measures taken to achieve
60
■Waste from operations
target40
97
年度
2015
92
88
87
87
target at80
all consolidated
business
sites
目標値
80Achieved
85 zero waste-to-landfill
82
60in Japan (127/127 companies)
60
81.6
85.0
20
0
2010 2011 2012 20
(30% reduction)
(30% reduction)
■Water used in operations(per unit of revenue)
（％）
2001
2012
2011
2013
20122014
2013(FY)
2014 (FY)
2001 2011
20012012
2011
2013
20122014
2013(FY)
2014 (FY)
100
Minimize 2001 2011
・Used
recycled
water
and rainwater
water use
80
・Promoted water conservation activities
（％）
74
40
20
77
68
68
FY2014
target
(5% reduction)
2001 2011 2012 2013 2014 (FY)
(baseline)
80
100
60
65
40
58
5
20
0
～
～
～
～
0
100
100
60
2001 2011 2012 20
(baseline)
*Historical figures have been adjusted to reflect a change in the scope of data.
2. All consolidated business sites in Japan
3. ASR: Automobile Shredder Residue
93.3 9
40
use per unit of revenue
Target
achieved
100
維持
96
Target
achieved
（％）
Ramp up 3R
efforts
Target achieved
94
Target
achieved
93
Results
Material
and water
resources
（％）
Target achieved100Reduced waste per unit of revenue by 11%
100
J09
(baseline)
Direction
Products
Management
(baseline)
8 domains
Japan
INDEX >
（％）
80
60
Targets and results
81.6
85.0
93.3 94.2 96.0 Maintain
40
Reduce VOC emissions per unit of coated automobile body
surface area by 30% by
20
Target
0
100 Plant the 3-coat/2-bake wa・Adopted at the Yorii Automobile
100
80
ter-based Honda Smart Ecological74Paint
which
FY2014
77 technology,
60
68
68
target
eliminates the middle coat from the standard 4-coat/3-bake
(5% reduction) au40
20
～
～
2001 2011 2012 2013 2014 (FY)
(baseline)
80
60
65
40
58
50
20
0
44
20
0
2010 2011
FY2014
target
(30% reduction)
2001 2011 2012 2013 2014 (FY)
(baseline)
FY2015–FY2017: New mid-term plans for environmental initiatives
● Formulating plans for the next three years
ing this by implementing the Green Purchasing Guidelines
For many years, Honda has recognized and made consistent
we issued in 2011.
efforts to reduce the adverse impacts its business activities
In the new mid-term plans that begin in fiscal 2015, we
have on the environment.
once again set targets to reduce environmental impacts in
In 1997 we launched the Green Factory project, which be-
all domains—targets that will bring us closer to our 2020
came integrated into our organization with the creation
goals and, in the long run, to realizing the Honda Envi-
of the Green Factory Promotion Center in 2004 (now the
ronmental and Safety Vision. These targets will drive us to
Green Factory Promotion Block), and expanded worldwide
reduce the amount of CO2 emitted by our production activi-
through support from Japan to other plants for minimizing
ties and by major group companies and, to demonstrate our
environmental pollutants.
global leadership in Japan, to pursue environmental stew-
A key task going forward will be to ramp up environmental
ardship in the use of resources and the release of waste and
management across our supply chain. We are currently do-
emissions other than CO2.
FY2015–FY2017: New mid-term plans for operations-related initiatives
Strengthen initiatives
Climate
change and that span entire product
energy
life cycles
Initiatives planned
Honda Motor Co. and major group companies2: Reduce CO2 emissions per unit of revenue
by 7% by FY2017 (baseline: FY2001)
Transportation: reduce CO2 emissions (as a high-volume shipper under the Energy Conservation Act)
・Revise transportation routes and modes of transportation
・Improve transportation efficiency by picking up products from suppliers and switching to more efficient
routes
Honda Motor Co. and major group companies: Reduce waste per unit of revenue by 11% by
Material
and water
resources
Ramp up 3R efforts
Maintain zero landfill waste performance at Honda Motor Co. and consolidated manufacturing
subsidiaries3
Minimize water use
Reduce VOC emisSubstances
sions from production
of concern
processes
86.9
40
100
～
～
・Introduced low-VOC coatings to coating processes
0
86.5
(per unit of coated automobile body surface area)
（％）
100
to-body painting process
80
■VOC emissions from production
（％）
Target
achieved
Reduce VOC1
emissions
from production processes
Target
achieved
Environmental
pollutants
(FY)
2010automobile
2011 2012 2013
2014surface
Reduced VOC emissions per unit of coated
body
area by 56%
Target achieved
Result
100
60
Target
achieved
（％）
100
Honda Motor Co. and major group companies: Reduce water use per unit of revenue by 32% by
FY2017 (baseline: 2001)
Production: Reduce VOC emissions from product coating
1. VOC (Volatile Organic Compounds): Organic chemical substances that cause photochemical smog and are common in paint and thinner solvents
3. All consolidated business sites in Japan
J10
Japan
INDEX ＞
Products
In Japan, its home country, Honda is developing and testing new technologies and
new forms of mobility that lead the world in environmental performance.
J12
J15
J16
J18
J12
Testing the MC-β micro EV on public roads
J12
Testing next-generation personal mobility solutions
J14
Development and testing of the fuel cell electric vehicle
Motorcycles
J15
Dunk 50-cc scooter
J15
Pursuing quieter operation
J15
Environmental data in Japan
Automobiles
J16
New VTEC Turbo
J16
N-WGN and N-WGN Custom
J17
Power Products
J18
HSL2511: snow blower with FI technology
Triple Zero symbols
In this report, specific measures, activities, products,
and technologies that contribute to realization of the
Triple Zero concept are indicated with one or more of
three Triple Zero symbols.
CO2 emission
reduction/
elimination
technology
For more information about the Triple Zero concept, see page G22 of the Global Report.
Waste
reduction/
elimination
or 3R technology
Energy risk
reduction/
elimination
technology
J11
Direction
Products
Management
8 domains
Japan
INDEX >
Honda is testing emerging technologies in real-world settings across Japan to develop the next generation of mobility products.
Testing the MC-β micro EV on public roads in Kumamoto, Saitama, and Miyako-jima
Test scenes from Miyakojima City in Okinawa
● MC-β micro-sized short-distance commuter
● Real-world testing launched
In November 2013, we unveiled the MC-β (pronounced "em-
MLIT has created a certification program for micro-sized
cee-beta"), a new micro-sized EV developed in consideration
vehicles—a technology that could provide substantial CO2
of the L7 vehicle category1 in Europe and the new vehicle
emissions reductions compared to ordinary passenger
category for micro-sized mobility products that is currently
cars—as part of its deliberations toward establishing a new
being discussed under the initiative of the Ministry of Land,
vehicle category. Making use of this program, we've begun
Infrastructure, Transport and Tourism (MLIT) in Japan.
real-world testing of the MC-β in collaboration with Kuma-
Equipped with an electric motor with a rated output of 6
moto Prefecture, Saitama City, and Miyakojima City. The
kW and max output of 11 kW, the MC-β can move at a max
tests are aimed at determining which applications and needs
speed above 70 km/h (43 mph). Its lithium-ion battery can
are best fit to micro-sized vehicles when viewed as a means
be fully charged in less than three hours (200 V) and pro-
to resolving issues related to community development and
vides MC-β with a cruising distance of more than 80 km (50
transportation.
miles). This mobility device is being developed primarily for
short-range applications such as commuting and shopping.
Testing next-generation personal mobility solutions since 2010
To realize our Environmental and Safety Vision—to realize the
moto Prefecture, Saitama Prefecture, Saitama City, and other
joy and freedom of mobility and a sustainable society where
government organizations. These tests have been aimed at
people can enjoy life—we believe it's essential to develop and
identifying and overcoming barriers to the full-scale public
widely deploy infrastructure that makes organic connections
adoption of plug-in hybrid and electric vehicles (PHEVs, EVs),
between electric personal mobility devices and alternative en-
as well as exploring the potential of next-generation personal
ergy generation technologies.
mobility systems in real-world traffic environments, including
As the first step to achieving this, in December 2010 we began
their effectiveness in reducing CO2 emissions.
a set of demonstration projects in collaboration with Kuma-
Demonstration
test projects
Kumamoto
Pref.
Saitama
Pref.
2011
2012
2013
2014
Step 1: Set routes, collect data Step 2: Fleet vehicle use, consumer education
1 EV
2 PHEVs
1 EV
2 PHEVs
Kumamoto
Aso
Amakusa
4 EVs
Kumamoto
4 PHEVs
Amakusa
Kumagaya
Chichibu
Saitama
4 EVs
Kumagaya
4 PHEVs
Chichibu
Saitama City
1 EV
1 PHEV
Aso
Saitama
・Survey on consumer receptiveness to EVs/PHEVs
・Educate consumers on electric vehicles
・Car sharing program
・Tourism applications in Minamiaso
Final reporting
・"Rail & ride" application in Chichibu
・Development of cruising range support system
・"Park & ride" parking lot with solar-powered charging stations
Final reporting
・Owner-to-institution car sharing
・Unlimited mileage rental service
Final reporting
●
●
●
1. For EVs, maximum mass of 400 kg excluding the battery and maximum power output of 15 kW
J12
Direction
Products
Management
8 domains
Japan
INDEX >
● Development of cruising range support system
To help EV users get their mind off cruising range and battery
life in order to have a carefree drive, we investigated the potential of a system that calculates the amount of power needed to
reach a preset destination and notifies the user when there is
an insufficient supply, thereby preventing unexpected battery
depletion. We developed a system based on the route selected
in Internavi that uses various data such as outside temperature
PHEV test vehicle ( Japan specs) based on the U.S. Accord
and road gradient to precisely predict the amount of power
that will be consumed by air conditioning and driving. In
● Testing as government fleet vehicles
Saitama Prefecture, we tested this system to compare estimat-
Considering that governmental organizations may be more
ed versus actual power consumption from real driving.
receptive to EVs since they typically use their fleet vehicles
within a limited radius and can guarantee a charging space,
we loaned several EVs and PHEVs to Kumamoto Prefecture,
Saitama Prefecture, and Saitama City for use as government
vehicles. Based on vehicle usage data, we were able to verify
the receptiveness of these organizations toward EVs as well as
the frequency of EV use in a real-world environment based on
PHEV usage data.
● Owner-to-institution car sharing
EV test vehicle ( Japan specifications) based on the Fit EV
In this demonstration test program in Saitama City, individ-
● "Park & ride" parking lot with solar-powered charging stations
ual owners of EVs and PHEVs lent their commuter vehicles
We installed solar-powered charging stations at the Kagoha-
to a company or government organization to use as fleet
ra train station in Kumagaya, Saitama Prefecture, to test their
vehicles during work hours. The program was designed to
potential as a distributed energy source as well as the suit-
verify whether the rental income and lower running costs
ability of EVs and PHEVs in a park & ride system, a method
from such a car sharing program would allow owners to re-
of relatively short-distance commuting in which commuters
coup the increase in initial cost of an EV or PHEV relative to
park their cars at the closest station and transfer to public
a gasoline vehicle, and determine the cost benefits for both
transport for the remainder of their commute. In 2013 we
parties.
added power storage systems to these charging stations to
improve their power supply capability.
● Unlimited mileage rental service
In another test project combining EVs and a rental car service
● Tourism applications in Minamiaso
in Saitama City, participants were provided with an EV for daily
In Minamiaso, Kumamoto Prefecture, we loaned zero-emis-
activities, and were allowed the option of using a gasoline rental
sion, energy-efficient EVs to tourists for one day free of charge
vehicle when they wanted to drive more than the EV cruising
to determine how receptive they were to using them to tour
range. The project was based on the hypothesis that the cruising
the countryside. Tourists are allowed to use the vehicles at the
distance expected of EVs could be shortened, and was designed to
Minamiaso Village Tourist Association free of charge and pro-
calculate the cruising range demanded from the EVs.
vided a map of recommended routes for sightseeing.
● "Rail & ride" application in Chichibu
In Chichibu, Saitama Prefecture, EVs and PHEVs were used as
part of a "rail & ride" system where visitors who arrived by train
switched to an EV or PHEV, vehicles that provide the quiet, hightorque driving presumably suitable for Chichibu's many mountain
roads. The test verified the suitability of EVs and PHEVs on hilly
terrain, their value and user receptiveness in a rail & ride sightseeing system, and environmental impact reduction benefits.
● Joint venture launched to promote charging infrastructure
On May 26, 2014, Honda and three other Japanese automakers jointly established a new company, Nippon
Charge Service, LLC, to promote the installation of chargers for electric-powered vehicles (PHVs, PHEVs, EVs)
and to help build a charging network that offers more
convenience to drivers in Japan. In the current favorable
environment of government subsidies for charger installation, we are actively seeking installers through this
new company. By building a user-friendly infrastructure,
we will strive to maximize the potential of electric vehicles and promote broader public adoption.
J13
Direction
Products
Management
8 domains
Japan
INDEX >
Development and testing of the FCX Clarity fuel cell electric vehicle
● Solar hydrogen station development
delivered a FCX Clarity equipped with a max output 9-kW1
external power supply system that can power an ordinary
Japanese home for six days to Kitakyushu City, which is using it to supply electricity to Kitakyushu Eco-House at the
Kitakyushu Environment Museum. The vehicle is being tested as a new way to even out the power demand curve and
reduce peak demand.
● FCX Clarity as a source of power to public facility
In February 2014, we also started testing the FCX Clarity as
an emergency power source for public facilities. The vehicle
is supplying backup power to a 10-kW storage device at the
FCX Clarity FCEV and solar hydrogen station installed at
the Saitama Prefectural Office
Kitakyushu Museum of Natural History & Human History.
Viewing fuel cells as the ultimate clean-energy solution, we
Also being tested are its practicality as a mobile electric gen-
have been proactively developing the fuel cell electric vehicle
erator in emergencies, and its benefits as a vehicle-to-load
(FCEV) as part of our long-standing commitment to finding
(V2L) power source for schools and other public facilities
alternatives to fossil fuels, reducing emissions, and minimizing
that serve as evacuation centers during disasters.
impacts on the global climate.
In 2012, as part of a joint project with Saitama Prefecture on
next-generation electric personal mobility, we delivered a FCX
Clarity FCEV and installed a solar-powered hydrogen station
FCX Clarity supplying power
to the Kitakyushu Museum
of Natural History & Human
History
on the premises of the Prefectural Office to verify its ease-ofuse as a government fleet vehicle, as well as the role it can play
in reducing CO2 emissions and moving Japan toward a low-carbon economy.
● FCX Clarity with external power supply capability delivered
● FCX Clarity as a source of household power
Since February 2014, we also have been delivering FCX Clar-
ity models equipped with external power supply capabilities
to local governments
to Saitama City, Kanagawa Prefecture, and Osaka Prefecture.
In addition to having the vehicles used as government fleet
vehicles, we also are collecting various data on the effectiveness and ease-of-use of FCEVs as power generation and
supply systems through verification of their power supply
Opening ceremony of the
FCX Clarity supplying power to
Kitakyushu Eco-House
demonstration project
capabilities in emergencies and through their use at public
events.
In April 2013, we started testing the FCX Clarity in a vehi-
We plan to use these data to determine the best uses for
cle-to-home (V2H) power supply application in Kitakyushu,
FCEVs and to advance research and development aimed at
Fukuoka Prefecture, as a collaborative demonstration proj-
their mass production and commercialization.
ect in the city's Kitakyushu Smart Community Project. We
A walking assist device
by itself (left)
and worn (below)
Volunteer testing of walking assist devices begun
Leveraging our research in robotics—a pursuit exemplified by ASIMO, the
world's most advanced humanoid robot—we are developing wearable walking
assist devices to help people enjoy the freedom and joy of walking on their own
two feet.
So far, we've conducted joint research with medical and research institutions
and private companies, and gathered feedback from doctors, researchers, and
others who recognize a certain effectiveness and suitability of these devices for
use in walking rehabilitation. In May 2013, we loaned 100 of these devices to
hospitals providing walking therapy to have them tested by volunteer patients.
We will gather input from health practitioners and use the findings to make
these products more effective and easier to use.
1. Honda internal measurement
J14
Direction
Products
Management
[g/(kW-h)]
495
8500domains
415
400
Japan
汎用
INDEX >
300
Motorcycles
200
100
Honda raised the bar with the release of its first new 50-cc scooter in Japan in 12 years.
0
新型 iGX390
従来型 GX390
GX/iGX390　■ 現行GX390
Setting
a new standard with the release of the [g/(kW-h)]
new
Dunk 50-cc■scooter
11
[g/(kW-h)]
495
500
10
● eSP engine debuts in 50 cc-class model
415
9
HC＋NOx
400
In February 2014, we released the Dunk,
our first new 50 ccEPA PhaseⅢ
class scooter in 12 years.
汎用
300
8
規制値
エミッション↓
7
The Dunk is based on a "premium sneakers" concept that
200
6
100
seeks to provide riders with the joy of an elegant ride that
0
also is
easy to use. The model offers a new standard in scoot←低燃費
新型 iGX390
従来型 GX390
Dunk, the first
50 cc-class
Honda scooter
in 12 years
■ GX/iGX390　■ 現行GX390
[g/(kW-h)]
11
350
400
500 [g/(kW-h)]
450
EPA モード燃費
er riding that adds an extra level of fun to daily activities for
a wide demographic, but especially for young adults.
（dB）
105
103
To give it the power
and environmental
performance befitting
102
a new standard scooter, we equipped the Dunk with a newly
10
100
developed eSP engine featuring extensive low-friction technolo-
9
HC＋NOx
5
gies—a first for a 50 cc-class scooter. This resulted in impressive
EPA PhaseⅢ
規制値
8
エミッション↓
7
6
5
350
400
←低燃費
450
EPA モード燃費
95
fuel
efficiency performance of 56.4 km/liter (when tested using
～
Newly developed eSP,
a water-cooled,
four-stroke overhead
cam, single-cylinder
500 [g/(kW-h)]
50-cc engine
the
Worldwide-harmonized Motorcycle Test Cycle),1 up 10%
0
新型 HSM1390ik1
HSM1390i
from existing
bikes in the従来型
equivalent
class, while also boosting
output by 18% and torque by 11%, compared to bikes in the
same class.
（dB）
105
グラスパ
103
Pursuing quieter
operation
102
53
同等クラス
ガソリン
エンジン芝刈機
● Noise
100 reduction technologies
100
Motorcycles generate noise and vibration in many ways.
CO2 排出指数→
We have
worked to reduce noise by analyzing these sources
95
Engine
using～state-of-the-art technologies. As a result, our products
Exhaust
meet all applicable noise regulations in Japan.
0
新型 HSM1390ik1
従来型 HSM1390i
■ Sources of noise from a motorcycle and noise reduction
strategies by source
グラスパ
53
Engine
: Use more rigid materials
Exhaust
同等クラス: Increase volume, use multi-chamber structures
ガソリン
100
I n エンジン芝刈機
t a k e : Increase volume, use more rigid materials
for
outer casings
2 排出指数→
Transmission : Quiet drive chain, driveCO
sprocket
damper
O t h e r : Sound-dampening rubber
140
（％）
Air intake
Transmission
120
Other
二輪
100
0
■ Average motorcycle fuel efficiency in Japan
2001
～
～
～
2010
2011
2012
2013
2014 (FY)
■ Average HC and NOx emissions from motorcycles in Japan
(FY2001=100%)
(FY2001=100%)
（％）
140
（％）
100
80
120
60
二輪
40
100
2001
～
～
0
2010
2011
2012
2013
2014 (FY)
We’ve introduced numerous fuel-efficient models to meet our target of
reducing CO2 emissions by 30% by 2020 compared to FY2001. So far we’ve
（％）
achieved a 19% increase in average fuel efficiency over FY2001 levels.
100
2001
～
～
～
0
19.4
20
2010
2011
2012
2013
2014 (FY)
As of FY2011, all new models sold in Japan complied with the 2006 and
2007 emission regulations,2 with average HC and NOx emissions from
these vehicles dropping to less than 1/5 of FY2001 levels. This performance
was maintained in FY2014 as well.
40
20
19.4
トルク →
1. Fuel 80
efficiency value measured using the WMTC test cycle, an international standard stipulating the method for testing exhaust gas under conditions
that better reflect real-world vehicle driving patterns, such as startup, acceleration, and stopping.
2. 200660standards for type 1 scooters and mini-bikes, 2007 standards for type 2 scooters and small motorcycles
エンジン熱効率の
高い領域
ク
CVT
運転領域
J15
特集
Direction
Products
Management
8 domains
Japan
INDEX >
Automobiles
We're developing world-leading environmental technologies and automobiles tailored to the needs of
customers in the markets they serve.
New VTEC Turbo line of turbocharged direct-injection engines
1.5-liter four-cylinder
direct-injection gasoline turbo engine
2.0-liter four-cylinder
1.0-liter three-cylinder
This engine makes the most of our proprietary VTEC system, a
high-output turbocharger, direct injection, and a high-performance
cooling system to realize high power output and high responsiveness.
It delivers a maximum power output of more than 205 kW and a high
environmental performance compliant with EURO 6 European emissions regulations, which will become effective in September 2014.
This next-generation compact engine features a newly designed framework and VTEC
variable valve timing system with radically reduced friction, combined with direct-injection technology and a high-response turbocharger with a low moment of inertia.
These technologies offer a superior combination of fuel economy and power output
with high torque, exceeding conventional naturally aspirated engines.
● Class-leading power and environmental performance
bocharger and highly fluidized combustion to reduce engine
Honda has developed VTEC Turbo, a new series of direct-injec-
displacement. Rigorous friction reductions also contribute to
tion gasoline turbo engines in our Earth Dreams Technology
class-leading power and environmental performance. Sized in
series.
three classes—2.0, 1.5, and 1.0 liters—the engines increasing-
These engines, adapted for compact and medium-sized cars,
ly will be deployed worldwide, with each engine selected to
take advantage of our proprietary VTEC system and the in-
match the vehicle it powers as well as local customer needs.
1
creased output provided by direct-injection, a high-output tur-
N-WGN and N-WGN Custom extend popularity of the N series
● Twin injection system
For the first time in a mini-vehicle, the N-WGN employs a
twin injection system, a system that uses two fuel injectors per
cylinder instead of one. This system mixes fuel and air more
evenly, resulting in improved drivability and fuel economy.
N-WGN
● Raising the bar on the "basic" mini-vehicle
In November 2013, we released the N-WGN and N-WGN Custom, the fourth installment in our popular N series of mini-vehicles.
The N-WGN, developed with the aim of setting a new standard
for the "basic" mini-vehicle, offers better comfort, safety, fuel
economy, design, and driving performance than ever before. A
comfortable interior and great features such as Vehicle Stability Assist (VSA), which helps prevent the loss of vehicle control,
come standard on all types, while a newly developed engine
and CVT provide smooth, stress-free driving and high fuel
economy of 29.2 km/liter (JC08 test cycle).2 The adoption of
a lightweight yet rigid body and dedicated suspension system
facilitate stable driving performance and quiet operation.
Twin injection system atomizes fuel more completely and distributes the
air-fuel mixture more evenly
● Sodium-filled exhaust valves help suppress knocking
The N-WGN engine employs sodium-filled exhaust valves—for
the first time in a Honda passenger vehicle. These valves dissipate heat more efficiently than conventional
valves, lowering the surrounding temperature
and suppressing engine
knocking.
1. A next-generation powertrain series that greatly enhances both driving performance and fuel economy, building on
advancements in environmental performance for internal combustion engines, transmission efficiency, and electromotive technologies to pursue the
joy of driving unique to Honda.
2. Testing of the N-WGN G, N-WGN G A Package, N-WGN Custom G, and N-WGN Custom G A Package (FWD vehicles) by the Japan's Ministry of Land,
Infrastructure, Transport and Tourism
J16
5
2011
2012
■
■
■
■ 741 ～　855kg ■
■ 856 ～　970kg ■
Vehicle weight class:
Direction
2013
2014 (FY)
971 ～ 1,080kg
1,081 ～ 1,195kg
1,196 ～ 1,310kg
1,311 ～ 1,420kg
1,421 ～ 1,530kg
■
■
■
■
■
Products
Reference value
1,531 ～ 1,650kg
1,651 ～ 1,760kg
1,761 ～ 1,870kg
1,871 ～ 1,990kg
1,991 ～ 2,100kg
Management
（型式数）
70
（km/ℓ）
8 domains
60
30
170
14
～
2001
2010
2012
99.0 2013
98.3
2014
(FY)
80
Average
automobile fuel efficiency1 in Japan
(FY2001=100)
89.9
50.8
60
（型式数）
170
70
40
60
23.1
160
50
20
140
1.7
2010
14
20
100
～
10
～
2011
2012
9
7
9
7
2
9
～
0
5
0 ■NOx
■HC
2001
44
6
5
42
6
15
2
3
11
2009
2011
2010
2012
■
■
■
■ 741 ～　855kg ■
25
■ 856 ～　970kg ■
0
0
11
2013
1
2
2
6
2
11
2
0
8
6
0
2014
0
0
0
四輪
(FY)
0
0
0
2013
2014 (FY)
971 ～ 1,080kg
1,081 ～ 1,195kg
1,196 ～ 1,310kg
1,311 ～ 1,420kg
1,421 ～ 1,530kg
53
7
17
18
40
10
30
20.6
44
6
14
（km/ℓ）
20
0
30
2001
7
10
～
15
2
5
0
2008
25
9
9
2010
9
7
2011
2
2009
11
42
6
0
0
11
0
3
2012
2
6
1
2
2013
2
8
28.54
6
2011
15.3
0
0
2014
0 (FY)
0
0
0
26.95
2010
2012
(FY)
24.03
平成22年度燃費基準＋25%適合
24.00
平成27年度燃費基準適合
21.0
21.72
20.8
20.5
■ 平成22年度燃費基準適合
■
■ 平成22年度燃費基準＋5%適合
■
■
■
20
Sales■results
for low-emission vehicles
18.7
18.38
17.61
17.2
■ ★★★Ultra-low emission vehicles (50% cleaner than required by regulation)
15.8
■ ★★★★Super-ultra-low emission vehicles (75% cleaner than required by regulation)
15
(Units)
800,000
（km/ℓ）
700,000
30
10
600,000
500,000
14.06
13.66
13.49
35,819
594,059
25
400,000
5
300,0002011
16,431
11,784
542,747
549,394
2012
2013
5,317
673,805
28.54
24.03
(FY)
2014 24.00
15.8
14.4
13.49
sold, or 805,486 vehicles, met low-emission
10
fication
criteria.
8.44
7.80
12.2
certi11.1
10.2
9.4
Percentage
eco-driving
systems
(FY) Reference
2011 of vehicles
2012 with
2013
2014 support
value
50.8
75.1
2012
2013
1,531 ～ 1,650kg
1,651
99.2～ 1,760kg
1,761 ～ 1,870kg
1,871 ～ 1,990kg
1,991
89.9～ 2,100kg
20
1.7
0
2010
2011
2011
2012
2013
2014 (FY)
■
■
23.1
■ 741 ～　855kg ■
856 ～　970kg ■
20
■
0
2010
50.8
75.1
971 ～ 1,080kg
1,081 ～ 1,195kg
1,196 ～ 1,310kg
1,311 ～ 1,420kg
1,421 ～ 1,530kg
2011
2012
■
■
■
■
■
89.9
Reference value
1,531 ～ 1,650kg
1,651 ～ 1,760kg
1,761 ～ 1,870kg
1,871 ～ 1,990kg
1,991 ～ 2,100kg
2013
2014
(FY)
HC and NOx emissions from Honda vehicles in Japan2
(FY2001=100)
■ HC ■NOx
100
100
～
■ Overall　■ Eco-Assist
99.2
97.3
97.2
80
89.9
10
60
0
40
99.0
98.3
50.8
23.1
2001
30.0
2010
2011
20.6
15.3
75.1
2012
2013
2014 (FY)
20
1.7
2. Excluding emissions from light and heavy-duty trucks.
0
2010
2011
2012
2013
2014
(FY)
In fiscal 2014, we reduced HC emissions by
84.7% and NOx emissions by 79.4% from fiscal
2001 levels.
（％）
100
■ ★★★Ultra-low
emission vehicles (50% cleaner than required by regulation)
100
■ ★★★★Super-ultra-low emission vehicles (75% cleaner than required by regulation)
In addition to fuel economy meters that help driv～
(Units)
ers apply
fuel-efficient driving techniques 1,814
and other
800,000
30
eco-driving support systems, we have been803,672
installing
700,000
5,317
35,819Drive Assist (Eco Assist)3 system
20.6
our 600,000
Ecological
in a
20
673,805
16,431
11,784
594,059
15.3
growing
number
of
vehicles.
This
system
is
designed
542,747
549,394
500,000
10
to effectively
help drivers improve their fuel efficien400,000
cy by
providing real-time feedback on the impact to
300,000
0
fuel-efficiency
of 2010
their driving
techniques,
also
2011 2012
2013 while
2014 (FY)
200,000 2001
optimally
controlling HVAC and other systems.
100,000
In fiscal02014, eco-driving support systems were in-
30.0
23.1
8.44
99.2
7.80
14.4
13.2
12.2
11.1
10.2
9.4
～
40
1,421 ～ 1,530kg
17.2
■ HC ■NOx
5
60
18.7
99.0
20
14.06
18.38
17.61
98.3
100
Reference value
21.0
20.8
20.5
97.3
30.0■
40
1.7
21.72
97.2
60
30
（％）
In fiscal 2014, 95% of all Honda passenger
cars
13.66
13.2
■
■
■
■
■
805
11.1
10.2
9.4
21.0
21.72
■
1,531 ～ 1,650kg
20.8
20.5
■ 1,651 ～ 1,760kg
1,761 ～ 1,870kg
■ 1,196 ～ 1,310kg ■
18.7
18.38
■ 741
～　855kg ■ 1,311 ～ 1,420kg ■
0
17.61
1,871 ～ 1,990kg
17.2
(FY)
■ 8562010
～　970kg2011
■ 1,9912014
～ 2,100kg
■ 1,4212012
～ 1,530kg2013
971 ～ 1,080kg
1,081 ～ 1,195kg
1,196 ～ 1,310kg
99.0
98.3
1,311
～ 1,420kg
100
（％）
200,000
■ 971 ～ 1,080kg
20
■ 1,081 ～ 1,195kg
100,000
■
（％）
■
100
■
97.3■
97.2
■ 741
～　855kg
■ 856 ～　970kg ■
80
(FY)
17.2
Reference value
14.06
13.66
13.49
■ 10
Overall　■ Eco-Assist
（％）
14.4
1,814 13.2
803,67212.2
8.44
7.80
26.95
15
18.7
15.8
15
～
54
8
20.8
20.5
24.00
INDEX >
0
0
021.0
■ 1,531 ～ 1,650kg
28.54
■
1,651 ～ 1,760kg
26.95
■
1,761 ～ 1,870kg
■ 1,871 ～ 1,990kg
■
1,991 ～ 2,100kg
24.03
20
(FY)
2010 2011 2012 2013 2014 (FY)
2008
2009
2010
2011
2012
100
1.
Data
since
2011
based
on
JC08
test
cycle,
data
up
to
2010
100 ■ 平成22年度燃費基準適合
based■on
10-15 test cycle.
60
20
50
0
0
18.38
201117.612012
（％）
～
～
（型式数）
30
70 ■ 平成22年度燃費基準＋15%適合
0
Japan
15.8
14.06
14.4
13.66
13.2
13.49
12.2
11.1
10.2
10
9.4
8.44
Average fuel efficiency of vehicles that comply
with
7.80
（km/ℓ）
30
53
7
17
18
40
0
120
30
2008
9
7
2
0
0
11 24.03
1
24.00
6
2
2
21.72
8
6
the FY2015 standards, classified by weight
75.1
30.0
54
8
2
5
3
42 26.95
6
15 ■ 平成22年度燃費基準＋5%適合
99.2
2011
97.3
97.2
9
四輪
120
100
～
～
（％）
0
100
9
7
10
20
0
140
28.54
44
6
15
20
160
53
7
17
18
40
25
30
Automobiles
54
8
50
2014
(FY)
（％）
(FY)
2010 of Honda
2011 passenger
2012
2013
2014
stalled in 99.2%
cars sold
in Japan,
with 89.9% of vehicles featuring an Eco Assist system.
99.2
100
■HC ■NOx
3. The Eco Assist
in multiple
ways. In "Econ" mode, priority is given to fuel economy, and the vehicle automatically controls the engine,
99.0
97.3works 98.3
97.2 system
（％） 100
■ ★★★Ultra-low
emission vehicles
(50%
cleaner the
than background
required by regulation)
motor,
fuel efficiency. It also includes
a coaching function,
which
changes
color of the
80 CVT, and HVAC system to effectively improve
89.9
100
■ ★★★★Super-ultra-low
vehicles
(75% cleaner
than required by regulation)
speedometer according to acceleration and braking efficiency, and a teaching function
that shows theemission
driver's
eco-driving
score.
～
60
30
40
20
20
50.8
(Units)
75.1
800,000
30.0
23.1
20.6
15.3
1.7
0
2010
2001
2011
～
10
0
2010
2012
2011
2013
2012
2014
2013
(FY)
2014 (FY)
700,000
600,000
500,000
400,000
300,000
200,000
35,819
594,059
16,431
11,784
542,747
549,394
5,317
673,805
1,814
803,672
J17
Direction
Products
Management
8 domains
Japan
INDEX >
Power Products
Honda develops power equipment based on the philosophy that less stress on users also can mean less stress on the environment.
HSL2511: the world's first snow blower with FI technology
● World's first auger assist function
In November 2013, we released the HSL2511, the first snow
blower in the world1 to incorporate fuel injection (FI) technology.
This two-stage snow blower employs the Honda Smart Auger System, which has three auger settings (auger assist,
auger lift, and auger reset) that make heavy snow-throwing work simple and easy. The world-first2 auger assist
function,3 which can be turned on and off with the flip of
a switch, makes simple work of snow-clearing jobs that
require more advanced techniques, such as clearing high
banks of snow in a step-wise fashion. The model's new
four-stroke V-twin engine, which includes a Honda-original electronic governor for regulating engine speed and
electronic fuel injection (a first in the world1 for a gasoline
HSL2511 two-stage snow blower (front)
engine-powered snow blower), delivers high fuel economy
and exceptional ease of operation and starting.
● Simple operation, powerful results
The adoption of a Honda-exclusive STR Governor and
powerful new V-twin engine provide class-leading2 snow
clearing performance of 140 tons per hour. Two operating
modes provide different engine output characteristics depending on the situation: Standard mode uses powerful
torque to achieve quick and easy snow removal, while Distance mode uses high speed, high output to throw snow
higher and farther—in fact, as far as 26 meters, the farthest
HSL2511 two-stage snow blower
(back)
Engine torque comparison between Distance and Standard modes
18
16
which features a speed guide monitor to help the operator
14
ciency in each mode.
At Honda, we develop snow blowers based on the philosophy that easier, more efficient operation not only reduces
stress for users but also reduces energy use through shorter
Engine torque (N·m)
in its class.2 The HSL2511 also includes a teaching function,
adjust the driving speed and obtain the highest work effi-
work times, thus shrinking our impact on the global envi-
Distance mode
12
10
Standard mode
8
6
Decreased engine speed from heavy load
4
2
0
ronment.
● Pursuing reliability, comfort, and ease of use
HSL2511 control panel
1500
2000
2500
3000
3500
engine speed(rpm)
4000
4500
*The engine is designed to provide much higher torque when
the engine slows down, making operation easy
The inclusion of FI eliminates the need for choke operation,
as high fuel economy. This also made the carburetor obso-
Can throw snow faster and farther
High
providing smooth starts even in frigid temperatures, as well
Electronic
governor
and after-use maintenance.
● Environmental performance
Engine
lete, along with the associated need for altitude correction
Conventional
governor
only delivers better practical fuel efficiency4 but also less
noise5 and fewer emissions.
Low
A new GX690H V-twin engine (displacement 688 cm3) not
Low
engine speed
1. For petrol engine snow blower (Honda internal data, as of July 31, 2013)
2. Honda internal data, as of July 31, 2013
3. J-type only
4. Approximately 15% better compared to the previous model in the same class, despite 20 cm3 larger engine displacement
5. When operated in Standard mode
3850rpm High
J18
Japan
INDEX ＞
Management
To reduce environmental impacts across the life cycles of its products, Honda sets and
executes policies and targets in each of eight domains of its operations.
J20
Environmental Management in Japan
J20
Environmental management organization　J21
Environmental auditing
J21
Environmental compliance and pollution prevention
J22
Environmental education
J24
Environmental accounting
J25
J26
The Eight Domains
of Honda Business Activities
J27 Product Development
Discussion : Executive Officer × Operating Manager × Associate / Environmental initiatives
J30 Purchasing
J34 Production
J40 Transportation
J44 Sales and Service
J48 Product Recycling (3Rs)
J53 Administration
J57 IT
J60
J60
Beach
clean-up efforts
J60
Watershed conservation
J60
J62
Cleanup campaigns
J62
HondaWoods
J19
Direction
Products
Management
8 domains
Japan
INDEX >
Since launching the Japan Environmental Committee in 1991, Honda has been developing and expanding its
institutional framework to put into practice the environmental principles articulated in the Honda Environment
Statement. We also have strengthened our environmental auditing and pollution prevention systems, provided
associates with training, and practiced other principles of an environmentally responsible organization.
Environmental management organization
In December 1991, we established the Japan Environmental
review progress in meeting targets set by each division. The
Committee to ensure that environmental initiatives in Ja-
committee proposes measures to address cross-divisional
pan are executed to the highest standards and to maintain
challenges and strives to maintain and achieve continuous
our leadership in the field. The committee holds meetings
improvements in environmental performance in Japan.
in each division to promote environmental impact reduc-
Each division sets its own targets based on the mid-term
tions, product and parts recycling, and other improvements
plans for environmental initiatives decided by the commit-
at facilities used by each division, in transportation, and
tee, and then follows the PDCA cycle to reduce environ-
at group companies. Executive officers and administrators
mental impacts, including those at associated facilities and
from production, purchasing, sales, service and parts, ad-
group companies, and improve environment-related proj-
ministration, and IT, as well as from Honda R&D, all take
ects and measures.
part in committee activities.
Since fiscal 2006, the committee has worked to bolster
The Japan Environmental Committee's role is to propose
initiatives at financially consolidated group companies in
mid-term environmental policies and targets based on
Japan.
analysis of social trends related to the environment and to
Organizational structure for implementing environmental initiatives in Japan
Facilities and companies covered
Production Divisions
Environmental Administrators
Green Factory Promotion Block
Purchasing Divisions
Honda Green Network Meeting
Japan
Environmental
Committee
R&D Divisions
Environmental Committee
Sales Divisions
Secretariat
Environmental Promotion Center
Environment &
Safety Planning
Office
Service and Parts Divisions
Administration Divisions
IT Divisions
Production sites
Production Planning Division
Quality Assurance Division
Honda Engineering Co., Ltd
Transportation group companies
Parts-manufacturing group
companies
Business sites of Honda R&D
Co., Ltd.
R&D group companies
Honda Access Corporation
Honda Motorcycle Japan Co., Ltd.
Automobile, motorcycle,
power product dealers
Sales-related group companies
Parts distribution warehouses
Service parts shipping
Headquarters/
other office facilities
Group companies
IT division of each business site
As of June 2014
J20
Direction
Products
Management
8 domains
Japan
INDEX >
Environmental auditing
The following is a summary of environmental management
We will continue to capitalize on management practices
activities in production, the part of our operations with a
geared toward ongoing improvement, including applying
large environmental footprint relative to other operations.
the PDCA cycle to legal compliance and environmental
Environmental initiatives at production facilities in Japan
measures and coordinating environmental policies by oper-
follow mid-term plans created by the Environmental Ad-
ating all production facilities under a single environmental
ministrators Committee and environmental management
management system.
programs based on annual targets. The ISO 14001 man-
This environmental management system also is subject to
agement systems used at our factories in Japan (Saitama,
internal auditing, including auditing within individual fac-
Tochigi, Hamamatsu, Suzuka, and Kumamoto) received
tories and reciprocal auditing between factories. External
certification in fiscal 1998 and were integrated into a single
audits are carried out by certification bodies.
system in fiscal 2011. The system was expanded to include
In fiscal 2014, we took immediate steps to remedy 11 issues
the Saitama Factory's engine plant, completed in fiscal
identified by external audits. We also continued to expand
2012, and will soon include the Saitama Factory's Yorii
our internal audit capabilities by training 132 additional
Automobile Plant, which started production in July 2013.
internal audit staff.　Environmental management structure
at factories
Independent certification body
Assesses implementation of the environmental management system
Integrated environmental
management system
Committee
Mid-term environmental plans and
annual targets
Environmental promotion
administrators
ISO Secretariat
Factories
Factories
Implementation
Implementation
Reciprocal
audits
Internal audits,
improvement
Internal audits,
improvement
Assesses legal compliance and
progress toward meeting targets
Revision, improvement
Environmental compliance and pollution prevention
Product recalls
When a product is discovered to have an unforeseen or potential environmental impact, Honda takes appropriate and
timely market-based action, including product recalls, in
accordance with related laws and regulations. There were no
environment-related product recalls in fiscal 2014.
Emergency protocol
Each factory and division has clearly defined pollution
prevention and mitigation procedures in preparation
for potential accidents or emergencies that could cause
environmental pollution. Emergency drills and training
events are held regularly in Japan to further increase
Emergency protocol　Head of
facility
operation
Environmental
Administrator
Emergency
or accident
Site
check
Site
check
Person who
discovered
problem
Report
Issue
instructions
Contact
Contact
Facility
Management
Division
Safety &
Disaster
Prevention
Center
Contact
Emergency
contact tree
Request action
Contact
Contractor
Off
hours
Relevant
internal/
external
organizations
emergency preparedness.
J21
Direction
Products
Management
8 domains
Japan
INDEX >
Legal compliance
Preventing air and water pollution
There were no violations of environmental laws or regula-
Our efforts to prevent air and water pollution include regu-
tions in fiscal 2014.
larly measuring and monitoring pollutant amounts in line
In management of daily operations, we received two com-
with voluntary standards that are more stringent than regu-
plaints/requests related to noise at production sites. We have
latory limits for plant effluent and exhaust gas from combus-
once again asked suppliers and other relevant parties to fully
tion systems.
address these complaints/requests.
Other issues
Compliance with Japan's PCB Special Measures Law
Our Green Factory initiative is one way we are maintaining mu-
In fiscal 2014, we disposed of 173 high-pressure capaci-
tually supportive and trusting relationships with the communi-
tors containing PCBs in compliance with the PCB Special
ties around our production facilities. Recent activities included
Measures Law. We will continue properly disposing of the
more frequent soil and groundwater monitoring through the
remaining 588 units of transformers, capacitors, and other
observation wells at factory sites.
devices containing PCB oil, annually reporting storage information to the proper authorities, and managing devices to
prevent leaks and accidents.
For details, please see
http://www.honda.co.jp/environment/report/japan/data/
(in Japanese)
● Providing systematic environmental education
acquire basic knowledge about the natural environment,
Honda provides a systematic environmental education pro-
the circumstances surrounding the mobility industry, and
gram for associates to ensure they understand the magni-
Honda's environmental initiatives. For new associates who
tude of the mobility industry's environmental responsibility
undergo hands-on training at factories following their initial
and to direct their attention toward ways they can help pro-
training, factory managers brief associates on environmental
tect the environment in their individual duties.
policies and initiatives unique to their workplace to foster an
We take a two-pronged approach to education: classroom
understanding of the environmental requirements of manu-
training for new hires, associates who have been promoted,
facturing processes. The same training is provided to mid-ca-
and associates working in hazardous environments; and
reer workers. Associates also receive training whenever they
practical training to raise the environmental awareness of as-
transfer to a different workplace.
sociates in their daily work. Learning is enhanced in an envi-
New managers are given an understanding of the level of
ronment where all associates have access to comprehensive
environmental awareness and knowledge that is expected of
information through our internal web portal and the Honda
them and a review of the direction Honda is taking in its en-
website.
vironmental programs. Regular classes and training sessions
Career
Classroom training
Training for Training for
mid-career
new hires
workers
Awareness-raising tools
General training
Environmental e-learning
Training for associates who work
in hazardous environments
Eco-etiquette activities
Training for internal
environmental auditors
Honda Green Action
Honda Green Conference
Training for managers
Practical training
Information
Internal web portal　Honda website
also are held for associates who work in hazardous environments and for internal environmental auditors.
●Practical training
Practical training is offered on a continual basis and is geared
toward raising environmental awareness with applications in
day-to-day operations and sharing environmental best practices that cannot be covered by classroom training alone.
〈 Honda Green Action〉
・Eco-etiquette activities　To implement environmental initiatives effectively, our associates need to be sensitive to environmental issues and act within
their power to effect change. In 2009, Honda Motor Co., Ltd.
● Classroom training
launched an initiative to spur individual action, called Honda
All of our business sites, subsidiaries, and affiliated com-
Green Action, and expanded the initiative to the rest of the Hon-
panies plan and implement environmental educational
da Group in 2010.
programs based on their respective environmental management systems. During their initial training, new associates
J22
Direction
Products
Management
8 domains
Japan
INDEX >
・Environmental e-learning
and waste sorting.
We supplement classroom education about our environ-
Motivated by these tools, associates take individual action to
mental management systems with self-supervised train-
reduce environmental impacts in their daily activities.
ing that includes the Honda Environmental Certification
e-learning program. The program features quiz-type tutorials designed to deepen general knowledge about environmental issues, global developments, and topics we are
PC accessories (top)
addressing with the Honda Green Action initiative. This
"Save energy" sticker
(bottom left)
training, which is open to associates of all positions and
"Save water" sticker
(bottom right)
levels of expertise, is helping to raise environmental awareness across the organization by being easily accessible via
〈 Honda Green Conference 〉
the company intranet and website.
Honda Green Conferences have been held since 1999 to
The first two courses, released in fiscal 2013 and 2014, cov-
share and disseminate best practices for reducing the envi-
er Honda's top-priority topics of climate change issue and
ronmental impact of the Honda Group in Japan and to en-
energy issue. We plan to release a new course every year to
courage such practices to take root throughout the organi-
continue promoting environmental activities and raising
zation. Each business domain holds an annual conference
the environmental awareness of all associates.
and the Honda Group holds a general conference every
three years to highlight and share outstanding initiatives.
The Honda Green Conference 2013 held in December highlighted eight initiatives selected from the annual conferences
conducted between fiscal years 2012 and 2014. (Read more
about Honda Green Conference 2013 on page J04.)
Honda Environmental Certification
Exam: Climate change issue
Honda Environmental Certification
Exam: Energy issue
・Awareness-raising tools
In Honda Green Action, various tools are created to bring
associates' attention to the many things they can do on their
own to protect the environment.
During Environment Month held every year in June, Honda distributes awareness posters and stickers promoting
energy conservation. In fiscal 2013, computer accessories
and a screen saver urging associates to save energy and not
to overcharge their laptops also were distributed. Sticker
themes also were expanded to include water conservation
Honda Green Conference 2013 held at Hotel Twin Ring on December 4, 2013
Leafel takes the stage, online and in real life
Leafel, Honda's environmental mascot, is doing everything it can to
help a wider audience understand Honda's environmental initiatives.
Leafel's Forest
http://www.honda.co.jp/leafel/
(in Japanese)
Leafel's dedicated website, "Leafel's Forest" (in Japanese only), features various content such as "Leafel's Story" and "Leafel's Secrets"
and also includes announcements on events in Japan where it plans
to make an appearance. Leafel also is the star on Honda e-PRESS,
Honda's official Facebook page for environmental topics.
Honda's official Facebook: Honda e-PRESS (in Japanese)
https://www.facebook.com/honda.epress
J23
Direction
Products
Management
（年度）
Honda
2009
8 domains
（単位：万t-CO2換算）
2010
直接排出量
■ 生産　■ 非生産
ENVIRONMENTAL
ANNUAL REPORT 2014
47
2011
Environmental accounting
Japan
48
INDEX >
44
92
2009
In addition to tallying the costs associated with environmental activities
indicators of our corporate value but are also used as a reference for mak-
and investments, Honda also discloses information on the material,
ing administrative decisions regarding environmental innovation. Going
economic, and customer benefits of these activities and investments, as
forward, we will continue working to improve the accuracy of these data,
well as the overall environmental efficiency of our business. These data,
including those reported by consolidated subsidiaries and affiliated compa-
which are made available to our external stakeholders, not only serve as
nies in Japan.
2010
間接排出量
2011
● Cost of environmental conservation activities and investments in fiscal 2014
Category
Business
area
costs
● Air, water, and soil pollution prevention
Global environmental
conservation costs
Recycling costs
Upstream/downstream costs
0
20
40
60
FY2014
59
● Global warming mitigation, ozone depletion prevention, and other conservation activities
3,097
2011
515
2,226
● Waste processing, treatment, reduction, elimination, and recycling
2,279
1,280
254
2010
4
Management costs
Research and development
costs
● Research, development, planning, and design for impact reductions （年度）
across product life cycles
(R&D costs for advanced eco-cars, including EVs and PHVs)
Local conservation costs
● Environmental improvement measures, including ecosystem protection,
cleanups, green space development, and natural landscape conservation
● Local conservation and communication activities
(beach cleanups and watershed conservation activities)
2009
1,102
527
3,000
6,000
2,424
10,235
発生量
215,188
528
9,000
12,000
35
15,000
5,579
16,456 421,800186,513
有価物
（単位：t）
330,800
重量ベースで総発生量の0.01%以下
0
239
発生量
有価物
0
2
16,835
440,500
194
342,800
4
社外直接埋立量
合計
557
11,940
■ 生産　■ 非生産
社外直接埋立量
2010
● Remediation of polluted soil
1,795
12,780
7,870
0
43
（単位：千㎥）
Expenditures
11,800
(million yen)
7,710
45
2011
100
FY2013■ 生産　■ 非生産
1,903
● Collection, recycling, resale, and proper disposal of products 排水量
manufactured and sold
● Industry organization and other membership fees
80
Investments
(million yen)
1,177
2010
使用量
● Installation, operation, and acquisition of certification for environmental
management systems
● Environmental impact monitoring and measurement
● Management and training of associates and organizations responsible for
environmental conservation
(expenses for environment-related communications activities)
Environmental damage costs
84
（年度）
Investments
Expenditures
2009
(million yen)
(million yen)
Major activities and investments
Pollution
prevention costs
84
221,597
0
4
19,559
196,272
453,200
発生量
・Companies covered: Honda Motor Co., Ltd., Honda R&D Co., Ltd., Honda Engineering Co., Ltd.,
and Honda
Access Corporation ・Accounting
period: April 1, 2013,
2011
348,000
有価物
to March 31, 2014 ・Some figures are estimated values. ・Guidelines, guidebooks, and other environmental accounting publications by Japan's Ministry of the Environment were used as references. ・Figures were calculated on a cash-flow basis with depreciation社外直接埋立量
and amortization
expenses
excluded.
0
● Material benefits
Energy use
〈 Customer benefits 〉
Water use
FY2013
13,400
13,300
100
4,990
4,790
200
1,000㎥
Difference
CO2 emissions
t-CO2
709,200
656,800
52,400
CO2 emissions from
transportation
t-CO2
65,200
64,400
800
(as a high-volume shipper)
500,000 600,000 700,000
In fiscal 2014, the higher average fuel efficiency of our products
FY2014
TJ
100,000 200,000 300,000 400,000
Total waste generated
t
194,300
198,000
-3,700
ASR1 recycling rate
%
96.0
94.2
2
VOC2 emissions
t
2,580
2,660
-80
PRTR3 emissions
t
800
820
-20
brought our automobile customers in Japan approximately
42.4
■ 生産
（単位：t）
（年度）
billion
yen in savings, resulting in a cumulative customer savings
4,970
VOC
from fuel-efficiency gains of 256 billion yen since fiscal 2001.
2009
1,650
■ Method usedPRTR
to calculate customer benefits
Change in average fuel efficiency4 each fiscal year × average distance traveled5
× average gasoline price in each fiscal year6 × number of vehicles owned7
4. Based on theVOC
10 -15 test cycle
4,300
5. Ave
ra ge d i s t a n ce t rave l e d p e r ye a r a cco rd i n g t o t h e m o t o r ve h i c l e
2010
transportation
statistics
complied
by
Japan's
Ministry
of
Land,
Infrastructure
1,600
PRTR
and Transport (=10,000 km)
6. Source: Oil Information Center, the Institute of Energy Economics, Japan
7. Cumulative total,
vehicle history
VOCtaking into account new vehicle sales and average
4,150
2011
〈 Environmental
efficiency 〉
PRTR
1,350
We use the following formula to define and measure the
environmental efficiency
of our business
activities
and promote
0
1,000
2,000
3,000
4,000
5,000
continuous improvement in environmental management.
Environmental efficiency in fiscal 2014 was 45% higher than it
was in FY2001.
● Economic benefits
Environmental efficiency = Business size (net sales) ÷ Environmental impact (CO2 emissions)
〈Effect on revenue and expenses 〉
160
141
150
Cost reductions
from saved
energy
Installed technologies
Behavioral changes,
etc.
Total
FY2014
FY2013
3.8 bil
2.4 bil
120
0.1 bil
0.2 bil
100
0.05 bil
0.1 bil
3.9 bil
2.7 bil
130
110
117
126
145
119
100
90
80
2000
～
～
Income from sale of valuable waste materials
140
2009
2010
2011
2012
1. ASR: Automobile Shredder Residue
（年度）
2. VOC (Volatile Organic Compounds): Organic chemical substances that cause photochemical
smog and are common in paint and thinner solvents
3. A PRTR (Pollutant Release and Transfer Register) is a national or regional database of information
the environmental release and off-site
transfer
2010 on 排水量
7,710
of potentially hazardous chemical substances from industrial and other facilities.
2011
排水量
7,870
2013
(FY)
J24
Indirect energy
consumption
2012
7,120
2013
Direction
2014
7,270
Products
0
Indirect energy
Management
7,640
2,000
4,000
6,000
■ Production　■ Non-production
(FY)
Direct energy
emissions
2,000
4,000
480we strive to make our production facilities
Through our Green
2011 Factory initiative,
Direct energy
6,000
8,000
7,840
2012
7,120
■ Production　■
Honda ENVIRONMENTAL
ANNUAL Non-production
REPORT
7,270 2014
2013
(FY)
2011
2012
(1,000 t-CO2e)
Japan
470
0
7,640
480
2,000
4,000
INDEX >
8,000
6,000
440
2013
(1,000 t-CO2e)
470
0
2010
2014
8,000
2010
consumption
8 domains
2011
430
(FY)
2014
in 2010
Japan
440
the pride of
(1,000 t-CO2e)
the470
communities
440 to conserve energy, cut waste, and reduce environmental
2011
in which
they2012
operate. We are working
impacts 480
in other areas
2010
emissions
430
2013
as well by promoting
green logistics,
green dealers, and green offices.
440
2014
*Totals with more than three digits have been rounded to three significant digits.
2010
Indirect energy
2011
840
2012
840
2013
(FY)
2014
2010
consumption
2011
(TJ)
0
200
400
600
2012
800
1,000
12,800
7,180
7,640
11,900
7,110
7,840
11,300
6,950
7,120
11,800
7,040
7,270
(1,000 t-CO2e)
440 331
470
Less than 0.01% by weight
2011
480
Generated
2010
Direct energy
2011
Sold for 2012
reuse
emissions
2011
Landfilled
Indirect energy
2013
440
343
840
430
2012
emissions
Generated
2014
2013
2012
453
2010
200
400
Generated
2011 0
Indirect energy
2013
Sold for reuse
2012
emissions Landfilled
2013
(FY)
1,150
920
800
459840 1,000
600
1,200
337
840
(1,000 m3)
1,050
Generated
2010
458
2014
11,800
2013
Honda Group in
Japan
0
100
200
300
500
600
■ Other waste and emissions
2014
2014
2011
2
PRTR
3,000
WastewaterVOC
2012
2011
volume
PRTR
(FY)
2012
2010
6,000
1,650
1,600
VOC
2014
Generated
PRTR
Generated
VOC
2011
2014 Sold for reuse
PRTR
(FY)
Landfilled
1,200
0
1,000
2,000
4,970
12,000
15,000
volume
3,920
4,150
8,300
422
331
12,000
3,560
9,000
(1,000 t)
15,000
440
3,180
343
(1,000 t)
3,000422
4,000
Generated
453
Sold
for reuse
331
2012 Landfilled
LessMotor
than 0.01%
by weight
Companies
Co., Ltd.
and nearly
all production-related
Sold covered:
for reuseHonda
348
consolidated
subsidiariesLess
andthan
affiliated
companies
Landfilled
0.01% by
weight
440
Generated
5,000
400
600
800
1,200
(1,000 m3)
1,050
11,800
12,800
0
200
400
600
800
1,000
1,150
1,200
11,900
■ Production　■11,300
Non-production
11,800
11,800
2011
2011
7,700
2012
7,900
2013
8,000
2011
1,000
840
840 Non-production
2014
12,800
11,900
11,300
8,300
0
3,000
6,000
(1,000 m3)
11,800
9,000
7,700
12,000
15,000
Companies
affiliated companies of the
Wastewatercovered:
7,900
2012 All consolidated subsidiaries and
Honda Group in Japan
volume
■ 8,000
Production　■ Non-production
2013
*Disclosure of wastewater volume began in fiscal 2011.
(1,000 t)
(FY)
*Wastewater volume data are partially based on estimates.
8,300
Generated
2014
422
2010
Sold for reuse
0 Less than3,000
6,000
Landfilled
0.01% by weight
331
9,000
■2011
Waste
Sold for reuse
(FY)
Landfilled
Generated
2010 Generated
Sold for reuse
2012
Sold
for reuse
Landfilled
Landfilled
2012
2014
2013
(1,000 t)
422
453
331
348
440
Landfilled
Generated
459
343
337
Sold
for reuse
Generated
Landfilled
Sold for reuse
Generated
Landfilled
Sold for reuse
453
348
458
347
by weight
0 Less than
100 0.01%200
300
459
337
400
500
Generated
2014
15,000
■
343
Generated
Landfilled
12,000
440
Generated
600
700
600
700
458
Sold for reuse
347
Landfilled
0
100
200
300
400
500
■ Production
(FY)
(t)
Companies covered:
Nearly all consolidated subsidiaries and affiliated compaVOC1
4,970
nies
of the Honda Group in Japan
2010
1,650
PRTR2
2011
2012
(FY)
2010
2013
■ 8,000
1,350
Sold for reuse
0
3,000
6,000
VOC
2013 Landfilled
1,280
PRTR
2010
(t)
7,700
9,000
7,900
2013
Generated
■ Production
11,800
8,300
0
Wastewater
Water use
700 m3)
(1,000
*For information about
(FY)greenhouse gas calculation methods, see the MOE/METI (2013)
11,800
2014
"Greenhouse Gas2010
Emissions Calculation and Reporting Manual, ver.3.4"11,800
and WRI/
WBCSD (2004) "The Greenhouse Gas Protocol (Revised Edition)."
12,800
2011
purchased electricity are calculated7,700
for each utility based
on the
*CO2 emissions from
2011
latest emission factors.
11,900
Water
use
2012
Wastewater
7,900
2012
*Calculations are based mainly on emissions from stationary sources.
volume
11,300
2013
8,000
2013
200
(FY)
2014
2010
■ Production　■11,300
Non-production
400
0
2013
1,150
12,800
2011
Sold for reuse 0
347
200
400
600
800
1,000
1,200
11,900
Water use
2012 Less than 0.01% by weight
Landfilled
Companies covered: All consolidated subsidiaries and affiliated companies of the
VOC1
2012
1,150
920
Generated
Sold
for reuse
2013 Landfilled
Sold for reuse
1,050
348
1,050
(FY)
2013
Water use
2011
840
440
Sold for reuse
Landfilled
2014
920
440
840
440
2010
2014
2011
7,040 (TJ)
11,800
7,160
■ Greenhouse gas emissions
(FY)
emissions
1,200
7,110
(FY)
Sold for 2014
reuse
2010
Landfilled
430
2012
7,180
6,950
(1,000 m3)
2013
(FY)
(FY)
2014
2010
2010
840
energyuse, wastewater volume
■Indirect
Water
7,160 1,150
3.6 GJ/MWh.
3,000
6,000
9,000
12,000
15,000
7,640
2014
470
2010 0
*Calculations are based mainly on energy consumed by stationary sources.
*A terajoule (TJ)
is a unit of energy, "tera" meaning
4801012.
2011
0
2,000
4,000
6,000
8,000
Direct energy
440 ■ Production　■ Non-production
2012
emissions
(1,000 t)
(FY)
430
2013
Generated
422
Non-production
2010
2014
2013
2011
7,700
2011
7,640
2014
7,640
2010
Wastewater 2012
7,900
2,000
4,000
6,000
8,000
7,840
2011 0
volume
8,000
Indirect energy 2013
Companies covered:
of
7,120
2012 All consolidated subsidiaries and affiliated companies
consumption
the Honda Group
8,300
2014in Japan
7,270
2013
*Purchased electricity
standard
(FY) has been converted to joules using the international(1,000
t-CO2e)
2014
2013
2012
emissions
920
440
2014
2010
1,050
2011
2011
2010
Direct
Water energy
use
2012
2012
consumption 2011
2013
Indirect energy 2013
2012
consumption 2014
2014
2013
2010
2012
2011
emissions
Indirect energy
920
■emissions
Energy consumption
Direct energy
Direct energy
2011
2014
2012
2013
2014
160
VOC
3,920
PRTR
1,600
VOC
PRTR
4,150
■ Production
1,350
PRTR
VOC1
VOC
PRTR2
PRTR
VOC
VOC
PRTR
PRTR
VOC
(t)
1,650
1,280
3,180
1,600
1,200
0
1,000
2,000
1,350
3,000
4,150
5,000
3,560
1,280
PRTR
VOC
3,180
1,200
PRTR
0
140
3,920
4,000
VOC
150
4,970
3,560
130
125
1,000
2,000
3,000
126
117
120
4,000
5,000
119
2012
130
120
110
2014
100
Generated
Sold for reuse
Generated
Landfilled
100
Sold for reuse
126453
125
117
348
347
458
119
150
80
140
130
120
2000
～
～
2011
100
110
343
Sold
for reuse
Generated
459
1. VOC
Organic Compounds):
Organic chemical substances
that cause photochemical smog and are common in paint and thinner solvents
160 (Volatile
100
2013 Landfilled
2. A150
PRTR Sold
(Pollutant
Release and Transfer Register)
for reuse
337 is a national or regional database of information on the environmental release and off-site transfer of poten160
90
tially
hazardous
chemical
Less substances
than 0.01% by from
weightindustrial and other facilities.
Landfilled
140
2008
125
2009
117
2010
126
2011（年度）
119
J25
Direction
Products
Management
8 domains
Japan
INDEX >
The Eight Domains of
Honda Business Activities
To facilitate progress in reducing the environmental impacts of our business activities,
Honda divides these activities into eight domains, one for each stage in the life cycles of
our products̶from development through end-of-life.
Annual and mid-term policies and targets for environmental initiatives are set for each domain.
For more information about environmental targets and results in each domain,
see page D16 of Honda Environmental Annual Report 2014: Data Index.
Major initiatives in the eight domains
Promote "green purchasing"
・Energy and resource conservation at suppliers1
・Zero waste and emissions initiatives at suppliers
Promote
"green laboratories"
Promote "green factories"
・Energy and resource conservation
・Energy and
resource conservation
・Zero waste and emissions initiatives
・Zero waste and
emissions initiatives
・Carbon Smart
Deveropment
Project
Promote "Green
ICT"
Promote
・Energy conservation
・Reduce CO2 emissions
"green offices"
・Reduce waste generation
・Reduce water use
3R initiatives
in product development
3R initiatives for parts
Promote "green logistics"
3R initiatives for end-of-life products
・Increase transportation efficiency
・Use less packaging
Promote "green dealers"
・CO2 emissions reductions at sales companies
Triple Zero symbols
In this report, specific measures, activities, products,
and technologies that contribute to realization of the
Triple Zero concept are indicated with one or more of
three Triple Zero symbols.
CO2 emission
reduction/
elimination
technology
For more information about the Triple Zero concept, see page G22 of the Global Report.
Waste
reduction/
elimination
or 3R technology
Energy risk
reduction/
elimination
technology
1. Suppliers: All direct suppliers of consolidated group companies.
J26
Direction
Products
Management
8 domains
Japan
INDEX >
Recognizing that reducing CO 2 emissions from
product use is critical to the preservation of the
Product
Development
global environment, Honda is aggressively pursuing
development of fuel-efficient products. That is why
we also are working to reduce the carbon footprint
of the development processes themselves, with inspiration taken from the motto "low-carbon development of low-carbon products." We are working to
reduce various other environmental impacts from
these processes as well.
Discussion
Executive Officer × Operating Manager × Associate
Setting a high bar to cut emissions even as we
scale up development.
Kazuhito Aizawa
Chief Engineer,
Automobile R&D Center, Honda R&D Co., Ltd.
Toshiyuki Kurihara
Director of Development and Innovation,
Shinya Ogawa
General Manager,
Administration Office, Honda R&D Co., Ltd.
Systems now in place to make real progress on low-carbon development
In the product development domain, what are Honda's long-term or constant environmental goals?
What efforts were made in fiscal 2014 in pursuit of these goals?
Kurihara: Our highest environmental priority in product development is to develop and offer to customers products that
have the lowest possible environmental impacts. By this I mean cars with excellent fuel efficiency and low CO2 emissions.
The second priority is to ensure that our development operations themselves have low environmental impacts. We use
the motto "low-carbon development of low-carbon products" to articulate these two aims. In recent years, we have focused on modifying the work environment, facilities, and structures to support low-carbon development. In fiscal 2014,
we expanded the scope of activities at the Tochigi R&D Center1 beyond the original Carbon-Smart Development Project 2
to a committee structure that covers the entire Center. With this change, we have finally laid the groundwork for implementing measures that reduce environmental impacts on a significant scale.
1. Officially, the Automobile R&D Center (Tochigi) of Honda R&D Co., Ltd. It is engaged in automobile product development.
2. Learn more in Case 15 of "Environmental Documentary—Honda Face."
(http://world.honda.com/environment/face/)
J27
Direction
Products
Management
8 domains
Japan
INDEX >
Product Development
Ogawa: In the Facility Administration Department of the Operations Office, we are
focused on the energy conservation and efficiency of our offices and test facilities.
Looking back over the past three years, we have challenged ourselves to make big
reductions in electricity consumption and CO2 emissions ahead of the Revised Energy Conservation Act, which took effect in April 2014, by installing cogeneration
and large-scale solar equipment and power storage systems, and by cutting peak
electricity consumption during summer and winter. A major achievement in fiscal
2014 was the completion of a project to obtain measurement data on actual electricity, gasoline, and utility gas consumption at about 5,000 locations onsite; this
formed part of a larger energy visualization effort conducted in tandem with the
Carbon-Smart Development Project. With the systems now in place, we can see, at
a glance, where and how we are consuming energy. And we have already initiated a
number of actions based on this new input, such as reducing standby electricity consumption on days when the Center is closed.
Aizawa: Engineers naturally want numerical measures of what we are doing; once we see
data, wasted energy enters our realm of responsibility. In that sense, making things more
Toshiyuki Kurihara
Director of Development and Innovation,
visible has had a big impact on raising the awareness of individual associates here. In fiscal 2014, as members of the low-carbon project, we reviewed the operating methods of the facilities and promoted greater efficiency.
The fact that we were able to meet our CO2 emissions reduction targets for the entire R&D
Center for fiscal 2014 is a major achievement.
Shifting to low-carbon development
without slowing down
What will be your policy or course of action at the start of the new mid-term that begins
in fiscal 2015? How will front-line associates execute this?
Kurihara: From fiscal 2015 onward, energy consumption at the Tochigi R&D Center is expected to increase as we develop more models for the global market and
as we become increasingly involved in development associated with F1 racing. But
Honda's mission as a mobility company requires that we set a high bar for reducing
total CO2 emissions. With energy monitoring systems in place and the transition to a
committee structure complete, we now have a solid foundation on which to build. If
Shinya Ogawa
General Manager,
Administration Office, Honda R&D Co., Ltd.
we can continue executing our plans, I really think we can achieve our goal.
Ogawa: Besides actually implementing these measures to reduce CO2 emissions,
another task of ours is to consider measures to execute in the next mid-term. There
is no end to environmental improvement; it continues on indefinitely. If we are looking at only today, we will miss out on actions we can take in the future. This means
looking three to five years ahead to identify solutions and make plans to bring our
development operations ever closer to being carbon free. Fiscal 2015 will be a crucial year in this process.
Aizawa: Ultimately, it is on the frontlines that ideas arise that pave the way to the future. Because energy monitoring has finally given us the big picture on energy use, I have received a
number of ideas about how to change things to reduce energy consumption at the wind tunnel testing facility where I work. The key is to establish a work environment where people can
articulate their ideas, share them using graphic tools, and incorporate them into further planning. It is also important to cut impacts through our actions as individuals. That is my role, as I
have been involved in low-carbon development here since the time it was just a project.
Kazuhito Aizawa
Chief Engineer,
As a member of the Carbon-Smart Development Project, revised and improved efficiency of facility operation methods
Kurihara: Cutting waste and unnecessary processes onsite, while further advancing low-carbon
development without slowing the pace―this is the ultimate direction we need to take and Honda's
social responsibility as a manufacturer of mobility products. I myself will actively communicate
this through committee activities and other opportunities so everyone on the frontlines can understand. Together, I hope we can become an environmental leader in product development.
J28
1,500
Products
Management
8 domains
1,000
Honda
1,000
500
500
500
0
Product Development
Environmental initiatives at Honda R&D
● Energy and resource conservation
0
0
pursued its goal of reducing per-unit CO2 emissions by 6% from fiscal
200
150
200
2013, we have proactively introduced more efficient equipment, such as
LED lighting, upgraded heat source equipment, refurbished motors for
air conditioners, and upgraded room air conditioners.
In fiscal 2014, to meet Hokkaido Electric's strict 6% power-saving reduc-
Japan
25
25
25
0
2009
2010
2009
2009
2010
2010
>
（年度）
2011 INDEX
0
2011
2011
150
100
150
100
50
100
50
0
50
0
0
100
100
104
100
77
81
81
77
77
139
144
125
125
139
139
144
144
78
78
150
152
150
150
152
152
2010
2011
2012
2013
2010
2010
2011
2011
2012
2012
2013
2013
113
113
113
2001
2001
2001
125
Water use
Per-unit water use
Proving Ground adjusted the operation of air conditioning equipment to
■
Total 3water
use
(1,000
)
■
Totalmwater
use
Per-unit water use
Per-unit water use
ed taking steps to reduce water consumption in dishwashers, reducing
water consumption by changing the operation of water filter equipment,
and the proactive use of spring water at the Motorcycle R&D Center.
● Zero waste and emissions
1,500
(1,000 m3)
(1,000 m3)
1,500
1,500
1,200
1,200
1,200
900
80
60
80
60
40
60
40
20
40
20
020
0
2014 (FY)
2014 (FY)
900
900
600
600
600
300
（％）
150
（％）
（％）
150
150
120
100
100
1,180
77
76
73
75
75
1,120
77
77
1,220
74
76
76
1,260
1,260
1,260
73
73
1,410
1,120
1,120
1,220
1,220
74
74
1,320
1,320
1,320
1,410
1,410
2010
2011
2012
2013
2010
2010
2011
2011
2012
2012
2013
2013
2014 (FY)
0
1,180
1,180
300
300
0
0 2001
0
2001
2001
120
120
90
75
90
90
60
60
60
30
30
030
0
2014 (FY)
2014 (FY)
Honda R&D's target for waste generation in fiscal 2014 was a 27% re-
Waste generation
duction from fiscal 2001. By ramping up waste separation efforts and
■ Total waste generation
Per-unit waste generation
converting more waste into salable material, it achieved a 38% reduction.
■ Total waste generation
■(t)Total waste generation
Per-unit waste generation （％）
of a rag supply service.
12,000
12,000
9,000
The Automobile R&D Center in Wako has been promoting reductions
9,000
9,000
6,000
in chemical emissions by continuously switching to low-VOC1 paint for
6,000
6,000
3,000
prototype vehicles. Moreover, all sites select paint thinners that contain
3,000
3,000
0
lower levels of hazardous chemicals.
● Carbon-Smart Development Project
Honda R&D, which researches and develops automobiles, motorcycles,
and power products, is Honda's key product development organization.
The Automobile R&D Center (Tochigi) has been implementing the Carbon-Smart Development Project since 2010, under the slogan "low-car2
bon development of low-carbon products."
In fiscal 2014, we used the approximately 5,000 smart meters already installed at the Tochigi R&D Center to graph parameters such as electricity
consumption and CO2 emissions from the use of testing equipment and
other types of equipment, and we now monitor the status of electricity
consumption for almost all equipment. This information is displayed via
0
0
150
（％）
（％）
150
150
120
100
100
100
10,800
82
82
11,900
76
76
10,400
10,800
10,800
2001
82
76
11,900
11,900
10,400
10,400
～
～
～～
～～
reviewing the sludge removal standards for septic tanks, and by the use
15,000
(t)
(t)
15,000
15,000
12,000
2001
2001
76
69
76
76
11,600
62
69
69
11,300
11,600
11,600
11,300
11,300
2010
2011
2012
2013
2010
2010
2011
2011
2012
2012
2013
2013
62
62
11,000
11,000
11,000
120
120
90
90
90
60
60
60
30
30
030
2014 (FY)
0
0
2014 (FY)
2014 (FY)
Tochigi R&D Center
Carbon-Smart
Development
Project
■
CO2 排出量　■ CO
2 排出量原単位指数
■ CO2 排出量　■ CO2 排出量原単位指数
（t-CO
（％）
2） 100
■ CO
CO2 排出量原単位指数
2 排出量　■
Low-carbon
development
of low-carbon products
25,000
（t-CO2） 100
（t-CO2） 100
25,000
25,000
20,000
87.4
82.6
87.4
81.0
87.4
82.6
Reduce
development
use
81.0
21,989
82.6 energy
81.0
18,495
Streamline
21,989 development testing
21,989
19,547 not
(Efficiency/rationalization
44.0
18,495
19,547
14,015
equipment
Turn off power
the primary target) 18,495
15,000New
Save power 44.0
15,000 Ongoing
10,000
44.0
14,015
Ongoing
10,478
efficiency improvement
14,015
rationalization
Leverage
10,000
Energy storage
10,000
10,478
5,000
Solar
Equipment Power down
10,478
20,000
20,000
15,000
5,000
5,000
0
19,547
Cogeneration
Waste heat
2000
0
0
2000
2000
energy
infrastructure
100
（％）
（％）
100
100
80
ホンダ
ホンダ
ホンダ
80
80
60
60
60
40
40
40
20
20
020
～
～
～～
～～
Municipal waste was reduced by 7% due to waste reduction achieved by
本田技
本田技
100
80
100
2014 (FY)
0
100
～
～
～～
～～
2001; ultimately, it achieved a 27% reduction. Specific strategies includ-
本田技
120
（％）
（％）
120
100
120
*0.378 t-CO2/MWh was used as a fixed CO2 emissions factor
for electricity across all years
■ Total water use
Honda R&D also worked to cut per-unit water use by 20% from fiscal
（％）
81
78
tion target for the winter season compared to fiscal 2011, the Takasu
reduce peak demand.
0
（年度）
（年度）
■ Total
CO2 emissions ■ Per-unit CO2 emissions
CO
2 emissions
Honda R&D Co., Ltd. endeavored to conserve energy in fiscal 2014 as it
Also, along with the significant upgrades that have continued since fiscal
75
75
50
1,384
1,384
(1,000
t-COCO
2)
■ Total
■ Per-unit CO2 emissions
2 emissions
■ Total CO2 emissions ■ Per-unit CO2 emissions
300t-CO2)
(1,000
104
(1,000 t-CO100
2)
100
300
250
300
104
100
250
200
250
2001; it achieved a 23% reduction.
75
75
75
1,384
1,657
1,657
50
ENVIRONMENTAL ANNUAL REPORT 2014
50
～
～
～～
～～
Direction
1,657
1,848
1,848
1,500
1,500
1,000
Strengthen
2008 education/training
2009
2010
2011（年度）
0
0
Create Tochigi R&D Center
2008
2009
2010
2008 and philosophy
2009
2010
slogan
2011（年度）
2011（年度）
the in-house Social Networking Service (SNS). We have created a system
that allows the many engineers at the Tochigi R&D Center to suggest
ways to further reduce energy consumption on an ongoing basis, year
after year. We refer to this as an "awareness-raising tool," and plan to further strengthen communication among engineers in order to promote
activities to cut carbon emissions.
■ 水資源使用量　■ 水資源使用量原単位指数
■ ㎥）
水資源使用量　■ 水資源使用量原単位指数
（
■
120,000
（㎥）
（㎥）
120,000
120,000
90,000
90,000
90,000
60,000
60,000
60,000
30,000
（％）
160
（％）
（％）
160
160
120
131.8
131.8
131.8
79,864
79,864
79,864
99.5
100
99.5
99.5
100
100
72.9
57,629
72.9
72.9
41,449
61,285
61,285
61,285
57,629
57,629
30,000
30,000
41,449
41,449
120
120
80
80
80
40
40
40
0
2011 （年度）
0
0
2011 （年度）
2011 （年度）
Screenshots
of awareness-raising tools
0
0
0
2008
2009
2010
2008
2009
2010
2008
2009
2010
1. Volatile Organic Compounds: Organic substances that cause photochemical smog and are commonly used in the solvents of paints and thinners.
2. Read more about the Carbon-Smart Development Project in CASE 15 of "Environmental Documentary Honda Face."
J29
■ 廃棄物等発生量　■ 廃棄物等リサイクル率
■
廃棄物等リサイクル率
100
（廃棄物等発生量　■
t廃棄物等発生量　■
）
99.9
99.3
■
廃棄物等リサイクル率
93.1
2,500
100
（t）
99.9
99.3
100
100
100
100
（％）
100
（％）
Direction
Products
Management
8 domains
Japan
INDEX >
Honda purchases a vast number of product parts
from suppliers. Their cooperation, therefore, is
essential to reducing environmental impacts at
Purchasing
every stage in our products' life cycles. We created
the Global Environmental Vision for Purchasing to
unify efforts toward this single objective. We are
joining our worldwide network of materials and
parts suppliers in a concerted and engaged effort
to reduce the overall environmental impact of our
operations.
Discussion
Working with suppliers to eliminate
all supply chain CO2 emissions
Jun Doi
Assistant Manager,
Purchasing Global Operations Planning Office
Naoto Matsui
Chief Operating Officer for Purchasing Operations
Hiroshi Saito
General Manager,
Suppliers play a key role in monitoring CO2 emissions throughout our supply chain.
In the purchasing domain, what are Honda's long-term or constant environmental goals?
Matsui: Honda products incorporate an extraordinarily large number of parts from suppliers. One Honda automobile, for
example, uses more than 20,000 parts purchased from specialized vendors. The point here is that these suppliers' manufacturing facilities are located all around the world, and each facility emits carbon dioxide. In the purchasing domain, our aim is
to reduce CO2 emissions from the supply chain to the absolute minimum. The manufacturing operations of Honda and of our
suppliers have been a welcome presence in communities around the world, and we believe continuously improving our environmental performance is essential to maintaining favorable relations in the future.
We created the Global Environmental Vision for Purchasing to "globally carry out corporate activities that are mutually harmonious with and beneficial to local communities in order to continue exceeding customer expectations in terms of quality, cost,
delivery, development, and the environment (QCDDE)." We are sharing these guidelines with our suppliers and working with
them to realize this vision.
J30
Direction
Products
Management
8 domains
Japan
INDEX >
Purchasing
Saito: In fiscal 2014, we fulfilled our plan to widen the scope of CO2 monitoring to all
suppliers worldwide. We have several hundred direct suppliers in Japan alone, and
our global supply chain when extended upstream to include the original raw material
suppliers comprises an enormous number of companies. Asking suppliers to also
monitor carbon emissions in their upstream procurement chains enables comprehensive emissions management over the entire supply chain. Monitoring may sound
simple, but it's actually a huge collaborative effort with suppliers around the world.
Doi: In fact, suppliers play a crucial role in managing and ultimately reducing CO2
emissions from our value chain. That is why it is so important for us to share our
thinking and objectives with them. To communicate our intentions clearly, we hold
meetings with their directors and workers and visit their facilities. I have realized from
our talks that they actually have a very strong awareness. I am the one to initiate the
meetings, yet I often come away feeling stimulated and having learned something
Naoto Matsui
Chief Operating Officer for Purchasing Operations
new.
Aiming for zero CO2 emissions at every manufacturing site
What initiatives will the purchasing domain implement in the new mid-term that begins
in fiscal 2015? What objectives do you have beyond that period?
Saito: Our initiatives in fiscal 2015 will have two objectives. One is to reduce CO2
emissions by ensuring that Honda purchasing operations and its suppliers in all regions share the same vision and are using monitoring data. The other is to promote
the spread and adoption of suppliers' best practices. Each region has its own environmental regulations and programs. Europe, for example, is steadily introducing regulatory, standardization, and evaluation systems, and the advanced management these
systems enable is encouraging local suppliers to carry out some very progressive activities. We're trying to learn as much as we can from their work and share it with our
global supplier network to set a higher standard across the board.
Hiroshi Saito
General Manager,
Doi: The first objective of CO2 reduction means we have to make huge amounts
of environmental data—and the results of analysis using such data—available to
all Honda purchasing staff and suppliers. The new data management system we
launched at the start of fiscal 2015 will make this possible. For the second objective,
to promote the spread and adoption of effective measures, an inter-regional environmental committee for purchasing was created in fiscal 2014. This committee will
provide purchasing staff in each region with the opportunity to share suppliers' best
environmental management methods and CO2 reduction measures with other regions, allowing staff and their suppliers in all regions to improve the effectiveness of
their environmental activities.
Matsui: Honda's ultimate aim is to work with its suppliers in building a supply chain
with virtually zero CO2 emissions. The first priority is to get all companies in our
supply chain to actively work on reducing the carbon intensity of their business activities so that local communities accept and support their operations. Honda has
an obligation to provide products that are beneficial for customers and are environ-
Jun Doi
Assistant Manager,
In charge of constructing the environmental
data management system and coordinating
the meetings of the inter-regional environmental committee for purchasing
mentally responsible; customers will not enjoy a product that is missing either of
those elements. We want to reduce CO2 emissions at every company that makes one
or more of the thousands of parts that go into our products. That's our mission.
J31
Direction
Products
Management
8 domains
Japan
INDEX >
Purchasing
■ Environmental management in the purchasing domain
Global Environmental Vision for Purchasing
● Global Environmental Vision for Purchasing
Honda Enviromental and Safety Vision
Realize the joy and freedom of mobility and
a sustainable society where people can enjoy life
The Honda Global Environmental Vision for Purchasing succinctly expresses
our desire to reduce the environmental impacts of our suppliers worldwide
and to globally conduct our operations in ways that are harmonious with and
Goal Globally conduct business in ways that are harmonious
with and beneficial to local communities to continue
exceeding customer expectations on QCDDE.
beneficial to local communities as we source parts for our motorcycles, auto-
Slogan
mobiles, and power products from a growing global supply network.
"Green Excellence around the World"
for Exciting and Thrilling Products
We have translated this aim into an operating policy called Green Purchasing Guidelines, and a three-step action plan called Grand Environmental
Policy
Design for Purchasing, both of which we share and implement with our
suppliers.
● Honda Green Purchasing Guidelines
Honda Green Purchasing Guidelines
Reduce product life cycle greenhouse gas emissions
Action
Grand Environmental Design
Leverage PDCA to realize a low-carbon global supply chain
The Honda Green Purchasing Guidelines express our intention to strengthen business relationships with suppliers that support our aim to reduce
greenhouse gas emissions and other environmental impacts through the
Revised Green Purchasing Guidelines (as of January 2011)
sourcing of low-impact materials and parts from low-impact activities. The
addition of "environment" (E) to the list of metrics used to evaluate suppliers—quality (Q), cost (C), delivery (D), and development (D)—will guide
● Promote purchasing of
environmentally responsible products
● Add an environment category to
Policies
supplier evaluations (quality, cost,
delivery, development)
us in this endeavor.
Management
● Grand Environmental Design for Purchasing
Honda has established a Grand Environmental Design for the realization of
this low-carbon global supply chain, and is promoting initiatives through
2. Make preparations to manage greenhouse gas emissions reduction
3. Reduce greenhouse gas emissions
● Policy information meetings for suppliers
Honda holds information meetings to help suppliers understand the Honda
Manage environmental impacts in every
domain
Products
1. Communicate Honda's environmental policies
Control
items
domain of our business activities
Operations
the following three steps:
Build environmental management
systems for products and in every
Propose products that improve fuel efficiency
Applies to:
(e.g., GHG emissions)
Control substances of concern
All suppliers worldwide
Green Purchasing Guidelines and gain their support in implementing the
guidelines.
In fiscal 2014, we hosted four information meetings in Japan to present our
Environmental policy information meeting for suppliers
greenhouse gas emissions reduction policy, mid-term objectives, and management methods. The meetings were attended by environmental managers and others responsible for implementing environmental measures at
our supplier companies.
●Inter-regional Environmental Purchasing Committee
We established an inter-regional environmental committee for purchasing
in February 2013 to strengthen collaboration between regions as we globally accelerate low-carbon initiatives. The committee holds meetings for purchasing managers to share information, and discuss and coordinate actions.
Inter-regional environmental purchasing committee meeting
By sharing best practices across regions, we will strive to raise the bar on all
purchasing activities worldwide.
J32
Direction
Products
Management
8 domains
Japan
INDEX >
Purchasing
● Honda Green Network Meeting and industry-specific working groups
Industry-specific working group event
In fiscal 2010, Honda began hosting Honda Green Network Meetings
to serve as a forum for sharing environmental initiatives with suppliers.
These events are held for suppliers that have similar production processes and/or use similar equipment, in order to facilitate the sharing of specific technical solutions. In fiscal 2014, discussions and facility tours were
conducted at ten locations. Suppliers are actively applying new insights
to the reduction of greenhouse gas emissions.
● Honda Green Conference
The triennial Honda Green Conference provides a contact point for Honda
and its suppliers to strengthen environmental activities and to share and
expand successes across all organizations.
In fiscal 2014, 54 environmental topics from 43 companies were shared.
Musashi Seimitsu Industry Co., Ltd. received an Award for Energy Innovation for its presentation "Big reduction in power consumption achieved
through energy efficiency monitoring."1
● Presentation of the Environmental Award for suppliers
Worksite tour (top), Group discussion (bottom)
pliers that have implemented measures in accordance with the Honda
Green Purchasing Guidelines and have shown exceptional progress in
reducing environmental impacts in the upstream part of our value chain.
The award has been presented to 15 companies in the three years since
its inception in fiscal 2012. Raising supplier awareness about environmental impact reduction further helps promote the extension of environmental efforts across product life cycles.
FY2012
F-Tech Inc., Dunlop Goodyear Tires Ltd., Pioneer Corporation,
Shindengen Electric Manufacturing Co., Ltd., Yachiyo Industry Co., Ltd.
FY2013
F-Tech Inc., Keihin Corporation, NOK Corporation,
Showa Corporation, The Yokohama Rubber Co., Ltd.
（％）
100
Bestex Kyoei Co., Ltd., Keihin Corporation, Tachi-S Co.,
FY2014
100
Ltd., Tanaka Seimitsu Kogyo Co., Ltd., Toyo Denso Co., Ltd.
80
88
84
83
80
100
Per-unit CO2 emissions
（％）
40
80
100
20
60
80
0
40
60
■ Energy and resource conservation at suppliers
2
We try in various ways to help suppliers reduce CO2 emissions and water
use in every area of their business activities. Efforts to reduce CO2 emissions are aimed at reducing energy use and vary widely in content, in-
0
80
100
20
60
80
0
40
60
● Waste generation
Ongoing efforts to increase material throughput yields reduced perunit waste generation by the suppliers within our monitoring scope by
23% from fiscal 2009 to fiscal 2014. Suppliers also maintained their zero
waste-to-landfill performance.
84
80
76
84
2010
2011
2012
2013
76
2010
2011
2012
2013
2014 (FY)
2010
2011
2012
80
2014 (FY)
2001
2013
2014 (FY)
108
100
100
2009
108
108
95
95
95
101
101
101
99
99
99
92
92
92
2010
2011
2012
2013
2014 (FY)
2009
2010
2011
2012
2013
2014 (FY)
2009
fiscal 2012
(FY)
2010 *Supplier
2011 scope
2012 changed
2013 in2014
20
40
0
20
■ Zero waste and emissions initiatives at suppliers
83
83
Per-unit100
water use
ing the combustion efficiency of aluminum melting furnaces, but also
of fiscal 2001, while per-unit water use declined by 8% from fiscal 2009.
2001
100
120
60
（％）
100
120
40
ture. Per-unit CO2 emissions in fiscal 2014 fell by 24% from the base year
2001
88
*Supplier scope changed in fiscal 2012
*0.378 t-CO2/MWh was used as a fixed CO2 emissions factor for
120
electricity across all years
80
（％）
as developing a plating material that can be processed at room tempera-
88
100
（％）
cluding not only those related to production equipment, such as improvmodifying the specifications of the materials or parts themselves, such
100
20
40
0
20
● CO2 emissions and water use
(Alphabetical
76 order)
（％）
60
～
～
Award, created in fiscal 2012, shows our appreciation and respect to sup-
List of Supplier Environmental Award recipients
～
～
categories—development, cost, quality, and parts. The Environmental
～
We honor suppliers that demonstrate outstanding performance in four
0
（％）
100
80
（％）
60
100
（％）
40
100
80
20
80
60
0
60
40
100
97
100
97
100
97
2009
2010
40
20
1. See page J04 to learn more.
20
0
Initiatives presented at the 2013 conference are described in detail in the December 24, 2013, article of Environmental
TOPICS.
2009
2010
0
http://www.honda.co.jp/environment/topics/topics25.html (in Japanese)
2009 2010
2. All direct suppliers of consolidated group companies.
90
90
90
2011
96
81
77
96
96
81
81
2012
2013
77
77
2014 (FY)
*Supplier scope changed in fiscal 2012
2011
2012
2011
2012
2013
2013
2014 (FY)
2014 (FY)
J33
Direction
Products
Management
8 domains
Japan
INDEX >
As a manufacturer, Honda combines energy and
materials through various processes and transforms them into products. We strive to minimize
Production
impacts on the global environment in all areas of
these activities. We also are committed to improving the quality of local environments in collaboration with the communities in which we operate.
To realize the Honda Environmental and Safety Vision, we take the Triple Zero approach to manufacturing low-impact products at low-impact factories
that our neighbors can be proud of.
Discussion
New Yorii Automobile Plant drives global leadership in environmentally responsible production
Yuji Ito
Staff Engineer,
Saitama Planning and Administration Office,
Production Supervisory Unit
Takashi Yamamoto
Head of Automobile Production
Takehiro Kono
Plant Manager,
Yorii Automobile Plant, Saitama Factory
It all starts on the factory floor
In the production domain, what are Honda's long-term or constant environmental goals?
Yamamoto: Honda is essentially a manufacturer, so you could say that production operations are the very foundation of
Honda's business. Right from the time Honda was established we have been aiming to manufacture better products more
efficiently and to use the shortest possible processes. With the heightened importance of environmental issues, Honda has
been reducing environmental impacts in all stages, from procuring materials to delivering products to customers, to final disposal. We're aware that production is the starting point of this chain of events, so we were the first to initiate efforts to reduce
environmental impacts. We've challenged ourselves to practice the basic concept of manufacturing low-impact products at
low-impact factories.
J34
Direction
Products
Management
8 domains
Japan
INDEX >
Production
Kono: Our production associates are taking this kind of thinking to heart. Each person brings to his or her process a strong awareness that we are always looking for
ways to maximize efficiency and create products with the least amount of energy.
The only problem was that we faced limits to how much we could reduce environmental impacts using conventional methods. Our breakthrough came with the
launch of the Yorii Automobile Plant in fiscal 2014. This plant has technologies and
equipment unlike anything we have had before. Launching this next-generation factory without any setbacks was one of our top achievements in fiscal 2014. It will reduce CO2 emissions per vehicle produced by 30% compared to conventional factories.
Ito: I am in charge of the coating processes at the Yorii Automobile Plant, and was
involved right from the planning stage. Associate who work in coating have an especially strong environmental awareness because of the unique characteristics of these
processes, and since this was going to be a new factory we wanted it to be dramatically more efficient and more eco-friendly than existing factories. We took on the
challenge of creating new coating technologies with shorter processes, switching
from the conventional 4-coat/3-bake coating process to a 3-coat/2-bake process.1 At
Takashi Yamamoto
Head of Automobile Production
the planning stage, there was no guarantees that we could achieve this goal. But the
R&D Center had already succeeded in developing new materials for these new coating technologies, so when the new plant opened in 2013, we were able to make the
coating technology and equipment a reality, just as planned.
Innovative, eco-conscious manufacturing technology
from Japan to the world
Yamamoto: Production operations have a major role to play in Honda's aim to transform itself into a truly globalized company. Environmental impacts should not increase in proportion with production volume; whatever we do, we want our factories
to have lower energy consumption and environmental impacts than before. To do
this, we need to spread new technologies and know-how from the Yorii Automobile
Plant to other plants worldwide as quickly as possible. Becoming a global environTakehiro Kono
Plant Manager,
mental front-runner by doing so is our new mid-term goal.
Kono: The rollout of technologies overseas has already started. Support staff from
the Yorii Automobile Plant have been visiting our factory in Mexico, and technology
from Yorii is also being introduced in Brazil and China. But because less than a year
has elapsed since the Yorii Automobile Plant started running, we are still gaining operational experience with these technologies. In the next mid-term period, we need
to learn more, make production even more efficient, and roll it out to our factories
globally.
Ito: Energy is closely linked to product quality on the production line. Poor coat
quality in coating processes will always result in extra energy waste. So the attempt
to ensure consistent product quality by its nature helps us manufacture more efficiently and minimize energy use. Daytime temperature variations at the Yorii Automobile Plant make it a challenging environment for coating, but I'm hoping to create
standards that can be used worldwide, after building up experience with achieving
consistency in coating under these kinds of conditions.
Yamamoto: Society's expectations of manufacturing becoming more environmentally
responsible are not limited to just CO2 emissions and energy but also extend to such
things as reducing emissions of volatile organic compounds and using water more effi-
Yuji Ito
Staff Engineer,
Saitama Planning and Administration Office,
ciently. In response, Honda needs to pick up the pace of its own transformation. To do
Involved in introducing shorter, more efficient
coating technologies at the Yorii Automobile Plant
that what we do now shapes who we will be five or six years in the future. All of this
this, everyone involved in production needs to approach each day with the awareness
connects to the further evolution and globalization of our manufacturing expertise.
1. For example, a 4-coat/3-bake process uses four coats of paint and three drying steps. Therefore, a 3-coat/2-bake process saves one paint coat and
one curing step. We refer to this as Honda Smart Ecological Paint. For more information, see page G15 of the Global Report, entitled "Environmental
Frontrunner Yorii Automobile Plant Starts Production!"
J35
Direction
Products
Management
8 domains
Japan
INDEX >
Production
●Flow of energy and materials through production in Japan in FY2014
Release and transfer of chemical substances:
・Released to atmosphere: 793 t ・Released to hydrosphere: 2 t
・Transferred off-site: 45 t
Waste
・Total waste generated: 171,300 t ・Waste landfilled: 0 t
Wastewater：1,796,000 m3
● Major energy conservation (GHG emission reduction) initiatives
CO2 emissions from automobile and motorcycle
production
■ Total emissions　■ Emissions per automobile produced
In fiscal 2014, production operations generated 408,000 t-CO2, an in-
■ Emissions per motorcycle produced
crease of 7.9% from the previous fiscal year, which was partially due to a
(1,000 t-CO2)
〈 Production changes 〉
We began operations at the Yorii Automobile Plant in July 2013, starting up effi-
500
200
compared to existing plants. We also consolidated motorcycle production at the
100
We broadened the scope of our energy management activities and increased
monitoring at multiple factories during the year. Steps taken to improve
production efficiency included designating members at each factory to inspect energy use, especially in the energy-intensive coating and machining
operations. These efforts helped us identify ways to cut emissions by 400
t-CO2 annually.
〈 Site-based CO2 emission reduction initiatives 〉
Each business site monitors energy use and works to improve the efficiency
350
290
240
(1,000 t-CO2) 2009
105
2011
2012
100
93
100
Machining: Meticulously examined each machine to locate and rectify sources of loss, and assessed effective measures
■Advanced energy monitoring
Segmented energy usage (electricity, gas, air, steam, water) by facility characteristics
Upgraded energy management systems to find new areas to improve
■Full recovery and use of exhaust heat
Recovered high-temperature exhaust heat for use as an HVAC heat source (broadened scope of exhaust heat recovery)
■Sharing of environmental impact reduction initiatives (Honda Green Conference2)
Production operations from each business site presented 15 initiatives at the domain conference. Initiatives were adopted at other sites, and best practices were presented at the general
conference.
0
(FY)
（％）
94
91
88EPCO: 0.373 t-CO2/
0.1%
●Tokyo
EPCO:
0.406 t-CO
2/MWh ●Chubu
350Kerosene
80
300
Gasoline and diesel
0.8%
2901.1%
Propane
MWh ●Kyushu
EPCO:
0.599 t-CO2/MWh ●Utility
270 gas (13A
240
240
70
46200
MJ): 2.296 t-CO2/1,000 m3 ●Utility gas (13A 45 MJ): 2.244
t-CO2/1,000 m3 ●Kerosene: 2.489 t-CO2/kl ●Diesel: 2.585
60
100
Utility
t-CO2/kl ●Gasoline: 2.322 t-CO2/kl ●Propane: 2.999 t-CO2/t
0
2009
gas
33.1%
2011
Purchased
2013
electricity
64.9%
2012
2014
0
(FY)
Energy use by source (based on CO2 equivalence)
Kerosene 0.1%
Propane 1.1%
Gasoline and diesel 0.8%
Utility
gas
■ Municipal water　■33.1%
IndustrialPurchased
water　■ Well water　electricity
■ Rainwater　■ Per-unit water use
64.9%
(1,000m3)
8,000
125
100
6,400
100
5,273
27
4,800
125
89
94
83
100
75
3,233 3,351
3,298 3,315
3,103
58
46
61
49
●Power generation
at production
plants46
1,263 1,145
1,413 1,385
1,305
3,097
3,200
（％）
50
1,600
Power
25
generation equipment at our
production
1,472
1,570
1,370
1,272Industrial
1,316 water　■
1,229
■ Municipal
water　■
Well water　facilities
produced
82,700555
MWh of
elec677 in Japan
555
551
520
590
■ Rainwater　■
Per-unit
water
use
0
0
tricity
in fiscal
2014,2011
with 81,200
2001
2010
2012 MWh
2013 generated
2014 (FY)
（％）
(1,000m ) 125
by electric generators and 1,437 MWh by solar pho8,000
125
tovoltaic systems.
The100
increased use of generators
100
94
helped us reduce the overall89peak electricity
6,400
83 use 100
5,273
of our
production産業廃棄物等発生量原単位指数
facilities in Japan by 7.3% from
■ 廃棄物等総発生量　■
27
4,800
75
（千t）
fiscal143
2011. We will continue using on-site gener-（％）
3,233 3,351
3,315
3,298
150
250.0
3,103
ation3,097
equipment to further lower our peak power 50
3,200
46
58
46
61
49
consumption.1,413 1,385 1,305 1,263 1,145
～
～
Shared information within our factory network to promote the spread and adoption of measures to reduce energy loss
Coating: Assessed the heat balance of drying ovens and corrected the gap with the theoretical value to reduce LNG usage
60
90
400following CO2 emissions factors were used for FY2014:
The
82
amount of heat, which isn't affected by CO2 emissions factors.
CO2 emissions reduction initiatives in fiscal 2014
138
2014
2013
70
Note: Includes only production of finished vehicles
100
500
the production setup of their facilities by managing energy use based on the
■Introduced innovative production processes (dry paint booths, coating system without middle coat, etc.)
■Expanded measures to reduce production energy loss
90
80
270
240
■ Emissions
per motorcycle produced
0
of production facilities by reducing energy loss, while also refining their
operating and management methods. Factories are also working to improve
91
88
（％）
100
■ Total emissions　■ Emissions per automobile produced
～
～
Kumamoto Factory, where we mainly produce large bikes.
94
82
300
cient production that realizes a 30% reduction in CO2 emissions per automobile
93
100
400
138
100
～
～
nationwide rise in emission factors.
105
～
～
■ Energy and resource conservation
～
～
See below for CO 2 emission factors
GHG emissions: 408,000 t-CO2
・CO2 emissions from energy and non-energy sources: 406,000 t-CO2
・Non-CO2 GHG emissions: 2,000 t-CO2
～
～
Water: 3,351,000 m3
Output
～
～
Material inputs:
Purchased steel, aluminum,
and other metals: 275,000 t
PRTR1-listed substances: 3,271 t
Production related business activities
Energy: 9,193 TJ
Solar generated: 1,437 MWh
Heat recovered from group
facilities: 466 t
Input
3
Per-vehicle CO2 emissions decreased by 9% for automobiles from the fiscal 2011 base year. It increased by 38% for motorcycles due to an overall
decline in motorcycle production and a focus on producing large bikes.
We will continue to promote the spread of best practices and aim to implement higher standards at all factories to further improve production
efficiency.
200.0
1,600
150.0
0
100.0
1,472
677
2001
～
～
〈 Per-unit CO2 emissions 〉
102
1,272
100
1,316
1,229
96
1,370
520
555
79
590
2010
2011
2012
2013
2014
551
555
1,570
120
25
90
0
(FY)
60
～
～
87
1. A PRTR (Pollutant Release and Transfer Register) is a national or regional database of information on the environmental release and off-site transfer
of
potentially hazardous chemical substances from industrial and other facilities.
30
50.0
2. See page J04 to learn more about the Honda Green Conference.
161
000
196
153
157
155
Initiatives presented at the 2013 conference are described in detail in the December 24, 2013, article of Environmental
TOPICS.
0
0
■ 廃棄物等総発生量　■ 産業廃棄物等発生量原単位指数
2009 2010 2011 2012 2013 （年度）
（千t） 2000
250.0
143
（％）
150
J36
Direction
Products
Management
8 domains
Utility
gas
33.1%
Purchased
Honda ENVIRONMENTAL
ANNUAL REPORT 2014
electricity
64.9%
Japan
INDEX >
Production
17% reduction from fiscal 2011.
Production efficiency improved and water use declined at our production
operations as well as other facilities largely due to the ingenuity of our
associates. For example, associates at the Suzuka Factory developed a
new technology to analyze and control the volume of mold release agent
used in the aluminum casting process, leading to substantial savings in
both energy and water.
Water use
■ Municipal water　■ Industrial water　■ Well water　■ Rainwater　■ Per-unit water use
125
(1,000m3)
8,000
（％）
125
100
100
■ CO2 排出量　■ 四輪車生産１台当たりの
CO2 94
排出量原単位指数
89
6,400
100
83
■ 二輪車生産１台当たりの CO2 排出量原単位指数
5,273
138
（万t-CO
4,800 2） 27
75
（％）
105 100
50
3,200
40
1,600
30
0
20
1,472
35
677
2001
3,233
3,31593 3,103 94
58
46
49
1,263
1,385
1,305
82
1,370
1,272 1,316
1,229 88
55129 555
520
555
2010 201124 2012 242013
3,298
61
1,413
3,097
100
100
50
～
A total of 3,351,000 m3 of water was used for production in fiscal 2014, a
～
～
● Major water (resource) use reduction initiatives
3,351
46
1,145
90
25
1,570
87
590
27
80
0
(FY)
70
2014
60
10
The aluminum casting process involves pouring molten aluminum into a
mold where it hardens to the shape of the part being cast. Prior to pouring, a release agent is sprayed on the mold to make extracting the hardened part easier and also to facilitate cooling. The spray also is essential
to producing parts without molding flaws. However, the temperature
of a mold is not necessarily uniform throughout, so adjusting the spray
volume solely to the hottest section leads to excess use of the agent on
0
（年度）
（％）
～
0
■ 廃棄物等総発生量　■
産業廃棄物等発生量原単位指数
● Two
mist 2008
nozzle types
2010
2011
2012
2013
（千t）
143
250.0
150
200.0
102
灯油 0.1%
150.0
100
120
96
ガソリン・軽油 0.8%
79
LPG 1.1%
100.0
90
60
87
50.0
Wide-angle mist
196
nozzle:
wide-area 0
uni2000
form application
～
～
Mold release agent used in aluminum casting cut by more than 50%
～
～
＜Water use reduction measures＞
都市ガス Narrow-angle
161
153
155
33.1%157mist購入電力
nozzle:
pinpoint
64.9%
2009 2010
2011 2012
application
capability
30
000
0
2013 （年度）
lower-temperature sections.
Using both wide- and narrow-angle nozzles improves mold
Honda's technological advances are creating the need for increasingly
temperature control and prevents excessive use of release agent.
of innovation. The Casting Module 1 facility at the Suzuka Factory has
achieved pinpoint temperature control with a technology that analyzes
a cast part's heat distribution and uses both wide- and narrow-angle mist
gradation. Mist nozzles are notorious for clogged holes and inconsistent
spray volumes, but Honda and Honda Engineering Co., Ltd. overcame
these problems by developing a patented valve-integrated manifold.
These developments reduced the volume of release agent used in the Suzuka Factory's aluminum casting process by 60% and likewise decreased
53.8
New valve
33.5 -integrated round manifold
31.0 雨水活用
■ 上水　■ 工業用水　■ 井戸水　■
27.3
24.7
22.2
■ 水使用量原単位指数
40
Agent inlet
125
20 3）
（千m
8,000
6,400
0
4,800
5,273
2001
27
100
100
2010
2011
94
89
2012
2013
83
2014
the manifold
are
Release agent flow rate 3,298 Valves
3,233 3,351
3,315inside
3,103
3,097
3,200
controlled.
46
58
46 Equal
varies depending on 61 collectively
49
1,145
1,263
1,385 between
1,305 the inlet and
the distance
between 1,413 distances
1,600
each nozzle enable a consistent
1,472
the inlet and nozzles. 1,272 1,316 1,229 1,370 1,570
rate. 520
677
555
551 spray
0
■ Total2000
emissions　■
Per-unit
emissions
2009
2010
2011
～
the amount of water used to dilute the agent.
Existing manifold
Agent inlet
nozzles to spray release agent matched to each section's temperature
（g/m2）
60
● Newly
developed mist spray system
～
～
intricate parts, making mold temperature control an important area
（t）
555
2012
590
waste generated by its production activities. Production generated
171,000 tons of waste in fiscal 2014, of which 21,800 tons was industrial
waste. This represents a 21% reduction in per-unit industrial waste from
50.0
2,000
40.0
1,000
30.0
0
20.0
fiscal 2011. The majority of the waste from our production activities is
10.0
scrap metal, which is a recyclable resource, while industrial waste from
0
our processing activities includes oil and plastic.
Developing new manufacturing technology and improving product
yield and quality are two key elements in our constant drive to reduce
industrial waste. One such measure was the introduction of a new gear
cutting method at the Transmission Factory's Hamamatsu Plant. The new
technology improves production efficiency and vastly reduces waste.1
2002
～
～
Honda actively practices the 3Rs (reduce, reuse, and recycle) to reduce
143
50
25
0
240
3,000
■ Total waste generation　■ Per-unit industrial waste generation
(1,000 t) 2,731
100
(FY)
75
（％）
233
Waste generation
180
（％）
114
100
1,429
102
100
972
864
811
87
815
795
79
90
2010
2011
2012
2013
2014
0
(FY)
60
22.9
22.6
20.8
22.5
21.8
2010
2011
2012
2013
2014
89
83
78
150
120
120
60
96
30
41.3
2001
～
● Reducing waste
125
2013 （年度）
4,000
■ Zero waste and emissions
（％）
0
(FY)
( 千t)
Waste generation (including valuable resources)
Fiscal 2014
147.1
Scrap metals
7.3
Waste
oil
2
（g/m ）
60
Sludge
5.8
53.8
3.4
Waste foundry sand
Coating waste 33.5
40
Other
31.0
1.2
27.3 6.5
24.7
22.2
2011
2013 （年度）
171.3
Total
20
0
2000
～
1. Read more about the story behind Honda's new, eco-friendly gear cutting method in Case 35 of "Environmental Documentary—Honda Face."
(http://world.honda.com/environment/face)
2009
2010
2012
J37
6,400
Products
Management
8 domains
Production
4,800
3,200
3,097
1,600
1,472
64.9%
83
100
75
0
677
2001
～
～
Direction
5,273
27
100 Purchased 94
33.1%
100
89
electricity
3,233
46
1,263
3,351
46
1,145
1,370
1,570
INDEX >
Japan
3,298
61
1,413
3,315
58
1,385
3,103
49
1,305
1,272
1,316
1,229
520
555
590
2010
2011
2012
2013
2014
551
555
50
25
0
(FY)
■ Municipal water　■ Industrial water　■ Well water　■ Rainwater　■ Per-unit water use
125
（千t）
143
8,000
＜Waste reduction initiatives＞
（％）
（％）
125
150
(1,000m3)
Reducing sludge at wastewater treatment plants
250.0
100
6,400
100
89
94
83
100
200.0
The creation of sludge is an inherent part of the wastewater treatment process. The
Transmission
Hamamatsu
Plant 120
102Factory's
100
5,273
96
27
75
has adapted a unique method for reducing sludge weight: After extracting water, the sludge is transferred to special carts
79 for 90
4,800
150.0
3,233
3,315
3,351
3,298
3,103
3,097
additional water removal then loaded into specially designed steel drums for transport
the disposal
contractor.
To
make
3,200 to
46 the 50
58
46
61
sludge even lighter, a wastewater treatment facility manager created a special net
49
60
87
1,263 1,145
to
extract more1,413
water more1,305
quickly.
This idea 25
1,600
1,472
1,370 1,570
1,272 1,316
1,229
30
50.0
100.0
1,385
0
0
time and reducing 7,500 kilograms of sludge annually.
● Reducing use of chemicals
153
157
155
161
000
0
0
2010 2011 2012 2013 2014 (FY)
2009 2010 2011 2012 2013 （年度）
VOC emissions per unit of coated automobile
body
surface area
（千t）
A major source of VOC emissions from production is the solvents in paints
and coatings used in our coating facilities. In fiscal 2014, average per-unit
VOC emissions from the automobile coating process was 22.2 g/m , a 29%
2
reduction from fiscal 2011, which was achieved largely through the installation and operation of a cutting-edge coating technology at the Saitama Factory's Yorii Automobile Plant.
Compared to the previous coating technology, the Yorii Automobile Plant's new
coating materials (electrodeposition, base, solvents) and processing techniques
2）
（g/m
250.0
60
（％）
143
150
53.8 102
200.0
150.0
40
33.5
100
31.0
100.0
120
96
27.3
87
24.7
155
161
79
90
22.2
60
20
50.0
0
0
30
196
2000
2001
～
～～
〈 VOC emissions 〉
1
2
196
2001
2000
～～
～
made it possible to load the sludge directly into the steel drums, which had the double effect
the
water
extraction
677 of shortening
555
551
520
555
590
153
2009
2010
157
2010
2011
2011
2012
000
0
2012 2013 （年度）
(FY)
2013 2014
have cut the Saitama Factory's VOC emissions per coated surface area by 46%.
We will continue efforts to reduce VOC emissions by improving recovery rates
for cleaning thinners, reducing inefficiencies and loss as much as possible,
and installing more efficient robotic systems.
＜Chemical substance reduction – 1＞
Reducing VOCs from the coating process
（g/m2）
60
53.8
■ Total emissions　■
Per-unit emissions
（t）
40
4,000
3,000
20
233
33.5
（％）
31.0
27.3
240
24.7
22.2
180
2,731
Optimizing the cleaning of coating robots: When paint colors are changed, thinner is2,000
used to clean114
out the
100inside of the painting 120
89
83
78
～
robots. Honda had been using a set amount of thinner for each cleaning, but testing0at the Suzuka Factory revealed that some
1,429
2010 2011 2012 2013 2014
1,000 2001
colors could be effectively cleaned with less thinner. New cleaning methods were implemented
using
the
minimum815
amount of 60
972
864
811
Production released 795 tons of PRTR-listed substances to the atmosphere and hydrosphere in fiscal 2014, an 8% absolute decrease and 22%
per-unit decrease from fiscal 2011. The new Yorii Automobile Plant's lower solvent usage and improved processing accuracy were the chief contributors to these reductions, which included a 27-ton reduction in PRTR
substances from coating materials. We will continue to actively accumulate and monitor chemical substance control data to continue reducing
the environmental impact of our production processes.
2010
2011
2012
2013
2014
0
(FY)
Emissions of PRTR-listed substances
■ Total emissions　■ Per-unit emissions
（t）
（％）
4,000
240
233
3,000
180
2,731
114
2,000
0
100
89
83
78
1,429
1,000
2002
～
〈 Release and transfer of PRTR3 substances 〉
～
～
thinner necessary, resulting in an estimated reduction of 72 tons—equivalent to 320 steel
drums—of thinner used per year.
0
2002
(FY)
795
120
60
972
864
811
815
795
2010
2011
2012
2013
2014
0
(FY)
＜Chemical substance reduction – 2＞
PRTR-listed substance reduced by using waste gasoline from exhaust gas testing vehicles
Gasoline remaining in the fuel tanks of finished automobiles used for exhaust gas testing
cannot be used for subsequent tests, so we had previously disposed of the gas. However,
finding a better way to handle the gas has been a major priority in recent years because
the waste gas was the source of nearly all PRTR substances monitored by the Quality
Assurance Division, which conducts the tests. After verifying the amount and quality of
gasoline required for use at our business sites, it was determined that the waste gasoline
could be effectively used for on-site vehicles at the neighboring plant. Reusing the waste
gas produced savings equivalent to full gas tanks for some 350 Fit vehicles, as well as
lowering PRTR substance emissions from the reduction in purchased gas.
1. Volatile Organic Compounds: Organic substances that cause photochemical smog and are commonly used in the solvents of paints and thinners.
2. Calculated using a formula agreed upon by members of the Japan Automobile Manufacturers Association. Inc. ( JAMA).
3. A PRTR (Pollutant Release and Transfer Register) is a national or regional database of information on the environmental release and off-site transfer of
potentially hazardous chemical substances from industrial and other facilities.
J38
15
■ 廃棄物等発生量　■
廃棄物等発生量原単位指数
15.8
15.2
15.0
（ t 10
）
Products
Management
8 domains
ENVIRONMENTAL
ANNUAL
76
■ 廃棄物等発生量　■ 廃棄物等発生量原単位指数
12,000
0
（t）
15,000
9,000
Production
100
11.3
15,000
5
Honda
～
～
Direction
100
2000
10,765
100
Japan
64
100
60
INDEX >
11,206
10,997
64
62
59
11,206
10,997
10,443
■
6,000
Energy conservation measures adopted to achieve this target included the installation of additional solar panels, the suspension of power to certain wastewater treatment equipment, energy saved with an ozone treatment system,
and the use of specific settings for each HVAC system.
Aside from hardware, the company also conducted an energy conservation
poster campaign, distributed a computer desktop wallpaper with text reminding associates to save energy, organized energy conservation patrols, and
implemented demand suppression controls to ensure ongoing environmental
awareness. The company also held a Honda Engineering Green Conference and
displayed posters for the Honda Green Conference for the entire Honda Group
as an awareness-raising activity. Honda Engineering is currently exploring
options for introducing alternative energy technologies. It sent environmental
representatives from each department to study examples of energy monitoring
and conservation at the electrical appliance facility of another company in order to gather information about new trends in technology.
As a resource conservation measure, the company is promoting the effective
use of water resources. Honda Engineering achieved a 31% reduction in perunit water use in fiscal 2014 from fiscal 2011, exceeding its 22% target.
In fiscal 2014, the company established measures and made daily efforts to
reduce the volume of municipal (potable) water purchases. It achieved a reduction through installing more flow restrictors in faucet heads and individual
water regulation valves in kitchens.
The company also is making progress in water recycling. It completed a sewage recycling system in 2007, and installed an advanced RO membrane2-based
wastewater treatment system in 2008, allowing on-site sewage and industrial
～
～
～
～
2008
1,412
2011（年度）
（％）
2009
57
62
2010
75
65 （年度）
2011
83
81
■ Total CO2 emissions　■ Per-unit CO2 emissions
20,000
0
（t-CO2） 100
2000
25,000
15,000
20,000
10,000
60
19,500
2008 18,500
2009
83
14,000
19,500
15,000
5,000
81
2010
44
60
60
44
14,000
13,800
■ 廃棄物等発生量　■ 廃棄物等発生量原単位指数
10,000
0
10,500
2010 2011 2012 2013
（ t ） 2001
100
9,000
6,000
（㎥）
90,000
0
（㎥）
120,000
60,000
90,000
30,000
100
2000
61,300
100
100
2008
2009
73
57,600
100
41,400
73
60,000
160
20
47,400
82
0
20,000
83
2010
2011
19,500
15,000
10,000
（t）
100
10,500
2,000
5,000
102
2001
1,800
100
2010
1,840
102
2011
2012
2013
1,880
～
0
1,800
Sewage
75
1,340
1,840
Industrial
water tank
■
Total water use　■ Per-unit water use
1,400
0
90,000
2010
100
2011
100
0
amount of municipal water purchases.
60
40
100
20
80
0
1,790
80
40
60
20
40
0
Reuse (FY)
in
2014
（％）
20
equipment
160
Rainwater is drawn from the
0
reservoir and used when
or industrial
wastewater for
82
73recycling
69
80
2012
2013
102
100
（t）
1,600
materials are separated and then disposed of by sale. As a result, the company
0
80
(FY)
100
60
39,700
40
2014
0
(FY)
100
2,000
1,800
is on scrap metal and paper, but waste oils and resins also are being targeted. These
ホンダ
2014 (FY)
57,600
2011
0
(FY)
（％）
40
100
Waste generation
of these waste liquids increased because the amount of liquid that needed
Currently, the company is stepping up efforts to sell waste as a resource. The focus
2010
100
1,790
40
80
■ Total waste generation　■ Per-unit waste generation
soluble and oil-based cutting fluids using concentration equipment, generation
requiring some liquids to be processed off-site.
61,300
80
120
(FY)
2012
2013
2014
there is
insufficient
sewage
47,400
Rainfall on the disaster41,400
prevention
30,000
center roof is sent to reservoir
to be processed within a given timeframe was more than originally planned,
100
■ Total wasterecycling
generation　■
Per-unit
waste generation
75
Rainwater
process
1,880
1,800
0
（t）
160
120
39,700
69
44
■ Total waste
generation
14,000 generation　■ Per-unit waste13,800
14,200
to wastewater treatment facilities, where impurities are removed and it is turned into
to reduce oil-bearing industrial waste liquids as well as waste oil from water-
69
2013 60 2014
60
2012
18,500
60,000
in fiscal 2014 from fiscal 2011. Although the company implemented measures
2011（年度）
81
in an industrial water tank with recycled water. The rainwater from this tank is sent
Honda Engineering met its target to reduce per-unit waste generation by 3%
120
0
（％）
2010
82
61,300
2 emissions　■ Per-unit CO 2 emissions
■ Total CO
57,600
0
47,400
41,400
2013
2014
2010
2011
2012
（t-CO2） 100
30,000
39,700
25,000
60
40
（％）
■ Total water use　■ Per-unit water use
2011
2013
1,340Store water
Remove 2012
in tank
impurities
● Zero waste and emissions
11,206
120,000 use
Water
3,000
Collect
2010
（㎥）
1,200
rainwater
120,000
～
of municipal water throughout the year, contributing to a further reduction in the
40
0
20
100
12,781
10,765
treatment
facilities
recycled water. Through this initiative, the company achieved zero supplementation
60
20
2014 (FY)
（％）
10,997
■ Total water use　■ Per-unit
water use
10,443
be reused as industrial water.
falls on roads on-site and on the roof of the disaster prevention center is now stored
ホンダ
80
40
76
for electricity
across all years
0
0
12,000
80
64
2001
2010 2011 592012 62
2013 2014 (FY)
Oil
1,600
1,200
separator
～
fectively utilized rainwater to reduce water needs during this season. Rain that
14,200
5,000
15,000
used. Introducing this system has enabled all municipal water used on site to
through the use of municipal (potable) water. In fiscal 2014, the company ef-
ホンダ
80
0
（％）
60
2011（年度）
100
60
14,200
10,500
18,500
100
25
13,800
1,800
1,400
which could not be met by recycled water alone and required supplementation
50
（％）
2,000
1,600
In previous years, high summer temperatures increased demand for industrial water,
0
（t-CO2） 100
25,000
500
wastewater that was previously treated and discharged to be processed and re3
20
100
1,257
1,217
1,183
2 emissions　■ Per-unit
■1,000
Total CO
CO2 emissions
1,116
～
～
energy conservation efforts.
40
0
2010
～
～
fiscal 2014 from fiscal 2001, far exceeding its 15% target, through a variety of
2000
60
20
2009
77
CO2 emissions
80
40
～
～
Honda Engineering achieved a 40% reduction in per-unit CO2 emissions in
0
1,500
2008
～
～
● Energy and resource conservation
～
～
Honda Engineering Co., Ltd.
0
（千㎥）2000
100
3,000
2,000
80
0
（％）
2011 （年度）
2010
10,443
12,781
10,765
（％）
40
20
REPORT 2014
62
59
2009
2008
12,781
76
12,000
6,000
9,000
3,000
60
12.5
100
1,880
1,800
75
1,840
80
60
1,400
40
1,340
1,200
～
0
1,790
2010
2011
2012
20
2013
0
2014 (FY)
achieved a 100% recycling rate, with 49% being sold for cost recovery.
1. See page J04 to learn more about the Honda Green Conference. Initiatives presented at the 2013 conference are described in detail in the December 24,
2013, article of Environmental TOPICS. http://www.honda.co.jp/environment/topics/topics25.html (in Japanese)
2. Reverse osmosis membrane: a membrane that allows only water to pass through, thereby removing ions, salts, and other impurities
3. Read more about environmental impact reduction efforts in the purchasing domain in Case 28 of "Environmental Documentary—Honda Face."
(http://world.honda.com/environment/face)
J39
Direction
Products
Management
8 domains
Japan
INDEX >
Honda makes continuous efforts to improve the efficiency of transportation in its operations by promoting modal shifts to ship and rail and by increasing
Transportation
consolidated shipping with other companies. We also
are developing environmental management systems
jointly with transportation companies and promoting
"green logistics" from various approaches, including
reducing the amount of packaging materials we use
by simplifying packaging, changing packaging materials and specifications, and increasing the use of
returnable containers.
Discussion
Executive officer × Operating manager × Associate
Aiming to be an environmental frontrunner
in all areas of the supply chain
Masahiro Sekiya
Products Logistics Division,
Supply Chain Management Supervisory Unit
Ko Katayama
Head of Supply Chain Management Supervisory Unit
Hiroyuki Yoshihara
General Manager,
Supply Chain Management Planning Office,
A year of testing and validating measures for global application
In the transportation domain, what are Honda's long-term or constant environmental goals?
● Katayama: The Supply Chain Management Supervisory Unit, a new organization launched just last year, holds as its
core mission to "become an environmental frontrunner in transportation in all areas of the supply chain." Social interest in
environmental responsibility has spread to the transportation domain in recent years, so even associates who are involved
in the daily movement of goods have a strong awareness of the connection between their work and the environment. For
the transportation domain, fiscal 2014 was a year of testing and validating measures we hope to expand globally in line
with Honda's corporate agenda of becoming a truly global company. We tested—and got promising results from—a variety
of measures, including those aimed at increasing load factors, a measure of how efficiently containers are loaded; and
implementing modal shifts from truck to rail or marine transport.
J40
Direction
Products
Management
8 domains
Japan
INDEX >
Transportation
Yoshihara: Other long-term objectives include improving transport efficiency and
using less packaging. Objectives like these aren't reached overnight; they require a
long period of patient, consistent effort before we start to see some results. We cannot expect immediate game-changing results from any of the tests we did in fiscal
2014, but they do set the foundation for future progress. I must say, though, the rail
transport trial for finished automobiles offered some very positive results.
Sekiya: Our division manages the transport of finished vehicles, which has always
claimed the largest share of CO2 emissions from the transportation domain. Given
our understanding of group-level policies and the universal mission of cutting environmental impacts, we knew we had to devise some practical solutions. So as part
of our modal shift initiative, we tried switching to rail transport for the shipment of
mini-vehicles produced by the Suzuka Factory from Kyoto to Niigata. The results
were compelling.
Ko Katayama
Head of Supply Chain Management Supervisory
Unit
All solutions worth sharing are born
from an honest look at daily operations
Katayama: There's no change to our mission of becoming an environmental frontrunner. That said, we hope to increasingly implement the measures we've been testing on
a global scale. However, conditions vary widely around the world, so not all measures
can be applied to other regions without modification. We need to dig deeper about
finding solutions, which is going to be a big challenge.
Yoshihara: It's equally important that we keep making steady reductions in environHiroyuki Yoshihara
General Manager,
Supply Chain Management Planning Office,
mental impact according to our long-term vision. For example, we have a target to
reduce CO2 emissions by 1% each year, but the launch of the Yorii Automobile Plant
in 2013 has increased production volumes and trucking distances; a 1% across-theboard cut will be tough given these circumstances, but we want to push forward and
hit our target anyway.
Sekiya: Based on such guidance from our leaders, as a manager in charge of operations I want to put more ideas into action and start generating tangible results. One
plan we have to reduce trucking distance and CO2 emissions is to ship products to
the Tohoku area by way of Hachinohe Port, not just Sendai Port. There are cost and
delivery hurdles to overcome, but I want to implement this plan soon.
Katayama: Such a high level of awareness among our operating staff is reassuring. The
next three-year mid-term will be about realizing our vision to be a truly globalized
company. We want to be the company that each region needs and wants to exist, and
to do that we need to implement reform based on what associates "on the ground" observe in their daily operations. If they can take an honest look at what's happening in
their work, identify the problems, and turn those problems into solutions, we'll have
something valuable we can share with the world. Let's aim to be an environmental
frontrunner as one team, involving associates at all levels of the organization.
Masahiro Sekiya
Products Logistics Division,
Experimented with rail transport of finished
automobiles in FY2014
J41
Direction
Products
Management
8 domains
Japan
INDEX >
Transportation
■ Increase transportation efficiency
In fiscal 2014, CO2 emissions from the transportation of automobiles,
motorcycles, power products, and service parts in Japan totaled 99,228
t-CO2. Japan's revised Energy Conservation Act, which took effect in April
2006, requires companies that ship 30 million ton-kilometers (weight of
CO2 emissions from transportation
■ Automobiles ■ Motorcycles ■ Power products ■ Service parts
■ Component parts sets1 ■ Between factories ■ Other ■ Parts picked up by Honda
Per-unit CO2 emissions from transportation
■ Finished vehicles plus component parts sets ■ Total of all shipments
（t-CO2）
(g-CO2/t-km)
100,000
shipments in tons multiplied by distance shipped in kilometers) of cargo or
more a year to make efforts to reduce energy consumption in transportation.
To fulfill our responsibilities as a high-volume shipper under this regulation,
32,760
80,000
we are working to improve efficiency in the transportation of finished
vehicles and equipment, service parts, and parts shipped between factories,
5,424
Many of the parts that make up Honda products are sourced from suppliers.
524
3,587
115
20,609
87
started to introduce a new logistics approach in which Honda trucks travel
572
120
109
17,277
76
106
18,440
79
103
18,180
79
1,637
3,293
1,661
3,792
1,346
3,607
471
3,541
36,605
31,448
30,373
32,454
35,824
2010
2011
2012
2013
2014 (FY)
2,377
3,356
40,000
20,000
4,472
4,311
3,776
4,477
3,540
3,828
111
19,738
82
The conventional method of gathering these parts has been to have each
supplier ship its parts to Honda production facilities. In fiscal 2014 we
548
469
4,325
4,093
60,000
and have also started to introduce a new approach for parts delivery.
● Picking up parts from suppliers
160
491
80
40
to suppliers to pick up the parts. This method gives us more control in
transportation and has also allowed us to improve transport efficiency.
0
0
● Initiatives for transport of finished automobiles
*The latest CO2 emissions factor based on Japan's Energy Conservation
Act was used for calculations each year
We continue to drive improvements in average fuel efficiency by
Modal shift expansion
Rail transport introduction
encouraging partner companies that transport finished automobiles to
of increased domestic production, contributing to a further reduction in
CO2 emissions. We also tried new transportation methods using rail in
addition to existing transportation modes (marine/ground).
● Initiatives for transport of finished motorcycles
In the transportation of finished motorcycles, we have been working
with our logistics partners to reorganize shipping zones and change
shipment frequency according to market conditions. The result has
been a major improvement in the loading efficiency of each truck and
a reduction in total distance traveled. Since November 2008, we have
reduced CO2 emissions from truck transport by using the Tokyo and Kobe
ports instead of the Nagoya port for imported motorcycles from China,
regions. In July 2013 we expanded this method to include motorcycles
from Thailand and Vietnam, which shortened trucking distance further,
leading to a major reduction in CO2 emissions.
● Initiatives for the transport of service parts
30,000
Ground
transport
Ground
transport
20,600
Sendai
Sendai
PortPort
10,000
Export/import port
5,000
80
75
Sales company
Product management center
5,080
73
4,130
■ Finished
motorcycles
0
2000
2009
Distribution center
100
75
50
Port
46
2,590
2011
2012
2013 （年度）
Distribution
center
0
Sales
company
Port
48
47
30
Factory
～
～
Contract
2010
2011
2012
Rail
terminal
Import port
2009
Rail
terminal
factory
2000
Dealer
Warehouse
0
25
2,670
Transit terminal
External
warehouse
50
■ Power products
25
2010
50
51
Commercial product
management center
2,790
Rail terminal
Export/
import port
52
Receiving
port
3,730
External
warehouse
2,500
55
Dispatch
port
Rail terminal
efficiency by revamping distribution between East and West Japan.
（％）
100
100
7,500
Factory
In fiscal 2015, we will aim to make further improvements in transport
0 of
Tested rail for movement
2011
2012
2013 （年度）
finished vehicles from Kyoto to
Niigata
100
Distribution Center to these warehouses.
Truck transport
25
Truck
42 transport
Niigata sales company
Niigata sales company
■ Finished automobiles
（t-CO2）
10,000
we previously shipped bumpers fabricated in-house (in Saitama) to the
remote warehouses and revising drop-off routes from the Suzuka
47
50
Rail
transport
17,300
Rail
transport
Niigata
Station
freight
terminal
Niigata
Station
freight
terminal
Transport routes covered by CO2 emissions calculations
（％）
route. We also reduced the transport distance by consolidating Honda's
Kyoto
Station
freight
terminal
Kyoto
Station
freight
terminal
18,200
Suzuka
Suzuka
Factory
44
43
Factory
reduce CO2 emissions
the effect of reducing the number of truck shipments. For example, while
we stopped making the transfer at Tokorozawa and switched to a direct
18,400
0 Hachinohe Port helped
Adding
2000
2009
2010
shorten trucking distance and
In fiscal 2014, we cut annual CO2 emissions from the transport of service
Suzuka Distribution Center by way of Tokorozawa, in September 2013
19,700
49
75
Suzuka
Factory
Suzuka
Factory
Truck
transport
Truck
transport
Kyoto
Station
Kyoto
Station
Marine
transport
Marine
transport
20,000
parts by two percentage points. We did this by revising transport routes
and enhancing the loading efficiency of returnable containers, which had
（％）
100
100
Factory
bringing shipments closer to major markets in the Kanto and Kansai
40,000
Port
Port
42,200
～
we expanded the utilization rate of coastal shipping2 to 69% as a result
Niigata
Station
Niigata
Station
Hachinohe
排出量原単位指数
■ CO2 排出量　■ CO2Hachinohe
（t-CO2）
～
practice eco-driving and to switch to new types of trailers. In fiscal 2014,
OEM （年度）
2013
Export port
1. Sets of parts exported for final assembly in the product's target market
2. Freighters that carry cargo in Japanese coastal waters
■ 包装資材使用量　■ 包装資材使用量原単位指数
（t）
40,000
（％）
100
100
75
J42
3,541
3,541
106
103
79
17,277
17,277
79
19,738
3,293
3,607
3,792
18,440
18,180
82
76
76
80
79
79
471
471
1,637
1,346
1,661
80
40,000
3,541
3,541
3,293
3,607
471
471
3,792
1,637
1,346
1,661
20,000
40
3,541
3,541
Honda
ENVIRONMENTAL
ANNUAL
3,293 30,373
3,607
36,605
35,824REPORT
35,824 2014
31,448
3,792 32,454
32,760
87
2,377
3,356
2,377
3,356
100,000
40,000
Management
8 domains
80,000
20,000
20,000
Transportation
0
60,000
0
0
36,605
491
36,605
5,424
31,448
30,373
31,448
524
3,587
2009
30,373
35,824
32,454
548
35,824
572
35,824INDEX >
40
0
2012
3,776
2013
3,238
572
2013
3,238 （年度）
2010
2011
2012
2013
2010
2011
106
2012
103
2013 （年度）
0
3,540
3,828
111
19,738
20,609
2009
87
160
40
35,824
469
2011
4,325
4,093
2009
115
Japan
32,454
2010
18,440
4,477
18,180
4,311
109
2013
17,277
76
120
0
4,311
109
2013
17,277 （年度）
76
82
CO2 emissions from
transportation
of service parts
79
79
● Conserving energy at warehouses
At the Suzuka Distribution Center, we reduced total CO2 emissions by
one percentage point by instructing workers to use shelf and aisle lighting only when necessary. One project planned for fiscal 2015 is to reduce
annual CO2 emissions by 7% by consolidating all of the receipt/delivery
2,377
40,000
■ Per-unit
emissions 471
■ Total CO3,356
2 emissions
1,637
1,661 CO21,346
（t-CO2）
40,000
3,607
3,541
471
3,541
100
100
40,000
30,000
20,000
cycle parts and accessories at the Suzuka Distribution Center, planned to
30,000
0
20,000
10,000
20,000
100
20,600
19,700
49
20,600
19,700
47
49
2001
10,000
18,400
18,400
44
2010
20,600 2011
19,700 2012
2009
10,000
0
■Use less packaging
3,792
2）
42,200
（t-CO
■ Total
CO
2 emissions ■ Per-unit CO2 emissions
20,000
40,000
30,000
30,373 32,454 35,824
2） 36,605
42,200 31,448
（t-CO
and storage capabilities of the Kameyama Distribution Center for motortake place in September 2014.
3,293
42,200
～
～
Products
47
49
47
2011
2010
18,400
44
2012
44
18,200
18,200
43
2013
18,200
43
2013
43
*Marine
transport excluded as per the revised
0
17,300
41
2014
41
2001
2010
2011
2012
2013
■ Total CO
2 emissions ■ Per-unit CO2 emissions
2014
In fiscal 2014, we took steps to reduce packaging weight and expand
（t-CO2）
5,000
2,500
0
2,500
0
0
120g/m2 ⇒ 90g/m2
Introduced lighter corrugating medium
without sacrificing strength
2001
2001
（％）
without exterior returnable containers to automobile production centers
in Europe.
3,730
2011
2010
2011
50
25
0
(FY)
25
0
(FY)
0
(FY)
（％）
75
100
17,300
（％）
100
50
75
（％）
100
41
51
75
25
50
75
2012
2013
51
2,610
2014
50
0
25
(FY)
50
2,790
2,670
2,610
2,790
2,670
2,610
25
0
(FY)
25
55
2012
2012
52
2013
51
2014
0
(FY)
0
(FY)
to2013
reflect 2014
changes
in
2013
2014
100
100
50
0
25
25
0
0
（％）
0
5,080
55
50
4,130
46
3,730
50
46
50
2001
2001
2001
2001
75
80
use per
unit of
component parts set
73
（％）
75
100
5,000100
100
50
75
2,500
75
25
50
（％）
100
100
～
～
Asia, and China. We also started supplying, on a trial basis, certain parts
3,730
4,130
2010
75
50
75
2001
2010
2011 adjusted
2012
*Historical
figures
have
been
■ Per-unit
CO2 emissions
■ Total CO2 emissions
～
～～
～
containers in various locations across North America, South America,
2011
data2）
collection.
（t-CO
10,000
100
7,500
locations in North America and expanded the use of interior returnable
2010
4,130
5,080
2001
Packaging
（％）
We also expanded the use of exterior returnable containers at certain
～
170g/m2 ⇒ 150g/m2
Introduced lighter corrugated
linerboard without sacrificing
strength
from warehouses
100
（t-CO2）
20,600
■ Per-unit
■ Total CO2 emissions
19,700CO2 emissions
18,400 18,200
10,000
20,000
7,500
2）
（t-CO
80
100
10,000
73
49
47
100
7,500
44
10,000
5,000
43
55
52
80
5,080
73
7,500
4,130
80
3,730
73
5,000
0
2,500
55
52
2,790
2,670
5,080
～
board and used thinner polyethylene sheets for wrapping parts.
CO2 2emissions
（t-CO
）
30,000
10,000
（％）
40
100
75
（％）
100
（％）
100
■ Per-unit CO2 emissions
■ Total CO100
2 emissions
～～
packaging weight, we increased the use of lightweight corrugated liner-
42,200
46
～
the application of exterior and interior returnable packaging. To reduce
2012
（％）
100
0
50
25
41 （年度）
17,300
2013
● Initiatives for packaging of component parts sets
40,000
2011
80
17,300
2014
0
2010
35,824
2013
1
2001
～～
Direction
2010
2010
2011
2011
48
2,790
48
48
2012
2012
52
47
2,670
47
47
2013
2013
51
50
30
2,610
25
30
2014
30
0
(FY)
2014 (FY)
2010
2011
2012
2013
2014 (FY)
2010
2011
2012
2013
2014 (FY)
100
100
■ Total packaging
material use material
■ Per-unitused
packaging
material use
Reduction
in packaging
for component
（
t75
）
parts
sets2
40,000
（％）
100
50
48 packaging
■ Total packaging
material
use
use
47 material
46 ■ Per-unit
Reduction
of material
100 Type
（ t50
）
■ Total packaging material use
40,000
30,000
Steel
（t）
100
25
40,000
73
In fiscal 2014, we reduced corrugated paperboard use by approximately
10,000 tons compared to fiscal 2009 levels, by applying the improved
packaging method, we had developed in fiscal 2013 for bumpers, a part
with high demand. With the new method, we switched from wrapping
the bumpers in laminated foam sheets and packing them in paperboard to wrapping them only in Miracloth sheets and storing them in
returnable containers. In fiscal 2015, we will continue efforts to reduce
packaging use by advancing initiatives to develop simpler packaging for
large sheet-metal parts and recycle exterior containers used for smaller
sheet-metal parts.
19,200
213t
63
paperboard
59
73
53
（％）
100
75
50
47
75
9,000
47
50
47
9,000
2014
25
0
(FY)
25
(FY)
2001
2010by replacing
2011
2012
2013
2014 with
2. Made
possible
disposable
packaging
63
14,100
73
20,000
10,000
returnable
packaging.
19,200
20,000
● Initiatives for packaging of service parts
Corrugated
100
～
～
New interior returnable containers
without need for an exterior container
30,000
20,000
0
30,000
（％）
■ Per-unit packaging material use
30
75
305
t 100
10,000
0
10,000
19,200
14,100
2009
14,100
2010
12,000
63
59
11,400
59
10,100
53
12,000
11,400
53
10,100
12,000
11,400
10,100
2011
2012
2013
0
Packaging
material
for service
2010used
2011
2012 parts
2013
2009
0
2009
2010
2011
■ Total packaging material use
（t）
40,000
2012
2013
9,000
2014
2014
50
25
0
(FY)
0
(FY)
■ Per-unit packaging material use
（％）
100
100
75
30,000
73
20,000
14,100
10,000
0
63
19,200
2009
2010
59
53
12,000
11,400
10,100
2011
2012
2013
50
47
9,000
2014
25
0
(FY)
1. Sets of parts exported for final assembly in the product's target market
J43
Direction
Products
Management
8 domains
Japan
INDEX >
To promote environmental conservation in sales and
Sales and
Service
services, Honda provides its sales companies with
continuous support for implementing Green Dealer initiatives. By taking concrete steps to meet the
needs of today, our goal is to cultivate dealerships
that demonstrate environmental leadership, bringing
enhanced value to the customers and communities
they serve.
Discussion
Taking dealer initiatives to the next level in
environmental leadership
Shigenori Kaneko
President,
Honda Cars Tokyo-Chuo, INC.
Sho Minekawa
Chief Operating Officer,
Regional Operations (Japan)
Tomokazu Abe
General Manager,
Environmental Promotion Center,
Regional Operation Planning Office (Japan)
Leadership customers can see
In the sales and service domain, what are Honda's long-term or constant environmental goals?
Minekawa: In the sales and service domain, we have always endeavored to support all our dealers—automobiles, motorcycles, and power products alike—to become environmental leaders. Customers' preference for environmentally sustainable
products has risen dramatically in recent years, and the environmental performance of our dealerships has become another
important determinant of purchasing decisions. That is why we not only need to further cut impacts at dealers but also clearly
signal to customers that we are a company that is doing this important work, and that our dealerships are also on board. In
that sense, installing solar panels at dealerships sends a clear message to customers, while also providing substantial benefits.
J44
Direction
Products
Management
8 domains
Japan
INDEX >
Sales and Service
Abe: The convenient thing about solar panels is that you can display real-time power generation information on a monitor inside the dealership. We have actually done
just that: by the end of fiscal 2014 we finished installing solar panels at 162 outlets
nationwide,1 greatly exceeding our target of 100 outlets. We received a very enthusiastic response from dealers wanting to have the panels installed. Dealers must have
begun to grasp the importance of communicating environmental efforts to customers, and the effectiveness of solar panels as a tool for doing that. It is another way
this initiative is paying us back.
Kaneko: At Honda Cars Tokyo-Chuo, we have installed solar panels at 13 locations,
and they are certainly grabbing people's attention. Our associates, who interact with
customers on a daily basis, are most sensitive to these changes in awareness, and
their own awareness has grown remarkably as a result. For example, a good number
of associates have voluntarily switched to commuting by bicycle. I think that is a sign
that they are not taking action for the environment based on my instruction, but on
their own initiative.
Sho Minekawa
Pursuing operational efficiency leads to
reduced environmental impact
Minekawa: This mid-term, Honda launched a new headquarters for Japan Operations and is hoping to grow these operations one size larger, so to speak. In sales and
service, this means expanding our sales network and boosting sales volumes. Environmentally speaking, it means increasing the number of green dealers by introducing the next generation of energy-saving solutions to new and existing outlets.
Abe: One practical way to do that is to get more information to our dealers so they
Tomokazu Abe
General Manager,
Environmental Promotion Center,
Regional Operation Planning Office (Japan)
can improve their methods. Through our environmental officers—associates who
oversee comprehensive environmental management at dealers—we will actively
share best practices related to carbon emissions, water resources, and waste, especially measures presented at the Honda Green Conference. 2 Doing this should enable each dealer to refine its initiatives and execute them more effectively.
Kaneko: At Honda Cars Tokyo-Chuo, we have announced an environmental declaration that commits us to reducing CO2 emissions by 3% year over year. It is by no
means an easy target, but our associates are very aware of the environment as I said
before, and by pooling ideas I think we can cut enough waste to meet it.
Minekawa: With Honda aiming for truly globalized operations, I actually think the
sales and service division has enormous potential even though it is more rooted in
the local situation and culture than other domains. The advanced sales know-how
and environmental solutions we develop at dealers in Japan will someday serve as
a global model. That is why I think our sales and service staff should approach their
work with the self-confidence and awareness that they are truly working at the global forefront of their fields. I think it will be their persistent efforts that carry Honda's
sales and service domain to the next level.
Shigenori Kaneko
President,
Honda Cars Tokyo-Chuo, INC.
1. As of March 31, 2014
2. See page J04 to learn more about Honda Green Conference.
Initiatives presented at the 2013 conference are described in detail in the December 24, 2013, article of Environmental TOPICS.
J45
Direction
Products
Management
8 domains
Japan
INDEX >
Sales and Services
■ CO2 emissions reductions at sales companies
Honda dealers monitor their CO2 emissions on a per-unit basis. Although
total emissions rose in fiscal 2014 due to increased sales activities and
the opening of new automobile sales outlets, all motorcycle, automobile,
and power product sales companies managed to keep their per-unit CO2
emissions below fiscal 2011 levels.
Motorcycle, automobile, and power product dealerships are implementing Honda Green Action Programs to promote environmental action on
1
an individual level. Associates share with customers the eco-driving techniques and other forms of eco-etiquette they practice themselves, while
workplace efforts to reduce CO2 emissions are awarded at a triennial domain conference2 to promote the spread and adoption of best practices.
● Initiatives by motorcycle sales companies
The Japanese motorcycle wholesaler Honda Motorcycle Japan Co., Ltd. (5
CO2 emissions from sales companies
■ Total CO2 emissions　Per-unit CO2 emissions
■ Motorcycle ■ Automobile ■ Power Product
（t-co2）
80,000
60,000
120
106
101
99
100
100
91
90
87
40,000
～
～
0
84
83
83
87
82
83
69,000
69,800
62,900
66,300
67,700
2010
2011
2012
2013
2014
80
～
～
0
(FY)
*Historical figures have been adjusted to reflect a change in
the scope of data.
Initiatives by motorcycle sales companies
outlets) and seven consolidated motorcycle sales companies (55 outlets)
made efforts to maintain environmental awareness through continued
participation in the Environmental Etiquette program3 and through quarterly self-assessments conducted at their respective outlets. In addition,
an environmental slogan component was added to the environmental
poster design contest started in fiscal 2012 and was conducted with consolidated motorcycle sales companies to raise awareness among staff.
The 20 motorcycle sales outlets that introduced power demand systems
during the previous year worked to conserve energy by raising awareness
and calling on staff to save electricity. The companies are also reducing
Switched to LED lighting at dealerships
their environmental impact by installing LED lighting at new outlets,
among other actions.
Initiatives by automobile sales companies
● Initiatives by automobile sales companies
All dealers participate every year in the Environmental Etiquette program, and realize further reductions in CO2 emissions through staff education. Awareness was raised further in fiscal 2014 through the soliciting
of poster designs and slogans on the areas for improvement identified in
the environmental etiquette survey, and through the display of outstanding submissions on company walls. To further reduce CO2 emissions
2013 Environmental Etiquette Poster Contest: Winning Designs
from automobile sales companies in Japan, we set a target to install one
megawatt of photovoltaic generation capacity distributed across 100
dealers nationwide. By the end of fiscal 2014, we completed the installation of 1.8 MW at 162 dealers (1.3 MW at 119 dealers in the previous
fiscal year), exceeding our initial target.
A history of power generation performance at Honda dealers is available
on the Honda website (in Japanese).4
● Initiatives by power product sales companies
Two consolidated power product sales companies are working to reduce CO2 emissions at their eight outlets through further efforts to raise
awareness among staff and continued participation in the Environmental Etiquette program. Also, exemplary environmental practices in the
service department of individual outlets are shared on an ongoing basis
2013 Environmental Slogan Contest: Winning Slogans
5 areas for improvement in the
Environmental Etiquette survey
Winning slogans
1. Close laptop screen
when away from your desk
Stepping out?
Close the laptop and use an i-Pad.
2. Switch off mobile-phone
chargers when away from
your desk for long periods
Turn it off. Every time—Let's cut
CO2 emissions steadily
3. Use a handkerchief or a
towel after washing hands
Save resources: Carry your own
hand towel everywhere.
4. Turn off desktop
devices when
leaving work
Done for the day? Turn off the lights
for a restful evening.
5. Thermostat settings
A small change for a bright future
among 180 preferred authorized dealers (206 outlets) and 116 service
network dealers (131 outlets) to show them ways that they can improve
environmental performance.
1. For more information, see page J22 "Environmental Education." 2. An initiative to encourage energy conservation through simple day-to-day actions,
3. See page J04 to learn more about Honda Green Conference. Initiatives presented at the 2013 conference are described in detail in the December 24,
2013, article of Environmental TOPICS. http://www.honda.co.jp/environment/topics/topics25.html (in Japanese)
4. http://www.honda.co.jp/solar-power/ (in Japanese)
J46
1,230
1,000
Products
Management
8 domains
1,020
1,010
0
2001
2010
2011
2012
Japan
2013
Sales and Services
unit CO2 emissions by 20% from the fiscal 2001 base year. It exceeded
target achieving a 41% reduction. The company took several steps to
accomplish its objective including installing a 27 kW solar panel system
and reducing energy used for lighting by redesigning its office lighting
systems and making judicious use of fluorescent lights. Centralized air
conditioning systems also were installed to save energy through effective
temperature control and operation scheduling based on individual office
use conditions.
■ Use resources efficiently
The company reduced the amount of waste generated per unit in fiscal
2014 to 33% less than the fiscal 2001 level, beating its target of a 25%
reduction. The volume of corrugated paperboard waste was lowered by
repurposing shipping boxes as containers for multiple small products.
Packaging methods for delivery items also were reexamined and simpli-
2,000
2,000
300
1,500
1,500
1,500
200
1,000
1,000
100
1,000
500
0
500
500
0
0
0
72
72
72
1,230
219
1,230
1,230
1,620
1,620
1,620
2001
～
～
Honda Access Corporation1 set a target for fiscal 2014 to reduce per-
（ tTotal
）
100
2 emissions　■
CO
■ 500
Total
CO2 emissions　（t-CO
2） 100
■ Total
CO2 emissions　2,000
（t-CO
2） 100
400
430
69
（t-CO2） 100
～
～～
～～
～
■ Energy conservation
■ Total waste generation　CO2 emissions
2010
0
2014 (FY)
INDEX >
62
72
72
72
1,250
195
1,250
1,250
2011
ホン
ホン
ホン
100
（％）
64
64
67
59
59
59
202
1,020
1,020
1,020
59
261
59
59
1,010
1,010
1,010
59
328
59
59
1,010
1,010
1,010
2012
2013
2014
100
（％）
80
（％）
100
100
60
75
75
75
40
50
50
20
50
25
0
25
(FY)
25
0
2001
2010 2011 2012 2013 2014 (FY)
0
0
2001
2010 2011 2012 2013 2014 (FY)
2001
2010 2011 2012 2013 2014 (FY)
■ Total water use　Per-unit water
2 emissions　■（㎥）
Total CO100
Waste
97waste 99
■ Totalgeneration
waste generation　Per-unit
generation
93
20,000）
（t-CO
2
■
Total
（ tTotal
）
■
2,000
（ 500
t）
15,000
（t）
500
500
1,500
400
400
10,000
400
300
1,000
300
5,000
300
200
500
200
200
100
0
100
0
100
0
0
0
ホン
100
88
88Per-unit waste generation
（％）
100 generation　waste
100 generation　Per-unit waste generation
waste
100
100
100
75
16,200
100
100
72
72
100
75
80
430
69
1,620
13,500
67
13,100
13,000
59
59
59
64 13,000
64 12,800
62
80
430
69
50
67
64
64
80
62
430
69
1,250
60
1,230
67
64
64
62
50
328
1,020 1,010 1,010
60
261
25
60
328
40
219
328
261
202
195
25
40
261
219
40
202
195
20
219
0
202
195
2009
2001
2001
2001
2001
～
～
～～
～～
～～
50
1,010
500
25
Honda
ENVIRONMENTAL ANNUAL REPORT 2014
～
～
Direction
1,250
2010
2010
2010
2010
2010
2011
2011
2011
2011
2011
2012
2012
2012
2012
2012
2013
2013
2013
2013
2013
2014
2014
2014
2014
2014
(FY)
20
0
20
0
(FY)
(FY)
0
0
(FY)
(FY)
fied, resulting in waste reduction.
unit by 5% from fiscal 2009 levels, achieving a 7% reduction through a
concerted effort by all associates to conserve water.
■ Improve transportation efficiency
The company reduced per-unit CO2 emissions from transportation in
fiscal 2014 to 46% less than the fiscal 2010 levels, far surpassing its 4%
reduction target. The main factor contributing to the reduction was the
leveling of the cargo volume for each week, which raised the loading
■ Total packaging material use　Water use
5,000
100
5,000
0
5,000
0
0
0
0
ratio per vehicle by 8% and lowered the number of deliveries by 5% from
the previous fiscal year.
■ Reduce the volume of packaging materials
The company reduced the volume and weight of packaging materials
used in fiscal 2014, partly owing to the introduction of smaller and lighter versions of strong-selling products. One specific step to reduce cardboard volume was the redesign of corrugated paperboard boxes used for
trays and mats, which have a high number of unit deliveries, by making
larger see-through sections.
Per-unit packaging material use
100
95
waste generation　Per-unit waste generation
water use　Per-unit water
89
water
use　Per-unit water
100
100
988 use　Per-unit water97
99
water
93
70
866
20,000
（㎥）
100
88
88 799 97
99
750
（㎥）
100
93
99
20,000
97
59
88
88
93
400
20,000
430
69
88
88
67
64 74664
62
15,000
16,200
500
15,000
16,200
300
743
15,000
16,200 13,500 13,100 13,000 13,000 12,800
328
10,000
13,500 13,100 13,000 13,000
261 12,800
200
13,500
13,100 13,000
219
13,000 12,800
10,000
250
202
195
10,000
（t）
■ Total
■
Total
1,000
（ tTotal
）
■
■（㎥）
Total
500
2010
2001
2009
2009
2009
～
～
In fiscal 2014, the company also met its objective to reduce water use per
2011
2010
2010
2010
2010
2012
2013
2011 2012
2012 2013
2013
2011
2011 2012 2013
2011 2012 2013
2014
2014
2014
2014
2014
100
100
100
75
100
80
100
75
50
75
60
75
50
40
50
25
50
25
20
25
0
25
0
(FY)
0
(FY)
(FY)
0
0
(FY)
(FY)
CO2 emissions from transportation
■ Total CO2 emissions　Per-unit CO2 emissions
■ Total packaging material use　Per-unit packaging material use
use
100
use
■ Total
（t-CO
2） water
100use　Per-unit water
■
Total packaging material
material
89 use　Per-unit packaging
2,000
100
（
t ） packaging
（㎥）
100
■
Total
material
material
95 use　Per-unit
99
97 packaging
93
89
100
（t）
1,000
20,000
88
88
75
95
1,850
100
（t）
89
95
1,000
1,500
1,660
988
61
89
1,560
1,000
70
866
988
15,000
16,200
54
1,380
799
750
70
988
866
59
70
1,000
799
750
866
1,460
13,500
13,100
13,000 12,800
59
79913,000 746
750
10,000
59
500
746
743
746
500
500
743
500
5,000
743
250
0
250
0
250
100
100
75
100
75
75
50
75
75
50
50
25
50
50
25
25
0
25
2010
2011
2012
2013
2014 （FY）
0
25
2009 2010 2011 2012 2013 2014 (FY)
0
*CO2 emission factors based on Japan's Revised Energy 0
(FY)
2010
2011
2012
2013
2014 0
0
Conservation
Act
0
0
2010
2011
2012
2013
2014 (FY)
2010
2011
2012
2013
2014 (FY)
Packaging material used
（万t-CO
■ Total2）
packaging material use　Per-unit packaging material（％）
use
30
120
2 emissions　■（Total
100
t ） CO
104
100
100
500
0
500
0
0
0
2000
～
～
See-through packaging for luggage trays
Redesigned box specifications vastly reduced packaging material
volume and lowered the use of corrugated paperboard by 30%
95
2 emissions
■
Total
CO2 emissions　Per-unit
89 CO
（t-CO
1,000
2）
90
25
2 emissions　■
Total
CO100
Per-unit
CO2 emissions
89
2,000
81
（t-CO
2）
100
988
78
（t-CO2）
100
89
70
2,000
20
866
75
1,850
89
2,000
799
750
59
1,500
1,660
75
1,850
61
1,560
15
75
1,850 15.8
1,500
746
1,660 15.0
1,560
54
1,38015.2 61
1,500
1,660
61
1,560
500
13.9
12.5 54
10
1,380
743
1,000
11.3
1,460
54
1,380
1,000
1,460
5
1,000
1,460
250
500
2010
2010
2010
2010
2008
2011
2011
2011
2011
2009
2010
2012
2012
2012
2012
1. Honda Access Corporation comprises the Niiza head office, Tochigi R&D Center, and Hidaka Office (three offices). The Tochigi R&D Center's
environmental performance results are included with those of the Automobile R&D Center (Tochigi), Honda R&D Co., Ltd. and therefore are not
■ 水資源使用量　■
included in the Honda Access Corporation figures. The environmental figures reported here represent the Niiza
head office and水資源使用量原単位指数
the Hidaka Office, the
company's distribution center.
（千㎥）
0
2014
(FY)
0
2014 （FY）
0
2014 （FY）
2014 （FY）
2 排出量　■ CO2 排出量原単位指数
■
■ CO
Total
CO2 emissions　Per-unit CO2 emissions
1,500
■
CO22排出量　■
CO2 排出量原単位指数
（万t-CO
）
（t-CO
2 排出量　■
■ CO
2）
100 CO2 排出量原単位指数
（万t-CO
30 2）
89
2,000 2）
（万t-CO
104
1,200
100
100
30
25
0
25
2012 （年度）
2011
2013
2013
2013
2013
本田
100
100
100
100
80
100
75
75
60
75
75
50
40
50
50
20
50
25
（％）
150
（％）
（％）
120
100
（％）
120
120
J47
本田
本田
Direction
Products
Management
8 domains
Japan
INDEX >
Even before the introduction of Japan's Law on the Recycling of End-of-Life Vehicles (the ELV Recycling Law)
Product
Recycling (3Rs)
in 2005, Honda was putting the 3Rs (reduce, reuse, and
recycle) into practice for product materials. We were the
first Japanese automaker to sell recycled parts and to
collect and recycle parts such as oil filters and bumpers,
activities we have continued to this day. We are now developing equipment for efficiently and safely disassembling used parts and products to support proper disposal
and material recycling, and actively working to build
networks to promote reuse and recycling.
Discussion
Moving Japan to the global forefront of
recycling innovation
Shu Takiguchi
Spare Parts Division
Sho Minekawa
Wataru Karo
General Manager,
Recent achievements in battery recycling
In the product recycling (3Rs) domain, what are Honda's long-term or constant environmental goals?
Minekawa: Our basic objective when working with the flow of materials, parts, products, waste, and so forth in the 3Rs
domain is this: Let's think more about how we can close the loop and create cyclical systems that generate zero waste. Using resources effectively and recycling them for reuse is going to become increasingly important worldwide. Our product
recycling operations in Japan need to continue to test new ideas, accumulate knowledge, and develop best practices that
we can share with the world. This is true of all domains, but the 3Rs domain in Japan has a particularly important role to
play in leading Honda's global operations.
J48
Direction
Products
Management
8 domains
Japan
INDEX >
Karo: We started showing that leadership in fiscal 2014, when we developed a
scheme to recycle used nickel-metal hydride (NiMH) batteries from hybrid cars, with
technical support from Japan Metals & Chemicals Co., Ltd. The previous year we had
created a system, based on our own recycling technologies, to extract rare earths
from used batteries and reuse them; our work in fiscal 2014 took that a step farther
and resulted in a system to reuse peripheral components as well as rare earths. In
other words, we now have a system to recycle everything in NiMH batteries that can
possibly be reused. I think this has been our greatest accomplishment so far in the
3Rs domain.
Takiguchi: I got involved in that project because I asked to be part of creating such
a system. Being a member of the team allowed me to use my prior experience in
engineering after-sales parts in the creation of a parts-to-parts recycling scheme for
NiMH batteries; I also learned a lot along the way. I'm proud to have been able to
contribute to something so significant in Honda's recycling operations.
Sho Minekawa
Taking on new challenges with pioneering
determination
Minekawa: Now that we've completed the recycling scheme for NiMH batteries,
our next big project is lithium-ion (Li-ion) batteries. The number of hybrid vehicles
equipped with Li-ion batteries is growing rapidly, so we need to have a system in
place to recycle them. Finding an answer to this problem is not just a goal, it's also
our responsibility as a mobility product manufacturer, and the entire automotive
industry needs to come up with a viable answer.
Karo: Our social obligation as a manufacturer is not only to recycle Li-ion batteries
Wataru Karo
General Manager,
but also to provide after-sales service from a safety perspective. Collection is the
very first step in the recycling process. We have the experience, know-how, and
network from our established business in remanufacturing automatic transmission
parts, so if we put those to good use I think we can build an efficient system for
collecting Li-ion batteries.
Takiguchi: The Spare Parts Division I'm a part of is working on the Triple Zero concept to reduce all environmental impacts down to zero. Associates in the division
keep this concept in the back of their minds at all times, and are always looking for
and collecting useful information. As for me, I'm excited to put the experience and
knowledge I acquired from NiMH battery recycling to use in my future work.
Minekawa: The many years we've put into reducing impacts from Honda's operations, such as CO2 emissions, are gradually starting to deliver results. The world,
however, expects even more from us. We should appreciate this fact and let it drive
us to accomplish more in the 3Rs domain. Working together, let's have the determination to put Japan at the global forefront of innovation and contribute to the cre-
Shu Takiguchi
ation of a waste-free society.
In FY2014, helped build a NiMH battery recycling
system and presented the achievements at the
Honda Green Conference1
1. See page J04 to learn more about the Honda Green Conference. Initiatives presented at the 2013 conference are described in detail in the December 24, 2013,
article of Environmental TOPICS.
J49
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■ 3R initiatives in product development
Short-pitch spot welding adopted in the N-WGN
● 3R pre-assessment system
Honda's efforts to reduce, reuse, and recycle (the 3Rs) begin at the R&D
Conventional welding
Short-pitch spot welding
Conventional pitch
Continuous welding
stage with measures that include making products lighter and more compact, extending their service life, standardizing components, improving
ease of maintenance and fluid replacement, using recycled materials,
minimizing use of environmental pollutants, and labeling products to indicate the types of resin and rubber used. We evaluate performance based
on a 3R pre-assessment system for each new model being developed,
and are constantly working to improve the system. Our motorcycles have
been assessed under this system since 1992, our automobiles since 2001.
● Reducing by design
Short-pitch spot welding: Achieved weight reduction by
reducing steel thickness through improved total efficiency in
the tailgate section
We have made considerable efforts to reduce the size and weight of our
products through innovative use of designs and materials for all parts,
including body structures, engines, and even individual screws.
For example, we reduced weight in the N-WGN mini-vehicle introduced
in 2013 by adopting the high-efficiency next generation body structure
with inner frame developed for the N-BOX and the N-ONE, light-weight
outer body panels made from material with a tensile strength of 340 Pa,
and high-efficiency short-pitch spot welding. These technologies cut
weight by 15% compared to vehicles using conventional methods.
For motorcycles equipped with the eSP global engine for next-generation compact scooters, we worked to increase the sharing of core parts
between engine models and use of the same gigs and other equipment
for their production. These efforts led to more energy and resource-effi-
eSP next-generation engine for small scooters, which reduces the
use of consumables
cient production, and will make it easier to disassemble these motorcyAutomobiles
At least 90%
N-WGN
● Glove box
● Sun visor
● HVAC duct
Motorcycles
At least 95%
NC750X　● Rear fender
● Battery box
Power
Products
At least 95%
HSL2511
● Fan cover
● Fuel tank
● Rubber track
● Reusing and recycling by design
We strive to improve the reusability and recyclability of product parts by
making special considerations during structural design, using recycled
resins and materials that are easy to recycle, and labeling resin and rubber parts to indicate the types of materials used.
In the N-WGN, for example, we used easy-to-recycle materials in the
1
Major parts
Recycling rate
cles when they reach the recycling stage.
bumper face and other exterior and interior components. We also use
recycled materials for sound absorbers and label the materials on rubber
parts wherever possible. All of these decisions help create a product conducive to recycling.
In fiscal 2014, we achieved at least 90% recyclability for all new and redesigned automobile models and at least 95% for motorcycles, according to
the definitions and calculation methods of the Japan Automobile Man-
Voluntary reduction targets proposed by JAMA (for new models)
Target substance
Lead
ufacturers Association ( JAMA), and a recoverability rate2 of at least 95%
for parts used in power products.
● Reducing chemicals in products
Mercury
Reduction target
Amount used per vehicle
Automobiles: One-tenth
(compared to 1996)3
Motorcycles: 60 grams or less
Complete ban, with exceptions
(HID headlamps, navigation LCD
panels, etc.)
We have been working to reduce levels of lead, mercury, hexavalent
Hexavalent
chromium
Complete ban
chromium, and cadmium—four heavy metals that have negative envi-
Cadmium
Complete ban
ronmental and human health impacts—from our products. We also made
voluntary efforts to discontinue the use of mercury. In the N-WGN, we
used mercury-free HID headlamps and other parts, even though these
parts are exempted from JAMA's reduction targets. For all automobile
and motorcycle models manufactured in Japan, we have achieved JAMA's
voluntary reduction targets. For power products, no specific regulations
exist in Japan, but we have been making efforts to comply with JAMA's
voluntary targets and working to reduce chemicals in all models produced in Japan.
N-WGN HID
headlamp
1. Thermo-plastics such as polypropylene and polyethylene.
2. The recoverability rate includes both the recyclability rate and the thermal energy recovery rate. It is based on the calculation method stipulated in ISO
22628 for automotive recyclability rates
3. Baseline for reduction is based on typical amount used per vehicle in 1996 (1,850 grams). One-tenth is equal to 185 grams.
J50
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■ 3R initiatives for parts
Recycling process for used bumpers
●Recycling used parts
We collect used parts from our repair and replacement services at Honda
dealers in Japan for recycling. In fiscal 2014, we collected and recycled
about 290,000 used oil filters and about 210,000 used bumpers. Some
of these materials are used in new models; for example, we used resin
Crush used bumpers
materials recycled from used bumpers in the underbody cover of the
new Fit released in September 2013. We also continue to collect and
remanufacture used torque converters; in fiscal 2014 we collected and
Collect used bumpers
remanufactured about 100 converters. We will continue efforts like these
to recycle used parts.
Turn into resin pellets
● Recycling nickel-metal hydride batteries for hybrid vehicles
Since launching the original Insight in 1999, Honda has been voluntarily
Use in underbody
cover in the new Fit
collecting nickel-metal hydride (NiMH) batteries from hybrid vehicles
and recycling them as stainless steel material. In April 2012, we began
working with Japan Metals & Chemicals Co., Ltd., to extract rare metals
and rare earth elements from used NiMH batteries and recycle them.1 In
Recycling process for hybrid vehicle NiMH batteries
2013, we worked on a project to reuse components from disassembled
NiMH batteries where quality could be assured. And in April 2013, we
began producing replacement batteries for the Civic Hybrid made from
Dealer
Japan Metals & Chemicals Co.
Collect used
batteries
Recycle rare metals
and rare earths
these reused components.
■ 3R initiatives for end-of-life products
● Automobiles
〈 Initiatives to comply with the ELV Recycling Law 〉
Disposal
Use in replacement
NiMH batteries
Customer
Honda
Purchase
Use in Honda
products
Reusable
components
Parts manufacturer
Reuse in batteries
and other parts
Honda makes various efforts to reduce environmental impacts across the
life cycles of its automobiles, from development to disposal. Japan's ELV
Recycling Law, which came into full force on January 1, 2005, is intended
Automobile recycling process flow-chart
to protect the environment and promote the effective use of resources
Deposit Management Entity
through measures that ensure the responsible and efficient recycling of
Japan Automobile Recycling (JARC)
end-of-life vehicles.
Under the law, automakers are responsible for collecting and properly
ants, but can damage the ozone layer and contribute to global warming
if released into the atmosphere), airbags (explosive and difficult to
1
6
after all reusable materials are extracted). Honda charges recycling fees,
Shredder
residue
Sh re dde r
co n t ra ct or
5
Delivery manifest
Receipt manifest
Delivery manifest
Receipt manifest
Delivery manifest
Receipt manifest
Dismantled
vehicle
Delivery manifest
D is ma n tl e r
4
ELV
ELV
Receipt manifest
"A word about recycling fees"
http://www.honda.co.jp/auto-recycle/recycle_03.html
(in Japanese)
ELV
c o l l e ct o r
"Initiatives for three recycled items"
http://www.honda.co.jp/auto-recycle/recycle_02.html
(in Japanese)
3
Fluorocarbon
recovery
contractor
2
Payment
information, please visit our website.
Japan Automobile
Recycling Center (JARC)
Air bag
sufficiently offset the costs of proper processing and recycling. For more
Payment
Fluorocarbons
ELV
which are set as low as possible for the customer, but high enough to
Designated resource
recycling organization
Automaker
Importer
Owner
handle), and automobile shredder residue (ASR; material that remains
Payment
Receipt
manifest
(3 items)
Recycling
fee
disposing of fluorocarbons (which are used as air conditioner refriger-
Information management center
Japan Automobile Recycling Center (JARC)
Material flow
Information flow
Money flow
1. Read more about our battery recycling initiatives in Case 17 of "Environmental Documentary—Honda Face."
J51
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〈 Complying with the ELV Recycling Law 〉
In fiscal 2014 we recovered fluorocarbons from about 440,000 vehicles
(up 7% from the previous year), air bags from about 380,000 vehicles (up
9%), and automobile shredder residue (ASR), which is generated in the
final process of automobile recycling, from about 490,000 end-of-life ve-
FY2014 recycling results
Fluorocarbons
(85%) and ASR (70% in fiscal 2016), recycling 93.9% and 96.0% of these
materials, respectively.
141,343 units from 39,984 vehicles
Automobile
On October 1, 2004, working in partnership with other motorcycle
廃棄物
ASR that would
have been
shredder
4,9581%
t from 25,877 vehicles
generated had
residue 金属材料として
full recycling not
再利用been done
29%
Recycling rate
96.0%
(legal minimum for FY2016 is 70%)
Total recycling deposits received 部品を洗浄し
5,346,414,558 yen
再利用
4,583,170,175 yen
70％
Total recycling costs
〈 Voluntary initiatives to recycle motorcycles 〉
93.9% (legal minimum is 85%)
Volume received 89,391 t from 464,687 vehicles
(ASR)
● Motorcycles
1,104,360 units from 316,431 vehicles
Recycling rate
Recycling all of these items cost 4.58 billion yen, and recycling deposits
received to process them was 5.35 billion yen in total.
121,128 kg from 437,462 vehicles
Recovered
Airbags
Recovered after
deployment
(gas generators)
hicles (up 4%).
We met regulatory requirements for the recycling rates of gas generators
Amount recovered
See the webpage below for a more detailed breakdown of
recycling in FY2014 (in Japanese)
http://www.honda.co.jp/auto-recycle/recycle_06_2013.html
manufacturers and motorcycle importers in Japan, Honda launched a
voluntary motorcycle recycling initiative that continues to this day. With
support from sales companies and other entities, our goal was to create
Motorcycle recycling process flow-chart
a backup recycling system for the proper disposal of end-of-life motorcy-
Customer
Motorcycle owner, or person authorized by
owner for motorcycle disposal/recycling
cles—the world's first voluntary effort of its kind in the motorcycle industry. In this system, end-of-life motorcycles are accepted by dealers and
certified collection centers free of charge for proper handling at recycling
facilities. We are monitoring the material recycling routes we established
Motorcycle with
NO recycling sticker
in fiscal 2009 for certain resins and aluminum from engines.
We have also introduced an information system for confirming the sta-
End-of-life motorcycle
tus of motorcycles that are submitted for recycle processing. The Japan
Owner completes
paperwork
to dispose of motorcycle
Automobile Recycling Promotion Center publishes a control number for
1
each motorcycle, as well as data provided by the companies and facilities
Dealer accepts
motorcycle
that collect, transport, and recycle the motorcycles.
In fiscal 2014, we achieved a 95% recycling rate—our fiscal 2016 target—
bile shredder residues as fuel (thermal recycling) at major disposal and
recycling facilities.
〈 Results of voluntary recycling initiatives in FY2014〉
The price tags of all Honda motorcycles sold in Japan includes the cost of
recycling, and all motorcycles are labeled with a sticker to indicate that
no recycling fees will be assessed at the time of drop-off. Even motorcycles sold before the start of this system and lacking the recycling sticker
are accepted free of charge. Of the end-of-life motorcycles accepted at
certified collection centers in fiscal 2014, a total of 3,912, or 54.6%, were
Honda products. One of our largest clients started using this system in
fiscal 2014, which contributed to a significant increase in the number of
End-of-life
motorcycle
Work subcontracted/oversight
by Japanese motorcycle manufacturer/importer
two years ahead of schedule, as a result of promoting the use of automo-
Motorcycle WITH
recycling sticker
Certified collection center
Rec ycling facilities
Preliminary disassembly
(removal of batteries, oil, etc.)
Shredding, sorting
Wa s t e
Recycled materials
Proper
disposal
Reused as raw materials
(e.g., steel, aluminum)
end-of-life motorcycles recycled.
The recycling rate for Honda products in fiscal 2014, calculated from the
actual amount of each type of material recovered at 14 recycling facilities, was 96.5 % by weight, an increase of 4.2 percentage points from the
previous year.
1. http://www.jarc.or.jp/en/motorcycle/
J52
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Honda is working to reduce the environmental impacts of its business support operations. We try to
Administration
consider the environment in all business activities, to
operate environmentally responsible "green offices,"
and to constantly improve our environmental performance. Our hope is that these efforts also will have
an indirect positive impact on the environment by
encouraging our customers, suppliers, and business
partners to take similar action.
Discussion
Honda's "green offices" : Comfortable
workplaces, reduced environmental impacts
Mizuho Ogane
Twin Ring Motegi, Mobilityland Corporation
Masahiro Yoshida
Business Support Operations
Takao Aoki
General Manager,
Administration Division
Learning from each other across business sectors
In the administration domain, what are Honda's long-term or constant environmental goals?
Yoshida: The administration domain encompasses a wide range of operations at Honda, from nine office buildings in Japan,
including the Aoyama head office building, to 13 group companies involved in services and manufacturing functions, as well
as the Honda Technical College, a vocational school. The mindset we all strongly share when engaged in environmental
initiatives is that we can learn from each other. Most initiatives in the administration domain are aimed at raising associates'
awareness to make small, day-to-day improvements in energy use. But it is difficult to continually come up with new ideas.
That is why the annual administration domain Honda Green Conference1 is an important opportunity to share and learn new
solutions. Gathering people from diverse backgrounds allows us to make discoveries and learn from each other.
1. See page J04 to learn more about Honda Green Conference.
J53
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Administration
Aoki: In one initiative in fiscal 2014, we made advances in monitoring and displaying
environmental impact data at the Aoyama head office building. Electronic monitors
on each floor now display—and update hourly—data showing each floor's CO2 emissions, copier paper use, and waste. This is data that, until last fiscal year, we were
posting in printed form. The impact is big because it shows the performance of all departments simultaneously, in real time. I am sure this has helped associates become
more aware of their own environmental impacts.
Ogane: At Twin Ring Motegi, we switched the lighting in facilities that consume a lot
of electricity to LEDs, and also made an effort to reduce peak electricity consumption
during events. We presented these efforts at the 2013 Honda Green Conference Yoshida mentioned earlier. There is a big benefit to introducing new equipment, but to make
facilities more energy-efficient overall, I believe that associates' awareness and their dayto-day behavior is even more crucial. It was at the Green Conference that I learned useful
ways to raise awareness on a continuous basis, so it is really true that the conference is
a valuable forum for sharing information and finding ideas and solutions you have not
thought of on your own.
Masahiro Yoshida
Business Support Operations
Sustaining progress by
enhancing workplace comfort
Yoshida: Thanks to the help we received from associates, we met all of our targets
for CO2 emissions, water consumption, and other environmental impacts during
the three-year mid-term. To further reduce impacts in the future, I think we will
need to take actions that do not force our associates to forgo comfort. Energysaving initiatives will not last if workplaces are difficult to work in; and they need
to be something that continues year after year. My idea of a green office is one that
reduces environmental impacts and achieves a high level of workplace comfort at
the same time.
Takao Aoki
General Manager,
Administration Division
Aoki: I think we need to come up with new ways of working to realize the green
offices you're envisioning. For example, the Honda head office buildings introduced
a "zero cabinet" policy in fiscal 2014, aiming to eliminate storage cabinets, which
had taken up the equivalent of one floor of the building. By digitizing documents,
we were able to completely eliminate cabinets on some floors, which opened up
more workspace and improved HVAC efficiency. Since this also reduced the amount
of paper stored, we can expect there to be a dramatic drop in the amount of paper
consumed and disposed. By advancing efforts like this one, we can reduce our
environmental impacts without sacrificing a comfortable workplace.
Ogane: Twin Ring Motegi operates in the service industry, so when we talk about
saving energy, we have to consider not only how to create a comfortable workplace,
but also how to satisfy customers. From fiscal 2015 onward, I'd like to put more
effort into initiatives that balance all three of these aspects.
Yoshida: With initiatives in the administration domain, it all comes down to
individual awareness and behavior and making a sustained effort. By putting our
Mizuho Ogane
Twin Ring Motegi, Mobilityland Corporation
minds together and making steady efforts to save energy, I think we can realize
Involved in energy conservation initiatives
at Twin Ring Motegi. As representative of
Business Support Operations, won an Award
for Energy Innovation at the 2013 Honda
leadership. And by sharing these solutions, I also hope we can contribute to more
the green offices we envision and put Japan in a position of global environmental
green offices around the world.
Green Conference.
J54
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Administration
■ Administration activities
Note: Fiscal 2014 data includes all nine office buildings
All Honda office buildings and other business sites of the 14 Honda
(Aoyama, Wako, Shirako, Yaesu, Sapporo, Sendai, Nagoya,
Group companies in Japan work together to advance environmental
of 13 consolidated group companies and one educational
Osaka, Fukuoka) of Honda Motor Co., Ltd., and all facilities
conservation. Group companies can be divided into three functional
institution in Japan: Mobilityland Corporation, Honda Kai-
areas, with initiatives conducted in each area: administration, which
Honda Airways Co., Ltd., Honda Trading Corporation, Honda
hatsu Co. Ltd., Honda Sun Co., Ltd., Honda Commtec Inc.,
includes head office buildings; services, such as racetracks and driving
Finance Co., Ltd., Rainbow Motor School Co., Ltd., Kibonosa-
schools; and production, which includes aluminum smelting and parts
Creates, Japan Race Promotion Inc., and Honda Technical
to Honda Co., Ltd., Honda R&D Sun Co., Ltd., Circuit Service
College.
manufacturing.
● Business Support Operations Green Conference
On September 24 and 25, 2013, Business Support Operations held
Participants gather in
the courtyard of Honda
Sun Co., Ltd., host of the
Business Support Operations Green Conference
in FY2014
its own Green Conference at Honda Sun Co., Ltd., in Oita Prefecture
to present recent environmental conservation activities of its group
companies. Honda Sun and the adjacent Honda R&D Sun Co., Ltd.,
which designs assembly lines for workers with disabilities, held facility
Associates from Mobilityland Corporation's Twin
Ring Motegi, which won
the Best Initiative Award
at the Business Support
Operations Green Conference and an Award for
Energy Innovation at the
company-wide Honda
Green Conference
tours to share their practices with other group companies. Mobilityland
Corporation's efforts at the Twin Ring Motegi speedway won the Best
Initiative Award. The company also won the Award for Energy Innovation
at the company-wide, triennial Honda Green Conference, held at Twin
Ring Motegi in December 2013.1
● Honda head office ISO 14001 certification
T h ro u g h co n t i n u o u s i m p rove m e n t a n d e f fe c t i ve o p e ra t i o n o f
Upgraded Smart-Eco monitor
enviro nm ental managem ent system s, as well a s by p ro m o t i n g
environmental initiatives, we nearly achieved our target for the reduction
of environmental impacts at Honda head office buildings and district
buildings2 in fiscal 2014. At the Aoyama Building, the Smart-Eco monitor
which shows environmental impacts on each floor, was upgraded to
display hourly electricity use, monthly paper use by copiers and waste
generation, to focus associates' attention on these impacts. Impact data
from each floor also was published on the company's intranet to promote
analysis and policy improvements on each floor.
Monitor shows electricity use and other environmental impacts on each floor
Group CO2 emissions
■ Group
（ t-CO2）
31,500
30,600
30,000
● Reducing CO2 emissions
In fiscal 2014, CO2 emissions from the administrative operations of
group companies in Japan totaled 28,300 tons, an 8% reduction from
fiscal 2011. Most CO2 emissions from administrative operations, which
comprise over half of the group companies in Japan, are the result of
electricity consumption from the use of air conditioning and heating.
In addition to promoting the summer Cool-Biz and the winter WarmBiz programs, energy saving measures were taken without affecting
operations by adding sensors and automatically turning off lights during
lunchtime. Awareness is raised through posters and by posting "save
energy" stickers at the entrance of offices at sales companies.
■ Honda
35,000
28,000
28,300
27,300
25,000
20,000
19,700
19,100
11,800
11,500
10,200
10,500
2010
2011
2012
2013
17,100
17,500
17,600
15,000
10,000
5,000
0
10,700
2014
(FY)
*Historical figures have been adjusted to reflect a change in the
scope of data.
*0.378 t-CO2/MWh was used as a fixed CO2 emissions factor for
electricity across all years
Major initiatives in FY2014
Switched to LED lighting fixtures
Honda Wako Building
Sw i t c h e d i n d o o r a n d o u t d o o r l i g h t s a n d
restroom lighting in Building B to LEDs
Honda Shirako Building
Continued Honda Green Action activities
Honda Trading Corporation
Switched lighting of all facilities at the Wako
Center to LEDs
Rainbow Motor School Co., Ltd.
Raising awareness through "save energy" stickers
1. See page J04 to learn more about the Honda Green Conference.
2. Head office buildings (Aoyama, Wako, and Shirako) and district buildings (Sapporo, Sendai, Yaesu, Nagoya, Osaka, and Fukuoka)
J55
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2009
Products
2010
Management
8 domains
2011 （年度）
Japan
INDEX >
Administration
■ 水資源使用量
（左軸）
原単位指数
（右軸）
（㎥）
150,000
150
〈 Case study: Reducing CO2 emissions at Kibonosato Honda Co., Ltd 〉
112,461
114,698
To improve air conditioning efficiency, plastic
98,797 curtains were installed in
100,000
100
the doorway connecting
the102.5
factory to the adjoining building, which is
100
87.4
exposed to outdoor air from the parts storage
area. This helped reduce
50,000
50
kerosene use to 0.27 kiloliters below the target from December 2013 to
March 2014, while also keeping room temperatures comfortable despite
0
0
Waste generation 1,962
2,000
■ Honda
1,868
1,821
1,500
1,340
1,280
1,000
● Reducing waste generation
1,250
1,270
1,200
500
（t-CO2）
40,000
In fiscal
2014, waste generated by the administrative operations of group
33,198
companies in Japan totaled30,318
1,821 tons,28,947
a reduction of 4% from fiscal
2011.
1,898
1,832
2009 the previous
2010 year. Carbon
2011（年度）
a colder winter than
dioxide emissions totaled
0.67 tons, a reduction of 26% from fiscal 2011.
■ Group
（t）
2,500
30,000
0
622
618
582
598
621
2010
2011
2012
2013
2014
(FY)
*Historical figures have been adjusted to reflect a change in the
At the20,000
Aoyama Building, janitors carried out secondary sorting to improve10,000
the recycling rate, and converting confidential documents, maga-
zines, and copier paper into salable material. Offices also implemented a
0
"zero cabinet"
initiative
to reduce
of stored paper documents
2009
2010 the amount
2011 （年度）
by converting them to electronic data. This resulted in a one-time increase in paper waste generation, but this initiative will continue in order
（t）
1,982
2,000
to make
fundamental reductions in waste.
scope of data.
*FY2014 data excludes a one-time generation of used packing
materials (around 770 tons) resulting from the transfer of
production activities to the new Yorii Automobile Plant.
Group water use
1,641
800
waste generation by recycling used mixed paper.
700
〈 Case study:
Reducing copier paper use at Honda Airways Co., Ltd. 〉
500
Honda Airways switched from using books and copied handouts as
0
teaching materials
for pilot training
to distributing
2009
2010
2011 （年度） the content through
tablet devices. This cut annual paper use by a total of 106,000 sheets, or
2,000 sheets per trainee.
500
848
833
749
728
878
731
789
778
300
200
100
112
116
2010
2011
99
105
100
2012
2013
2014
(FY)
*Historical figures have been adjusted to reflect an increase in the
840,370.7
● Reducing water resource use
905
400
0
898,544.5
843
600
1,000
843,116.7
■ Honda
1,000
1,605
One group company, Honda Trading Corporation,
has been reducing
（t）
1,000,000
■ Group
(1,000m3)
900
1,500
scope of data
750,000
In fiscal 2014, water resources used by the administrative operations of
500,000
group companies
in Japan totaled 878,000m3, a 3% reduction from fiscal
2011. At
the Aoyama Building, "save water" stickers were posted in the
250,000
restrooms to raise awareness.
0
2009
2010
2011 （年度）
"Save water" stickers put up
in restrooms at the Aoyama
Building
Adoption of low/clean-emission fleet vehicles by major business sites
■ Fuel cell electric　■ Electric　■ Hybrid　■ Natural gas
Percentage of government-designated low-emission vehicles1　Percentage of other low-emission/fuel-efficient vehicles
Vehicles
500
98.1
97.7
96.9
96.4
98.3
12
（％）
100
Conversion of pilot training materials to electronic form
483
415 12
400
339 12
300
326
0
364
351
12
0
368 13
354
384
438
33
80
19
0
60
～
～
20
200
21.5
100
10
1
0
2010
18.8
17.3
16.8
15.4
1
1
2011
2012
0
2013
0
2014
(FY)
0
Digitizing teaching materials allowed Honda Airways to cut
paper use as well as the price of the materials for trainees
1. Non-gasoline vehicles recognized by the Japanese government's green procurement policy
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On April 1, 2012, Honda launched a new IT Operations. The
move marks a shift from the independent operation of Group
companies' IT assets toward worldwide integration and stan-
IT
dardization, and the creation of an IT system that better supports
our global business. Such a system will allow us to operate our
growing business more quickly and securely based on the latest
data and information. It also will create opportunities to reduce
environmental impacts from our activities, as well as to enhance
the energy efficiency of the systems themselves through data
center consolidation, cooling efficiency improvement, and other
initiatives, in response to the proliferation of IT assets.
Discussion
Transforming Honda operations
for greater efficiency and speed
Eri Koseki
Computer Integrated System Division,
Development Promotion Office,
Yoshiharu Yamamoto
IT Operations
Atsushi Iwamoto
General Manager,
System Infrastructure Division, IT Operations
Leveraging ICT to reduce environmental impacts and advance operational reform
In the IT Operations launched in 2012, what are Honda's long-term or constant environmental goals?
Yamamoto: IT Operations' main purpose is to bring information and communications technology (ICT) to bear in operational reform. We help improve efficiency in all Honda activities by integrating the latest ICT into various business operations, such as advancing digital processes used in product development to eliminate the need for physical prototyping, and
incorporating video conferencing and other advanced communication tools. These efforts lead to reduced energy consumption and smaller environmental impacts. Another key activity is improving the environmental performance of the ICT systems themselves. We are implementing measures to rebuild our ICT infrastructure, which includes computers, servers, and
an array of other devices, for increased efficiency and reduced power consumption.
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IT
Iwamoto: Some of the steps we took to improve ICT efficiency in 2013 were server virtualization and upgrading HVAC systems for server rooms. However, the reduction in
CO2 emissions was less than expected because these efforts were offset by the priority
placed on shoring up our power infrastructure, such as through backup and emergency power supplies, based on our experience with the 2011 earthquake. We are nearly
done strengthening our infrastructure to hedge against risk in emergency situations,
and are now able to start concentrating again on efficiency improvement.
Koseki: My work focuses on using ICT for operational reform in the design department of the Automobile R&D Center, the hub of automobile product development
at Honda. In fiscal 2014, we integrated technology to reduce designers' workload
and shorten the man-hours needed to calculate the cost of design components. We
also focused on upgrading the several thousand computer-aided design (CAD) tools
used by the R&D Center, adding an automatic sleep mode for periods of inactivity.
This automatic system lets the designers focus on their core tasks and saves energy
without creating extra work; it resulted in a reduction of electricity consumption of
more than 100 t-CO2e annually.
Yoshiharu Yamamoto
IT Operations
Operational reform lets us focus
on more creative processes
Yamamoto: Honda originally prioritized constructing systems that were specialized
and optimized to each operating region or business domain. But to continue growing
globally, we now need to construct a system that is optimized for global operations,
that forms stronger inter-regional connections, and improves operating efficiency.
Achieving this and realizing a truly globalized ICT structure is our objective for the
next three years.
Iwamoto: We also want to improve the efficiency of our ICT systems on a global
Atsushi Iwamoto
General Manager,
System Infrastructure Division, IT Operations
scale. We plan to use what we have learned about ICT infrastructure and minimizing
environmental impacts in Japan, such as through our improved HVAC system, to develop systems for other regions and improve ICT efficiency worldwide. We are striving to reduce electricity use per unit of revenue in each region to achieve this goal.
Koseki: For ICT-based operational reform to be successful, we first must have a
clear understanding of the daily routine at each worksite; only then can we propose
ways to enhance operational efficiency. For example, we could build a system that
allows designers to easily share the extensive information and knowledge they gain
in their work and that would support open discussion to help them quickly identify
solutions to the issues they face. Providing a system that helps designers do their
jobs faster and better―I think that is what is expected of us in the IT department of
the Automobile R&D Center.
Yamamoto: ICT has the power to reduce the number of people and hours that are
needed to do a given job. Increased business efficiency also improves our environmental performance. The time saved through efficiency can then be used for more
creative projects—that is the main objective of the operational reform. To achieve
this, associates should first look at the way they are working now and think about
Eri Koseki
Computer Integrated System Division,
Development Promotion Office,
Oversees ICT-based operational reform in the
design department
how to improve it. Our job in IT Operations is to go to each worksite, hear what associates want, and create systems and tools that are truly useful. We want to promote
operational reform through collaboration between IT Operations and worksites in
all Honda business domains.
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IT
■ Improve efficiency across all Honda domains
Use ICT to improve operational efficiency:
after-sales service systems
ICT infrastructure
Upgrade communications (video/web
Adopt appropriate energy-efficient
devices at each life-cycle stage
Environmental impact reduction
R&D, production, distribution, sales,
▶︎
Group-wide
efficiency
■ Improve IT environmental performance
▶︎
conferencing, document sharing) and
corporate information infrastructure
Reduce impacts
with ICT
Reduce impacts
from ICT
・Reduce CO2 emissions
・Save energy
▶︎
Improve efficiency through
server virtualization
Improve data center cooling
efficiency
The IT Division is working to reduce Honda's environmental impact from its
CO2 emissions and per-system CO2 emissions
operating activities by leveraging information and communications technol-
(FY2009=100)
ogies (ICT), while also reducing impacts from the ICT systems themselves.
■ CO2 emissions
■ Per-system CO2 emissions
100
■ Energy conservation
100
80
● Data center consolidation
59
At Honda, we are working to reduce the amount of power used by our
60
data centers. We are also implementing "server virtualization," a method
40
of increasing resource efficiency by combining the functionality of multi-
20
ple servers into one. By reducing the number of physical servers, we were
0
34
able to consolidate our numerous data centers across Japan into two lo-
26
26
23
100
98
93
90
90
98
2009
2010
2011
2012
2013
2014
(FY)
cations.
Although total electricity use across all data centers has grown, as a result of increasing system functionalities for our growing R&D operations
and provide backup capacity for disasters, server virtualization has made
it possible to dramatically reduce power consumption per system.
● Improvements in data center cooling efficiency
In an effort to operate our servers more efficiently, we implemented a
number of measures to increase the cooling efficiency of HVAC systems in
our data centers.
For example, we introduced an aisle capping system to prevent cool conditioned air from mixing with air warmed by waste heat from the servers. In
server rooms where this was implemented, we were able to improve cooling efficiency by reducing the number of HVAC units and increasing the
Server virtualization
Before
A
B
Device
Device
E
F
Device
Device
After
C D
Device
G H
Device
Device
Each system operates separately
A C F H
B D E G
Virtualization technology
Computer device
Computer device
Computer device
Multiple systems operate on one device
Creating multiple operating environments in one physical server reduces the number of servers that are needed (conceptual
illustration)
Aisle capping for improved cooling efficiency
Exhaust outlet
thermostat temperature, all while maintaining server operating efficiency.
Warm air
● Reducing design equipment power consumption
Partitions keep cool air inside
We are taking steps to control power to computers and devices used by
cool air
our designers in order to reduce the amount of standby power these
devices require when not in use. By developing and installing an appli-
Device
Servers
cation that monitors user habits and the operating conditions of these
devices and that switches them to sleep mode in certain situations, we
achieved a reduction in the use of standby power.
In fiscal 2015, we will continue initiatives like these to reduce electricity
Improves cooling efficiency by encapsulating cold air blown in
through the floor and preventing it from mixing with warm air
expelled at the back of the servers
consumption and cut CO2 emissions per system by 10% from fiscal 2014
levels. We also are building a system that will allow us to quickly share
what we learn in Japan with overseas business units, and by using this
system we will strive to reduce IT system power use on a global scale.
Data center room temperature before (left) and after (right)
aisle capping
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Honda environmental conservation initiatives are based on a global perspective but carried out with the goal of building constructive relationships between our operations and the communities where we do business. As a responsible corporate citizen,
we try to anticipate our neighbors' needs and carry out activities at the local level, to share positive experiences with communities, and to pass on something valuable to future generations. For more information please visit:
http://world.honda.com/community/
■ Beach clean-up efforts
To pass on a beautiful natural environment to future generations, Honda
has been carrying out environmental conservation activities worldwide.
One such activity is a Honda beach clean-up initiative1 in Japan made
Honda beach clean-ups held in FY2014
possible by Honda technologies and volunteers. Honda Group associates
No. of cleanups
No. of participants
cooperate with regional communities to clean beaches throughout Japan
25
6,100
using a towable beach cleaner. Lightweight, compact, simply designed,
and easy to operate, the beach cleaner was developed by Honda with the
desire to ensure that future generations can continue to walk barefoot on
Japan's beaches.
Honda-developed towable
Launched in May 2006, the project so far has overseen about 300 cleanup events at more than 100 beaches across Japan. In fiscal 2014, more
than 6,000 community residents worked with us at these events.
beach cleaner in action
June 19, 2013 - Kamoike Beach cleanup in Imabari, Ehime Prefecture
Volunteer Honda staff also host environmental studies classes for elementary and junior high schools students in communities that most
need them. Picture-card stories are used to communicate to these
younger generations the importance of environmental conservation and
explain that humans produce enormous amounts of trash every day, how
Before
After
■ Watershed conservation
Normally relatively litter-free,
Kamoike Beach was littered with
plastic bags and other debris as
the result of a typhoon
Showing the beachcleaner
in an environmental studies
class
The water we use every day is a gift from the rivers that flow from the
Watershed conservation held in FY2014
that trash is washed to sea by rivers, and how it has an adverse effect on
marine life.
Honda Group associates also joined the local government and residents
of a community in Miyagi Prefecture in cleaning up a beach wrecked by
the 2011 tsunami to restore it to its former scenic beauty.
mountains to the sea. At the sources of these rivers are watershed for-
No. of locations
No. of events
No. of participants
ests—forests that, in addition to providing clean water and abundant ma-
6
13
380
rine life, also purify our air. These forests provide other services as well,
including helping to prevent disasters by stabilizing the soil.
Areas where watershed conservation was held
Since the launch of our Community Forest initiative in the 1970s, Honda
has been carrying out long-term conservation efforts at eight locations
Suzuka Factory
Kameyama, Mie Pref.
across Japan with the goal of promoting grassroots-level forest conservation. These efforts include not only planting trees but also clearing un-
Hamamatsu Factory
Hamamatsu, Shizuoka Pref.
derbrush and a limited number of trees on a continual basis to promote
growth. Tending these watershed forests in this way helps ensure that
they continue providing essential water services to the communities sur-
Kumamoto Factory
Ohzu, Kumamoto Pref.
Saitama Factory
Akagi Mountain, Gunma Pref.
Kosuge, Yamanashi Pref.
Minakami, Gunma Pref.
Tochigi Factory
Ashio, Tochigi Pref.
Wako Building
Yorii, Saitama Pref.
rounding our business sites.
■ Environmental education
November 16, 2013 - Forest conservation on Mt. Akagi
in Gunma Prefecture
Nature Wagon
In this visiting environmental studies program, the Honda Step WGN
and other vehicles are loaded with natural materials such as wood from
forest thinning, river stones, acorns, and leaves and driven to educational
centers where they are used to inspire children to have an appreciation
for nature.
Volunteer associates from Saitama Factory joined forces with
Honda retirees to plant deciduous tree saplings and promote
the growth of a healthy forest
1. Learn more in Case 29 of "Environmental Documentary—Honda Face." (http://world.honda.com/environment/face/)
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The program consists of a lecture about the importance of natural
事業所数
systems and environmental conservation, combined with craftwork
5事業所
and other activities. The children engage all five senses as they absorb
knowledge about nature and tackle their craft projects. Volunteer Honda
retirees tell stories about the environment using the natural materials as
Nature Wagon activities in FY2014
props, and also support the children in understanding the value of nature
No. of business sites
No. of events
No. of participants
and the need to protect it as they develop an emotional and intellectual
5
215
9,600
connection to the natural materials with which they work.
Started in 2000, Nature Wagon has gradually expanded to become a
highly popular year-round program. In fiscal 2014, five Honda operating
sites held 200 workshops for more than 9,600 children with the help of
2,100 volunteers (repeats counted).
Nature Wagon workshops
Lecture
Every workshop starts with a lecture
that uses picture cards and other
tools to convey the importance of
environmental conservation.
Forest Fantasy Workshop
Stone painting
Natural salt production
Natural vegetable dyes
Wood, leaves, acorns, and
Pictures are painted on
Deep-sea water is boiled
Camellia flower petals and
other materials are used to
river stones, bringing their
down to make mineral-rich
onion skins are used to tie-dye
make unique works of art.
unique shapes to life. The
salt. By learning the salt-mak-
fabric. Children learn about
The materials teach chil-
diverse stones teach chil-
ing process, children learn
the connection between
dren the value of forests.
dren the value of rivers.
the value of the ocean.
nature and human culture.
March 10, 2013　Chuo Elementary School in
Tokorozawa, Saitama
December 17, 2013　Koshi Daiichi Elementary School
in Koshi, Kumamoto
October 24, 2013
Yamaguchi Elementary School in
Tokorozawa, Saitama
October 29, 2013
Midorigaoka Elementary School
in Utsunomiya, Tochigi
● Remarks from a teacher at Koshi Daiichi Elementary School in Kumamoto, where a stone painting workshop was held
I found this program to be very fitting for a company that is always thinking about the environment and developing eco-friendly
products.
Children rarely pick up stones to make something with them, though they see them everywhere. So this class was a great way for
them to experience this natural material close up. I would have thought painting on a round stone is harder than on a flat canvas,
but the children seemed to have more fun than usual.
The Nature Wagon workshop was also a great opportunity because, being a small school in a rural community, it's hard for us to
prepare this much material, and the children don't get to meet working professionals that often. We are very thankful.
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■ Cleanup campaigns at Honda sites nationwide
Community Topic
One community-oriented philanthropic activity in which all
Honda business sites engage are "cleanup campaigns," cleanup events held on a regular basis in neighborhoods and public spaces near Honda offices and factories. These programs
run the gamut in terms of age and size—from the oldest, a
40-year-old program involving a couple hundred volunteers,
mainly associates and their family members, to one involving roughly 80% of associates from Kumamoto Factory, or
around 2,000 associates. One of the largest, the Lake Hamana
Cleanup Campaign, is a 24,000-person effort hosted by the
cities of Hamamatsu and Kosai in conjunction with the Hamamatsu Plant of the Transmission Factory, as well as Honda
suppliers, local residents, and employees of other companies.
Honda will remain committed to maintaining and cultivating
October 26, 2013 - At a Fall Cleanup Campaign at Kumamoto Factory,
held as part of a twice-yearly program including fall and spring, around
80% of associates—around 2,000 people—showed up to help.
a clean living environment in local communities through
these cleanup events.
■ HondaWoods: Vibrant forests for our children, for our communities
Community Topic
● Cultivating forests local residents can enjoy
Starting in 2014, Honda will start managing the Community Forests under a new policy called the Satoyama
Concept. The goal of the Satoyama Concept is to culti● No concrete walls
vate forests that are more sustainable, in harmony with
In keeping with the ideals of founder Soichiro Honda,
local communities, and resilient to change. Achieving
who said that no concrete walls should be built to sep-
this will involve making changes to the forests, for ex-
arate local communities from the grounds of Honda
ample by culling trees in dense areas and clearing trees,
facilities, in 1976 we launched the Community Forest
from the roots, that have grown beyond a certain height
initiative, a program to plant and cultivate indigenous
to encourage new, younger growth.
trees along the border of each facility in Japan.
● HondaWoods: created by everyone, for everyone
Hello Woods, located at the Twin Ring Motegi speedway in Tochigi, Japan, is the headquarters of Honda's
sustainable forest management activities and also the
birthplace of the Satoyama Concept. The knowledge
Community Forest, Hamamatsu
Factory (1976)
Community Forest today
gained at Hello Woods will be actively used to advance
our new forest management initiatives at operating
sites across Japan. To mark the first step toward these
● Community Forests 30 years later
new community forests, we have decided to call them
A detailed survey of Honda Community Forests conduct-
"HondaWoods." Our vision for HondaWoods is to co-cre-
ed from 2011 to 2012 showed that the trees had grown
ate with our stakeholders forests that can be a place of
beyond original expectations and were starting to create
enjoyment and relaxation for everyone.
problems for local communities: their large limbs were
encroaching on neighbors' properties, obstructing traffic,
and dropping large amounts of leaves in the streets.
As a result, Honda decided to change its forest management policy from the traditional "intervene as little
as possible" method influenced by the awe-inspiring
"guardian forests" of Shinto shrines, to an active approach aimed at cultivating vibrant, sustainable woodlands similar to the satoyama landscapes of rural Japan.
Illustrated vision for HondaWoods
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Facilities in Japan that disclose environmental data
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See the following website for environmental data disclosed by facilities in Japan (in Japanese).
http://www.honda.co.jp/environment/report/japan/data/
■ Honda Motor Co., Ltd.
Sayama Automobile Plant, Saitama Factory
Engine Plant, Saitama Factory
Suzuka Factory
Kumamoto Factory
Hamamatsu Plant,
Transmission Factory
Outboard Engine Plant
Powertrain Parts Plant,
Powertrain Unit Factory
Quality Assurance Division
●Address: 1-10-1 Shin-Sayama, Sayama City, Saitama Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014sayama.pdf (in Japanese)
●Address: 2-1-1 Hibaridai, Ogawa-machi, Hiki-gun, Saitama Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014ogawa.pdf (in Japanese)
●Address: 2354 Tomita, Yorii-machi, Osato-gun, Saitama Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014yorii.pdf (in Japanese)
●Address: 1907 Hirata-cho, Suzuka City, Mie Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014suzuka.pdf (in Japanese)
●Address: 1500 Hirakawa, Ohzu-machi, Kikuchi-gun, Kumamoto Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014kumamoto.pdf (in Japanese)
●Address: 1-13-1 Aoi Higashi, Naka-ku, Hamamatsu City, Shizuoka Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014hamamatsu.pdf (in Japanese)
●Address: 5794-1 Kiga, Hosoe-cho, Kita-ku, Hamamatsu City, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014hosoe.pdf (in Japanese)
●Address: 19 Matsuyama-cho, Mooka City, Tochigi Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014tochigi.pdf (in Japanese)
●Address: 2900 Kamitakanezawa-oaza, Takanezawa-machi, Shioya-gun, Tochigi Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014seisan.pdf (in Japanese)
●Address: 52-1 Hagadai, Haga-machi, Haga-gun, Tochigi Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014hinshitsu.pdf (in Japanese)
■ Honda R&D Co., Ltd.
Automobile R&D Center, Wako
Fundamental Technology Research Center
Aircraft Engine R&D Center
●Address: 1-4-1 Chuo, Wako City, Saitama Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014rd_wako.pdf (in Japanese)
Automobile R&D Center
(Tochigi / Tochigi Proving Ground)
●Address: 4630 Shimotakanesawa, Haga-machi, Haga-gun, Tochigi Prefecture, Japan
Motorcycle R&D Center /
Power Products R&D Center
●Address: 3-15-1 Senzui, Asaka City, Saitama Prefecture, Japan
Takasu Proving Ground
http://www.honda.co.jp/environment/report/media/download/pdf/data2014rd_tochigi.pdf (in Japanese)
http://www.honda.co.jp/environment/report/media/download/pdf/data2014rd_asaka.pdf (in Japanese)
●Address: 21-10, Takasu-cho, Kamikawa-gun, Hokkaido, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014pq_takasu.pdf (in Japanese)
■ Honda Engineering Co., Ltd.
●Address: 6-1 Hagadai, Haga-machi, Haga-gun, Tochigi Prefecture, Japan
http://www.honda.co.jp/environment/report/media/download/pdf/data2014eg.pdf (in Japanese)
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Promoting environmental communication
Japan
INDEX >
Honda communicates with people affected by our business operations, including consumers and people living near
our business sites, as part of our environmental management efforts. We distribute environmental information widely
through various media and over the Internet and have also established communication channels to allow us to gather
and respond to input from local communities.
Environmental publications
Honda
Environmental
Annual Report
環境年次
レポート
PDF
WEB
Honda Ecology+
(in Japanese)
PDF brochure
Honda Eco Book
(in Japanese)
PDF brochure
Honda Environmental Annual Report
This report provides a bird's eye view of Honda environmental initiatives, including basic
policies, initiatives in each business domain, and long-term goals, while explaining specific
progress made in each area.
http://www.honda.co.jp/environment/report/media/download/
This report describes the various efforts we are making to realize the Honda Environmental
and Safety Vision, with a special focus on initiatives in product research & development.
http://www.honda.co.jp/environment/report/media/download/pdf/Honda_ecoplus.pdf
Written for children in the upper elementary grades, Honda Eco Book uses photographs and
illustrations to clearly explain what Honda is doing and what kids can do at home to tackle major
environmental problems.
http://www.honda.co.jp/environment/report/media/download/pdf/kids-ecobook.pdf
Honda Action for
Blue Skies Handbook
(in Japanese)
This booklet introduces our environmental mascot Leafel and some of the environmental
initiatives Honda has undertaken to date.
PDF brochure
Environment section
of the Honda
Worldwide website
WEB
>
>
A web portal for environment related-information from Honda.
http://www.honda.co.jp/environment/
Environmental
Documentary–
Honda Face
WEB
>
Environmental TOPICS
(in Japanese)
WEB
>
Honda e-PRESS
(in Japanese)
SNS
>
Leafel's Forest
(in Japanese)
WEB
Honda global environmental slogan
Part 1: Blue Skies for Our Children
Part 2: Blue Skies for Our Children
(Generation to Generation)
This regularly updated website introduces Honda environmental
initiatives, with a special focus on our associates and technologies.
http://www.honda.co.jp/environment/face/
http://world.honda.com/environment/face/
Timely information about Honda's latest environmental topics.
http://www.honda.co.jp/environment/topics/
A Facebook page that provides a variety of information and content
about Honda's environmental initiatives.
https://www.facebook.com/honda.epress
This web content provides information about Leafel, Honda's environmental
mascot, introducing Honda's environmental initiatives through Leafel's story.
http://www.honda.co.jp/leafel
This animated global ad brings to life the key elements of the Honda global
environmental symbol and slogan, a declaration of our commitment to do
more to realize the Honda Environmental and Safety Vision.
VIDEO
Part 1 http://www.honda.co.jp/environment/report/media/download/blue_skies/
Part 2 http://www.honda.co.jp/environment/report/media/download/blue_skies_gg/
Blue Skies for Our Children
Part 1: Triple Zero Initiatives (in Japanese)
Part 2: Our ideas for the next generation:
Product development at Honda
(in Japanese)
This video introduces Honda environmental initiatives while highlighting
environmental technologies for products and initiatives in our business
activities.
Leafel's Blue Sky Class
Part 1: What Kind of Home is HSHS?
(in Japanese)
VIDEO
Created for upper-level elementary school children, this video introduces global warming
and Honda's efforts to fight it, narrated by the Honda environmental mascot Leafel.
VIDEO
Part 1 http://www.honda.co.jp/environment/report/media/download/triple_zero/
Part 2 http://www.honda.co.jp/environment/report/media/download/triple_zero2/
http://www.honda.co.jp/environment/report/media/download/aozora-guide1/
J64
GRI Guideline Index
Japan
The table below indicates the pages in the Honda Environment Annual Report that correspond to the General Standard Disclosures and the Specific
INDEX >
Standard Disclosures (Category: Environmental) in the Sustainability Reporting Guidelines issued by the Global Reporting Initiative (GRI).
Page
Profile
Strategy and
1
G06-14
Analysis
Provide a statement from the most senior decisionmaker of the organization (such as CEO, chair, or equivalent senior position) about
the relevance of sustainability to the organization and its strategy for addressing sustainability.
2
Provide a description of key impacts, risks, and opportunities.
G20-21
3
Report the name of the organization.
G03
4
Report the primary brands, products, and services.
G03
5
Report the location of the organization's headquarters.
G03
6
Report the number of countries where the organization operates, and names of countries where either the organization has significant
operations or that are specifically relevant to the sustainability topics covered in the report.
G02
7
Report the nature of ownership and legal form.
G03
8
Report the markets served.
9
Report the scale of the organization.
Organizational
Profile
Identified
Material Aspects
and Boundaries
G02
G02-03
10
a. Report the total number of employees by employment contract and gender.
b. Report the total number of permanent employees by employment type and gender.
c. Report the total workforce by employees and supervised workers and by gender.
d. Report the total workforce by region and gender.
e. Report whether a substantial portion of the organization's work is performed by workers who are legally recognized as self-employed,
or by individuals other than employees or supervised workers, including employees and supervised employees of contractors.
f. Report any significant variations in employment numbers (such as seasonal variations in employment in the tourism or agricultural industries).
11
Report the percentage of total employees covered by collective bargaining agreements.
12
Describe the organization's supply chain.
13
Report any significant changes during the reporting period regarding the organization's size, structure, ownership or its supply chain.
14
Report whether and how the precautionary approach or principle is addressed by the organization.
G19,G21,G45
15
List externally developed economic, environmental and social charters, principles, or other initiatives to which the organization
subscribes or which it endorces.
G05,G28,G30,G32-33
16
List memberships of associations (such as industry association) and national or international advocacy organizations in which the
organization holds a position on the governance body.
G05
17
a. List all entities included in the organization's consolidated financial statements or equivalent documents.
b. Report whether any entity included in the organization's consolidated financial statements or equivalent documents is not covered by the report.
□
18
a. Explain the process for defining the report content and the Aspect Boundaries.
b. Explain how the organization has implemented the Reporting Principles for Defining Report Content.
G20-21
19
List all the material Aspects identified in the process for defining report content.
G54-55
20
For each material Aspect, report the Aspect Boundary within the organization.
21
For each material Aspect, report the Aspect Boundary outside the organization.
22
Report the effect of any restatements of information provided in previous reports, and the reasons for such restatements.
□
□
G47
G45
G01
G01
G01,G50
23
Report significant changes from previous reporting periods in the Scope and Aspect Boundaries.
Stakeholder
24
Provide a list of stakeholder groups engaged by the organization.
engagement
25
Report the basis for identification and selection of stakeholders with whom to engage.
G20-21
26
Report the organization's approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group.
G20-21
27
Report key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to
those key topics and concerns, including through its reporting.
G20-21
28
Reporting period for information provided.
G01
29
Date of most recent previous report (if any).
G01
30
Reporting cycle.
G01
31
Provide the contact point for questions regarding the report or its contents.
G56
32
a. Report the 'in accordance' option the organization has chosen.
b. Report the GRI Content Index for the chosen option.
c. Report the reference to the external Assurance Report if the report has been externally assured.
GRI Content Index for 'in accordance' - Core
GRI Content Index for 'in accordance' - Comprehensive
33
a. Report the organization's policy and current practice with regard to seeking external assurance for the report.
b. If not included in the assurance report accompanying the sustainability report, report the scope and basis of any external assurance provided.
c. Report the relationship between the organization and the assurance providers.
d. Report whether the highest governance body or senior executives are involved in seeking assurance for the organization's sustainability report.
G04
34
Report the governance structure of the organization, including committees of the highest governance body. Identify any committees
responsible for decision-making on economic, environmental and social impacts.
G45
35
Report the process for delegating authority for economic, environmental and social topics from the highest governance body to senior
executives and other employees.
G45
36
Report whether the organization has appointed an executive-level position or positions with responsibility for economic, environmental
and social topics, and whether post holders report directly to the highest governance body.
G45
37
Report processes for consultation between stakeholders and the highest governance body on economic, environmental and social topics. If
consultation is delegated, describe to whom and any feedback processes to the highest governance body.
G45
38
Report the composition of the highest governance body and its committees by:
・Executive or non-executive
・Independence
・Tenure on the governance body
・Number of each individual's other significant positions and commitments, and the nature of the commitments
・Gender
・Membership of under-represented social groups
・Competences relating to economic, environmental and social impacts
・Stakeholder representation
39
Report whether the Chair of the highest governance body is also an executive officer.
40
Report the nomination and selection processes for the highest governance body and its committees, and the criteria used for
nominating and selecting highest governance body members.
□
41
Report processes for the highest governance body to ensure conflicts of interest are avoided and managed. Report whether conflicts of
interest are disclosed to stakeholders.
□
42
Report the highest governance body's and senior executives' roles in the development, approval, and updating of the organization's
purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts.
G45
43
Report the measures taken to develop and enhance the highest governance body's collective knowledge of economic, environmental
and social topics.
G08-G14
Report Profile
Governance
Page numbers that begin with G indicate pages in the Global report.
Page numbers that begin with J indicate pages in the Japan report.
□： Indicators related to non-environmental categories
For further information on EN-Web, see the Honda Worldwide website's environmental section. http://world.honda.com/environment/
G01
G18
G54-55
(Comprehensive)
□
G06-G14
J65
Japan
GRI Guideline Index
INDEX >
44
a. Report the processes for evaluation of the highest governance body's performance with respect to governance of economic,
environmental and social topics. Report whether such evaluation is independent or not, and its frequency. Report whether such
evaluation is ａ self-assessment.
b. Report actions taken in response to evaluation of the highest governance body's performance with respect to governance of economic,
environmental and social topics, including, as ａ minimum, changes in membership and organizational practice.
□
45
a. Report the highest governance body's role in the identification and management of economic, environmental and social
impacts, risks, and opportunities. lnclude the highest governance body's role in the implementation of due diligence processes
b. Report whether stakeholder consultation is used to support the highest governance body's identification and management of
economic, environmental and social impacts, risks, and opportunities.
G20-21
46
Report the highest governance body's role in reviewing the effectiveness of the organization's risk management processes for economic,
environmental and social topics.
G21,G45
47
Report the frequency of the highest governance body's review of economic, environmental and social impacts, risks, and opportunities.
G21,G45
48
Report the highest committee or position that formally reviews and approves the organization's sustainability report and
ensures that all material Aspects are covered.
G45
49
Report the process for communicating critical concerns to the highest governance body.
G45
50
Report the nature and total number of critical concerns that were communicated to the highest governance body and the
mechanism(s) used to address and resolve them.
51
Report the remuneration policies for the highest governance body and senior executives for the below types of remuneration.
□
52
Report the process for determining remuneration. Report whether remuneration consultants are involved in determining
remuneration and whether they are independent of management. Report any other relationships which the remuneration
consultants have with the organization.
□
53
Report how stakeholders' views are sought and taken into account regarding remuneration, including the results of votes on
remuneration policies and proposals, if applicable.
□
54
Report the ratio of the annual total compensation for the organization's highest-paid individual iｎ each country of significant
operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country.
□
55
Report the ratio of percentage increase in annual total compensation for the organization's highest-paid individual in each
country of significant operations to the median percentage increase in annual total compensation for all employees (excluding
the highest-paid individual) in the same country.
□
Ethics and
56
Describe the organization's values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.
Integrity
57
Report the internal and external mechanisms for seeking advice on ethical and lawful behavior, and matters related to
organizational integrity, such as helplines or advice lines.
□
58
Report the internal and external mechanisms for reporting concerns about unethical or unlawful behavior, and matters related
to organizational integrity, such as escalation through line management, whistleblowing mechanisms or hotlines.
□
Governance
Environmental Performance Indicators
Page
G20-21,G45
G18-19,G26
Disclosure level
Non-consolidated Consolidated
Partly Fully Partly
Disclosures on Management Approach (DMA)
Materials
EN-1
Materials used by weight or volume.
EN-2
Percentage of materials used that are recycled input materials.
EN-3
Energy consumption within the organization.
G50
EN-4
Energy consumption ouside of the organization.
G50
EN-5
Energy intensity.
EN-6
Reduction of energy consumption.
EN-7
Reduction in energy requirements of products and services.
EN-8
Total water withdrawal by source.
EN-9
Water sources significantly affected by withdrawal of water.
EN-Web
EN-10
Percentage and total volume of water recycled and reused.
( J39)
EN-11
Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high
biodiversity value outside protected areas.
EN-12
Description of significant impacts of activities, products, and services on biodiversity in protected areas
and areas of high biodiversity value outside protected areas.
EN-13
Habitats protected or restored.
EN-14
Total number of IUCN Red List species and national conservation list species with habitats in areas
affected by operations, by level of extinction risk.
G16
EN-15
Direct greenhouse gas (GHG) emissions. (Scope 1)
G50
EN-16
Energy indirect greenhouse gas (GHG) emissions. (Scope 2)
G50
EN-17
Other indirect greenhouse gas (GHG) emissions. (Scope 3)
EN-18
Greenhouse gas (GHG) emissions intensity.
EN-19
Reduction of greenhouse gas (GHG) emissions.
EN-20
Emissions of ozone-depleting substances. (ODS)
EN-21
NOx, SOx, and other significant air emissions.
G50
EN-22
Total water discharge by quality and destination.
G50
EN-23
Total weight of waste by type and disposal method.
EN-24
Total number and volume of significant spills.
EN-25
Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the
Basel Convention Annex I, II, III, and VIII, and percentage of transported waste shipped internationally.
ー
EN-26
Identity, size, protected status, and biodiversity value of water bodies and related habitats significantly
affected by the reporting organization's discharges of water and runoff.
EN-Web
EN-27
Extent of impact mitigation of environmental impacts of products and services.
EN-28
Percentage of products sold and their packaging materials that are reclaimed by category.
Compliance
EN-29
Monetary value of significant fines and total number of non-monetary sanctions for noncompliance
with environmental laws and regulations.
( J21-22,J24)
Transport
EN-30
Significant environmental impacts of transporting products and other goods and materials used for the
organization's operations, and transporting members of the workforce.
G29,G47-48
Overall
EN-31
Total environmental protection expenditures and investments by type.
Supplier Environmental
Assessment
EN-32
Percentage of new suppliers that were screened using environmental criteria.
( J32-33)
EN-33
Significant actual and potential negative environmental impacts in the supply chain and ations taken.
( J32-33)
EN-34
Number of grievances about environmental impacts filed, addressed, and resolved through formal
grievance mechanisms.
( J21-22)
Energy
Water
Biodiversity
Emissions
Effluents and
Wastes
Products and
Services
Environmental
Grievance Mechanisms
Fully
G18-30,G45-49
( J36)
ー
ー
Not disclosed
Disclosed as CO2 equivalent
G50
G27,G31
G50
G16
G16
G16, (J60,J62)
G47
G27,G29
G51-53
ー
Not disclosed
G50
( J21-22)
No waste transported
G19-25,G27-40
( J43,J51)
( J24)
Page numbers that begin with G indicate pages in the Global report.
Page numbers that begin with J indicate pages in the Japan report.
□： Indicators related to non-environmental categories
For further information on EN-Web, see the Honda Worldwide website’s environmental section. http://world.honda.com/environment/
J66
Japan
INDEX >
Honda Environmental Annual Report 2014
Editorial concept
Developed around a "people's passion" concept, this year's environmental report features appearances from an array of Honda associates, including the Japan Environmental Committee
Chairman, executive officers from all domains, operating managers, associates, and many
more. Each expresses his or her own aspirations from a unique position within the company,
allowing readers to more vividly sense the varied but united passion Honda associates bring to
environmental issues and their mission to make Honda a truly globalized company.
Design concept
Honda operates its manufacturing business with concern for the environment and with the
mission of keeping our skies blue, our water pure, and our land green. The clear hexagon on
the cover evokes the image of sunlight and symbolizes Honda's six operating regions worldwide, while the natural landscape in the background represents what Honda is driven to protect. The morning sun over Mt. Fuji, a symbol of Japan, expresses the firm ambition of Japan
Operations, which relaunched under a new organizational structure in fiscal 2015, to lead Honda’s other five operating regions in the area of environmental management.
●
Domain coordinators
Sales and services
Automobiles••••••••••••••••••••••••••••••••••••••• Shigeaki Kato
Yasumasa Shimizu
Motorcycles•••••••••••••••••••••••••••••••••••••• Masaharu Iuchi
Power Products••••••••••••••••••••••••••••••Kazuhiro Yokoyama
Service and Parts•••••••••••••••••••••••••••••••••••• Wataru Karo
Environmental Promotion Center••••••••••••••• Tomokazu Abe
Purchasing •••••••••••••••••••••••••••••••••••••••••• Hiroshi Saito
Environmental Administrators in Production and Office Operations
Saitama Factory ••••••••••••••••••••••••••••••••••••• Hideki Oishi
Powertrain Parts Plant, Powertrain Unit Factory •••••• Shu Suga
Hamamatsu Plant, Transmission Factory /
Outboard Engine Plant ••••••••••••••••••••••••••••• Satoru Isano
Suzuka Factory •••••••••••••••••••••••••••••••• Hiromasa Iwasaki
Kumamoto Factory ••••••••••••••••••••••••••••• Takayoshi Fukai
Production Supervisory Unit •••••••••••• Hirotsugu Kawanaka
Quality Assurance Division ••••••••••••••••••••••••• Yosito Hora
●
Green Factory Promotion Block••••••••••••••••••• Yuji Mukano
Head Office •••••••••••••••••••••••••••••••••••••••••••• Takao Aoki
Honda R&D Co., Ltd.
Automobile R&D Center (Wako)/
Fundamental Technology Research Center/
Aircraft Engine R&D Center••••••••••••••••••• Koichiro Kageta
Motorcycle R&D Center/
Power Products R&D Center••••••••••••••••••• Shigehisa Fujita
Automobile R&D Center (Tochigi)•••••••••••••• Shinya Ogawa
Takasu Proving Ground•••••••••••••••••••••••••••••• Toru Sasaki
Honda Engineering Co., Ltd.••••••••••••••••• Masuhiro Sakurai
Transportation
Products and component part sets ••••••••••• Masakatsu Sato
Administration
Human Resources •••••••••••••••••••••••••••••• Manabu Ozawa
Corporate Communications•••••••••••••••••••••• Kaoru Tanaka
Intellectual Property••••••••••••••••••••••••••• Hirokazu Bessyo
*Current as of June 1, 2014.
Environmental Annual Report production staff
Honda Motor Co., Ltd.
Yuichi Arima, Kaoru Iguchi, Emiko Iwabuchi, Nobuhiro
●
Utada, Michiharu Ohno, Shinji Kameda, Tetsu Kawasaki,
About the Honda global environmental
slogan and symbol
Toshimitsu Gomibuchi, Masakatsu Sato, Tatsuo Tagoku,
Our goal, as expressed in the Honda
Environmental and Safety Vision, is to
leave the joy and freedom of mobility for
future generations (for our children). Our
environmental slogan and symbol embody
this aspiration as we strive to create a
sustainable society where people can
enjoy life (blue skies).
Kenta Chugun, Jun Doi, Makoto Naniwa, Takuya Nishioka,
Kenichi Nonome, Kumiko Hashimoto, Koji Hayami, Atsuki
Hina, Sayaka Matsuoka, Takehiko Matsufuji, Noboru
Mitarai, Keiko Yamada, Kyoko Yokoyama
Honda R&D Co., Ltd.
Hiroshi Urano, Takuya Goto, Hideo Suzuki, Hiroyuki
Sekimata, Shosaku Chiba, Takashi Murayama, Jun
Yamaguchi, Tetsu Wada
Yuichi Tsuchimoto, Hiroshi Mikami
●
Please direct enquiries to:
Environment & Safety Planning Office
Tel: +81-(0)3-5412-1155
Fax: +81-(0)3-5412-1154
You can read this report, the latest news and updates on the
Honda Worldwide website.
Yasunori Goto, Norio Takahashi
Honda Motorcycle Japan Co., Ltd.
Yuji Suzuki, Naoki Honda
Production
mode2 COMPASS
Photo
Kosuke Tsuruta, Hisashi Kato
Publisher
Manager
Editors
Environment & Safety Planning Office
Michio Shinohara
Hisashi Kato, Jun Masuda,
Yukihiko Kakutani, Satoru Kikunaga,
Asami Umeda, Takatsugu Ukai,
Fujita Noriaki, Chiharu Shiraki,
Shunsuke Kawasaki
J67
Honda Motor Co., Ltd.
2-1-1 Minami Aoyama, Minato-ku
Tokyo 107-8556, Japan
June 2014
M2
B
0 0 0 01406-04

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