Addressing Materiality (Material Social Issues)

As we aim to create sustained growth in our corporate value while aiming for the sustainable development of society and the global environment, we endeavor to identify and promote initiatives that address important issues drawn from the SDGs and other sources that we can resolve through our business activities in the wide range of fields we are active in.

In 2022, we reviewed what had formerly been four issues we tackled. "Transportation, education and industry" became "Transportation and industry," and "Innovation" was distributed between "Environment and resources" and "Transportation and industry" based on which issue had greater relevance. The issues were restructured into three: "Environment and resources," "Transportation and industry" and "Human capital management."

Moreover we conducted an overall revision in 2023 which included making targets more specific and adding new KPIs related to human rights.

An analysis of materiality (material social issues), including checks on progress, is carried out at least once a year through the Sustainability Committee and the Board of Directors’ meetings.
Additionally, the results of the materiality KPIs that are the indices for ESG management constitute part of the non-financial assessment of the individual performance-based compensation of the director in charge while the overall progress (including ESG evaluations by external evaluation organizations) constitutes part of the company-wide performance-based compensation for executives including the President and Representative Director.

Environment & Resources

Aiming to achieve carbon neutrality

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	What we aim to be (2030)	Medium-term targets (2022 to 2024)	Results（2023）
Reduce the environmental impact of key products that emit CO2, such as motorcycles and outboard motors	12.2 By 2030, achieve the sustainable management and efficient use of natural resources. 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries. 13.2 Integrate climate change measures into national policies, strategies and planning.	Reduce CO2 emissions from operation of production (per unit sales) by 80% compared to 2010 levels (net zero CO2 emissions is achieved by 2035)	|Reduce CO2 emissions per unit sales from production activities by 58% from 2010 levels *Reduction target revised upward, as carbon-neutral target year has been moved forward	|65% reduction (to 2010)
			|Deploy renewable energy facilities in more than 10 countries and regions	|Installed renewable energy facilities in 14 countries and regions ーThe percentage of renewable energy became 37% of power. ーJapan, Indonesia, India, Vietnam, Thailand, Taiwan, USA, Pakistan, Philippines, Colombia*, Brazil*, Italy*, France*, China*) *Newly installed in 2023
			|Introduce electricity generated by methods that do not emit CO2 at Yamaha Motor’s domestic facilities	|Introduced hydropower-derived Shizuoka Green Denki at major offices in Japan (July 2022) Reduced Scope 1.2. CO2 emissions throughout the Group by 19%
	9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities. 13.2 Integrate climate change measures into national policies, strategies and planning.	Yamaha is promoting the development and sale of products with low environmental impact, including electrification	|Conduct research and development of internal combustion engines that use carbon-neutral fuel*. *Hydrogen, synthetic liquid fuels, biofuels, etc.	|Established the Hydrogen Small Engine Technology Research Association (HySE) with four Japanese motorcycle manufacturing companies |Installed carbon neutrality-friendly power train R&D equipment and began R&D in earnest —Adaptive development of hydrogen engines for cars participating in the Dakar Rally through HySE —Development of hydrogen engines for golf cars (announced in North America) —Development of marine hydrogen engines (announced at Miami Boat Show)
			|Introduce at least eight new models of electric motorcycles to the global market.	|Introduced one model *A total of three models have been introduced Although there was a delay of several months due to COVID-19, the initiative is progressing largely according to plan (the plan is to introduce eight models to the market by mid-2025)
			|Develop and demonstrate new electric concept models of marine propulsion systems.	|Concluded an acquisition agreement for marine electric propulsion equipment manufacturer Torqeedo |Research and test production and evaluation of concept boats that combine electric propulsion equipment with peripheral technology are ongoing
			|Introduce at least six new models of electrically power assisted bicycles to the global market.	|Introduced two models to the market *Introduced a total of five models, achieving the target set for FY2023

Aiming for conservation of marine resources

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	What we aim to be (2030)	Medium-term targets (2022–2024)	Results（2023）
As a top marine brand company, reduce the risk of marine ecosystem destruction and fishery resource depletion	9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities.	Boat products are becoming more recyclable.	|Develop FRP waste recycling technology and realize it by 2024	|Continuing research through industry-academia collaboration |Developing recycling applications for raw material derived from FRP waste material
			|Switch FRP materials to naturally-derived materials and gradually introduce them into mass-produced models in 2024.	|Used plant-derived cellulose nanofiber reinforced resin for engine covers for 2024 models such as personal watercraft
	14.2 By 2020, sustainably manage and protect marine and coastal ecosystems to avoid significant adverse impacts, including by strengthening their resilience, and take action for their restoration in order to achieve healthy and productive oceans.	Establishing solutions that contribute to the sustainability of the fishery industry	|Pilot introduction of fishery management solutions in 2024, after conducting demonstration tests.	|Began field tests of fishing industry management solutions in Papua New Guinea (shrimp fishing)

Transportation & Industry

Realizing safe and friendly transfer to everyone

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Goals（2030）	Medium-term targets（2022-2024）		Results（2023）
Promote activities to eliminate traffic fatalities involving motorcycles	3.6 By 2020, halve the number of global deaths and injuries from road traffic accidents.	Reducing the percentage of motorcyclists in all traffic fatalities	Skills	|Yamaha Riding Academy（YRA）Increase participants by 60% (to 352,000) compared to the 220,000 participants in three years of the past medium-term plan	|Times held: 2,255 in 29 countries Participants: 107,000 *A total of 237,000 people participated, achieving the target set for FY2023
			Technology	|Promote technological research and development of airbag functions	|Developing as planned toward market introduction
				|Develop peripheral information warning systems (front, rear, blind spots, lane departure) to avoid accidents and introduce it to the market in FY2024	|Developing as planned toward market introduction
Mobility technology is used to provide transportation infrastructure for the elderly, children, underpopulated areas, and other vulnerable populations.	11.2 By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons.	Reducing the transfer constraints by the introduction of a low-speed automatic transportation system	|Establish automated service vehicle technology on limited public roads for implementation in at least 3 locations by 2024		|Cooperated with a government-led project and began the first Level 4 implementation operation in Japan in Eiheiji Town, Fukui Prefecture |Pursuing activities aimed at expanding the implementation area
		Being able to provide new mobility that makes people happier	|Introduce personal mobility vehicles into market that offer a new transfer experience in 2023		|Judged not to sell based on market validation results, and reexamined improvements.
Providing assets for mobility services to improve convenience and create jobs	1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance.	Being able to provide services that enable those who cannot afford motorcycles to improve their standard of living and earn a stable income	|Launch mobility as a service business in 2, 3 emerging market		|Began mobility service businesses in India and Nigeria |Considering expansion to other markets
			|Contribute to improving people’s access to basic services by supporting startups that provide safe transportation and logistics through asset leasing (10-15 billion yen in 2024).		|Total assets of India and Nigeria operations shows approximately 8 billion yen

Make the operation easy, comfortable, and precise using Robotics technology

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Goals（2030）	Medium-term targets（2022-2024）		Results（2023）
Creating new spare time through labor savings and realizing an environment where people can work humanly	8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labor-intensive sectors.	New technologies are operationalized and efficiency is promoted in manufacturing, agriculture, and medicine	Manufacturing	|Operationalize the automated guided vehicle inside of factory by 2022, and aim to launch in the overseas markets by 2024	|The Japanese business gained increased recognition within the industry (deployment to overseas businesses is under consideration)
				|Test introduction of in-house made cooperative robots to support and automate repetitive and heavy work by humans at factories in 2023, followed by full-scale business development in 2024.	|Endeavored to enhance the functions, ease of use and safety of cooperative robots |Completed preparations for assessing their use in factories.
			Agriculture	|Sell a smart farming system that improves yields by 10% and reduces pesticides and fertilizers as a project of the Ministry of Agriculture, Forestry and Fisheries of Japan	|Began sales of smart agricultural drones as part of the Ministry of Agriculture, Forestry and Fisheries project. Efforts are ongoing to link them to a smart farming system that leads to higher yields and conduct verification
				|Establish labor-saving technology and business for fruit tree farming and cultivation monitoring in the U.S., Australia, and other countries	|Strengthening cooperation with portfolio companies and steadily promoting development as planned
	8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labor-intensive sectors. 3.3 By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat hepatitis, water-borne diseases and other communicable diseases		Medicine	|Sell a new model of cell handling systems that is more precise than the current model	|The development of image analysis technology progressed according to plan
				|Provide antibody detection services to find therapies tailored to each person	|Established a new company to carry out medical and healthcare business using antibodies, deploying its business in Japan and the USA

Human Capital Management

Strengthening Corporate Capabilities with Diverse Human Resources

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Goals（2030）	Medium-term targets (2022–2024)	Results（2023）
Maximizing engagement and performance of employees by appropriately assigning human resources in a timely manner from a global perspective	5.5 Ensure women's full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life. 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.	Achieves the right person in the right place regardless of individual attributes, such as gender, country of origin, and originality and promotes businesses respecting various sense of values	|Increase local talent ratio of overseas subsidiary executives to at least 55%	|55.6%
			|Approximately 10 global mobility (international transfers) had been implemented as of the end of 2024	|The Yamaha Assignment Policy (YAP) has been implementing international transfers since its introduction in 2020 —Fully implemented five cases (completed mission and returned to home country) —Implementing four cases (currently in residence) —Preparing three cases
			|Increase the percentage of female managers in the Group as a whole to at least 13% by 2024	|11.1％(539/4,846) Number of women in management positions by location －YMC alone: 50(3.7%) *Transferees are counted at the location to which they are transferred. －Domestic locations: 37(5.5%) －Overseas locations: 452(16.1%)
			|Increase the engagement score of HQ employee by 20% or more compared to 2021 （70% in 2024）	|Up 3% (compared to 2021) *59% in 2021, 62% in 2022, 61% in 2023

To achieve our corporate responsibility to respect human rights

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Goals（2030）	Medium-term targets (2022–2024)	Results（2023）
The risk of human rights violations is eliminated from our entire supply chain	5.1 End all forms of discrimination against all women and girls everywhere 8.7 Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use of child soldiers, and by 2025 end child labour in all its forms 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status 16.2 End abuse, exploitation, trafficking and all forms of violence against and torture of children	A systematic response to human rights is in place, and mechanisms to minimize human rights risks are operating effectively	|Human rights policy developed and 100% adopted by group companies	|Formulated the Yamaha Motor Group Human Rights Policy |Adoption at Group companies 100% complete
			|Agreements on human rights policies have been reached with dealers and suppliers* in the supply chain (80% in 2024 → 100% in 2027). *Distributors with whom the Company or its subsidiaries have entered into a basic direct transaction agreement, and Tear1 suppliers related to the product itself.	—Direct material suppliers: 43% (2,348 companies complete) —Dealers: 21% (3,090 companies complete) —Total: 27%
			|Begin to operate rescue mechanisms globally and respond appropriately to risk cases	|Operated and used existing hotlines (in-house) |Established and began using new hotlines (outside the company)

• New Medium-Term Management Plan