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（2022）
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	|60% reduction (to 2010)
			|Deploy renewable energy facilities in more than 10 countries and regions	|Installed renewable energy facilities in 10 countries and regions, the percentage of renewable energy became 20.2%% of total energy use. (Japan, Indonesia*, India, Vietnam*, Thailand, Taiwan, USA, Pakistan*, Philippines*, Colombia*) *Newly installed in 2022
			|Introduce electricity generated by methods that do not emit CO2 at Yamaha Motor’s domestic facilities	|Introduced hydro-generated "Shizuoka Green Denki,“ to major domestic facilities (July) |17% of CO2 emission (Scope 1) of the emission from whole Group reduced.
	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* without CO2 emission. *Hydrogen, synthetic liquid fuels, biofuels, etc.	|Install the testing facilities and R&D launched. *Started operation in May 2023.
			|Introduce at least eight new models of electric motorcycles to the global market.	|Two models introduced Although there are delays of several months due to the impact of COVID19 and other factors, the project is progressing as planned.(8 new models to be introduced by mid-2025)
			|Develop and demonstrate new electric concept models of marine propulsion systems by 2024.	|HARMO, a compact electric propulsion system, launched in Europe |New prototype evaluation of electric propulsion system in the mid-size range is in progress
			|Introduce at least six new models of electrically power assisted bicycles to the global market.	|3 models to be launched (announced and exhibited), actual sales to start in the next fiscal year

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（2022）
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 |Progressing evaluation of the function of raw materials extracted from scrap wood
			|Switch FRP materials to naturally-derived materials and gradually introduce them into mass-produced models in 2024.	|Introduced Resin Material Containing 25% Biomass Raw Materials for Boat Parts |Decided to adopt plant-derived cellulose nanofiber reinforced resin
	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.	|Conducted PoC* for fishery management solution in Hokkaido (2nd phase) |Started to consider overseas PoC based on domestic PoC results *Proof of Concept

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（2022）
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	|Increase the number of YRA participants by 1.6 times* from the previous three years (220,000 participants) *352,000 participants	|Steady number of events held (25 countries/1,817 times), 130,000 participants *Reinforced face-to-face activities in each country with an eye on post-COVID19, and met the target for the first year.
			Technology	|Promote technological research and development of airbag functions	|Developing as planned toward market introduction
				|Develop peripheral risk warning systems (forward, backward, blind spots, and lane departures) to launch in market by the end of 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		|Developed Level 4 automated driving technology for public road service vehicles in the government-led social implementation project (RoAD to the L4*), and began operation in Eiheiji Town (Fukui Pref., May 2023). *Research, Development and Social Implementation Project for Advanced Mobility Services including Level 4 Automated Driving
		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		|Completion of company incorporation and start of business in India and Nigeria. |Research is underway to start business in other markets as well.
			|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 4.7 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（2022）
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	|Commercialize automated transfer between plants and the service started in the end of November 2022. Overseas business deployment delayed against plan
				|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.	|Promoting Enhancement of Functions, Usability, and Safety of Collaborative Robots. Preparing for operational evaluation at factories starting in December 2022
			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	|Continued development of smart agricultural drones that will lead to labor savings, reduced pesticides, fertilizers, and increased yields for launch in 2023
				|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	|Developing an image analysis technology and other as planned
				|Provide antibody detection services to find therapies tailored to each person	|Progressing as planned

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（2022）
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%	52%
			|Approximately 10 global mobility (international transfers) had been implemented as of the end of 2024	Yamaha Assignment Policy (YAP) introduced in 2020, thereafter, international transfers have been implemented - Implemented (returned to home country after completion of mission): 2 cases - In progress (being stationed): 6 cases - 2 in preparation
			|Increase the percentage of female managers in the Group as a whole to at least 13% by 2024	11% (455/4,071) Number of women in management positions by location -YMC alone: 42 (3.8%) *Transferees are counted at the location to which they are transferred. -Domestic locations: 40 (5.9%) -Overseas locations: 373(16.4%)
			|Increase the engagement score of HQ employee by 20% or more compared to 2021 （70% in 2024）	5％ increased (59% in 2021 , 62% in 2022)

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（2022）
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	*New materiality added in 2023.
			|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.
			|Relief mechanisms are operational globally, and risk cases are being handled appropriately.

• New Medium-Term Management Plan