Skip to Main Contents

Overview of "Yamaha Motor Group Environmental Plan 2050"

Introducing an overview of the Yamaha Motor Group Environmental Plan 2050

Environmental Plan 2050

The expectations of international society are mounting toward those companies that proactively undertake Environmental, Social, and Governance (ESG) issues, such as the signing of the Paris Agreement on climate change, and the UN’s Sustainable Development Goals (SDGs).

Yamaha Motor has a diverse range of products that are actively used outdoors in nature, whether on land, sea, or in the air. Yamaha’s strength is creating lightweight, compact products with smaller environmental footprints, and the Company has achieved growth by providing freedom, mobility, and richness to the lives of people around the world.
Going forward, Yamaha Motor will continue aiming for achievement of a sustainable society. As a company that proactively addresses ESG issues, we established the Yamaha Motor Group Environmental Plan 2050.

In the Yamaha Motor Group Environmental Plan 2050, we set up goals to achieve by 2050, with climate change, recycling of resources, and biodiversity as priority action areas, as well as targets to achieve by 2035 as milestones.
For climate change in particular, our goal is carbon neutrality by 2050. Therefore we are accelerating efforts to reduce CO2 emissions from our business activities and products while simultaneously striving to reduce CO2 emissions from the whole supply chain.

Overview of the Plan

The Yamaha Motor Group aims for carbon neutrality by 2050.

Action Themes 2050 Targets Priority Actions
Climate
ChangeClimate Change
1 Reduce CO2 emissions from products
(Scope 3.cat11. 90% or higher reduction compared to 2010) *Per unit sold
  • Improve the fuel efficiency of the ICE* system
  • Expand the lineup of BEV
  • Develop power trains in respond to diversification of energy sources, such as CN fuels*

※ICE: internal combustion engine
※CN (carbon-neutral) fuel: fuels such as Hydrogen, Biofuel, and Synthetic Liquid Fuels, which are derived from renewable energy sources.

2 Reduce CO2 emissions from business locations
(Scope 1.2. Achieve carbon neutrality in 2035)
  • Reduction of CO2 emissions generated in operation of production (t-CO2/net sales)
  • Reduction of CO2 emissions in logistics
Resource
RecyclingResource Recycling
3 Effective utilization of limited resources and promotion of recycling
(Zero landfill waste in business activities, waste reduction: basic unit 1% / year)
  • 3R designs and promotion of product recycling
  • Qualitative improvement in recycling/Zero landfill/Reduction of waste generated at the manufacturing stage
  • Promotion of the reduction of water consumption amounts based on the water stress scenario
BiodiversityBiodiversity 4 Strengthening of environmental conservation and biodiversity promotion activities in various countries and regions
  • Activities to protect the places (land, sea and air) where our products are used
  • Activities that contribute to solving environmental issues in various countries and regions
ManagementManagement 5 Management
  • Strengthening of compliance with environmental laws and regulations, strengthening of the control of chemicals in products
  • Contribution to the improvement of the air pollution of various countries and regions
  • Reduction of VOC emission through production activities
  • Promotion of environmental activities in collaboration with suppliers
  • Building awareness on environmental conservation through global environmental education

2050 Society

The current global population of 7.8 billion is predicted to reach 9.7 billion by 2050, increasing 2 billion over the next three decades.
Economic growth in Africa and India, among other regions, will drive the world's consumption of primary energy, increasing 1.3-fold from the current level of 14.3 billion tons to 19.2 billion tons by 2050.
Based on these predictions, it is assumed that the world will face a significant shortage of resources and energy in 2050.

In terms of the global environment, the world is moving toward decarbonization in an effort to reduce CO2 emissions—believed to be the primary cause of global warming—shifting from fossil fuels to alternative energy sources in the use of primary energy. In light of these predictions and assumptions concerning society and our business environment in 2050, we identified long-term environmental issues.

Risks concerning Global Reduction of Greenhouse Gases

The Emissions Gap Report 2021 issued by the United Nations Environment Programme (UNEP) cautions that even if reduction efforts continue according to the latest Nationally Determined Contribution (NDC) targets and according to the mitigation levels currently pledged, the world’s temperature is still on track to warm up 2.7℃ by the end of this century.
To meet the goal of limiting global warming to 1.5℃ as stated in the Paris Agreement, in addition to the updated NDC and other public commitments, yearly emissions must be reduced by a further 28 gigatons of CO2 equivalents (GtCO2e). According to reports, the world urgently needs to take additional measures and actions to roughly halve yearly greenhouse gas emissions in the next eight years .

Identification of Material Issues (Materiality)

We intend to address not just climate-related risks but also a variety of social issues in ways that embody the unique style of Yamaha. Resolving social issues is also very important for Yamaha Motor's sustainable growth, and therefore, in formulating our long-term vision and medium-term management plan, we have used the steps shown below to identify material social issues that we can resolve using our strengths.

  1. step1

    Selection of social issues

    The Corporate Communication Division and the Sustainability Division looked at the wide range of social issues referenced in the SDGs and the Global Risks Report, and selected those that will have the greatest impact on our use and procurement of management resources, and for which the resolution will make the greatest contribution to the enhancement of our corporate value. We also evaluated the materiality of social issues from the perspective of stakeholders, referencing the valuations of ESG rating institutions.

  2. step2

    Categorization of social issues

    Through consultation with operating divisions, functional divisions, and corporate divisions, the divisions clarified the relationships between the issues selected in Step 1 and each division's policies and activities, and those that should be addressed Companywide were aggregated and categorized.

  3. step3

    Identification of material social issues

    All of the Company's officers deliberated social issues aggregated and categorized in Step 2 at the Management Committee and the Board of Directors meetings, and identified "material social issues" that should be addressed Companywide using our strengths, corporate philosophy, and unique capabilities.

  4. step4

    Incorporation into medium-term management plan

    Initiatives to resolve the identified material social issues have been incorporated into the medium-term management plan. The rigorous implementation of these initiatives will be monitored going forward.

Selected Social Issues

* Text in red: climate-related issues

Material issue areas

Importance to stakeholders

  • Financial crisis in important economic zones
  • Unmanageable inflation
  • Failure of national governance
  • Failure of regional or global governance
  • Inter-government conflict over regional problems
  • Deepened social uncertainty
  • Abuse of technological progress
  • Introduction of industrial processes taking into account clean technologies and efficient use of resources
  • Heightened awareness of sustainability
  • Promotion of economic growth based on fair work environments
  • Reduction of waste materials
  • Curtailment of corruption and bribery
SDGs 09 SDGs 12
  • Improved energy efficiency
    (including promotion of use of renewable energy)
  • Promotion of use of inexpensive, reliable energy
  • Promotion of safe and secure work environments
  • Advancement of diversity and inclusion
  • Effective use of water resources and prevention of pollution
  • Securing of clean water resources
SDGs 07 SDGs 06
  • Abolition of inequality
  • Responses to multi-stakeholders
  • Promotion of innovation
    (active use of global partnerships)
  • Implementation of fair taxation
  • Promotion of sustainable industrialization
  • Elimination of discrimination against women/protection of human rights
  • Use of women's skills
  • Strengthened disaster prevention and response
  • Eradication of forced labor, human trafficking, and child labor
  • Increased employment for socially vulnerable people
SDGs 11
  • Prevention of pollution and damage from harmful chemical substances
  • Strengthened measures to address climate change
  • Sustainable use of natural resources
  • Promotion of innovation (promotion of sustainable industrialization)
  • Promotion of innovation (promotion of sustainable forms of consumption and production in developing countries)
SDGs 13 SDGs 12
  • Strengthened support for emerging and developing countries
  • Promotion of protection and recovery of land ecosystems
  • Provision of stable living environment
  • Halting of deforestation
  • Protection and recovery of marine ecosystems
SDGs 14 SDGs 15
  • Expansion of educational systems (including vocational training)
  • Enhanced education environment in developing countries
  • Promotion of social infrastructure development
  • Prevention of traffic accidents
  • Protection of small-scale agricultural and fishing industries
  • Advancement of sustainable fishing industry
  • Improved access to fishing areas and markets in least developed countries

Importance to Yamaha Motor

Climate-related Risks and Opportunities

Material environmental and social issues

  • Strengthened measures to address climate change
  • Improved energy efficiency
SDGs 07 SDGs 13
  • Effective use of water resources and prevention of pollution
  • Reduction of waste materials
  • Introduction of industrial processes taking into account clean technologies and efficient use of resources
  • Sustainable use of natural resources
SDGs 06 SDGs 09 SDGs 11 SDGs 12
  • Promotion of protection and recovery of land ecosystems
  • Halting of deforestation
  • Protection and recovery of marine ecosystems
SDGs 14 SDGs 15
  ▼ ▼ ▼

Action Themes

Climate Change

Resource Recycling

Biodiversity

Risks

Short-term
Development costs associated with addressing regulations may increase significantly, with each country and territory moving to tighten motorcycle emission standards, and the U.S. introducing more stringent CARB (California Air Resources Board) and EPA (Environmental Protection Agency) emission standards for marine engines.
Medium-term
A growth of demand for motorcycles triggered by economic growth in India, African countries, and other regions may increase CO2 emissions from operations, and the introduction of carbon tax may increase operational costs.
Long-term
Heightened environmental awareness may lead to decreased sales of products that use fossil fuels.
Short- to medium-term
The worldwide drive to make the whole supply chain carbon neutral makes initiatives for carbon-free raw material procurement highly important.
As the electrification of mobility accelerates globally as a response to climate change issues, scarce resources such as nickel and cobalt required for storage batteries may become shortage, and procurement costs may increase.
Long-term
Increased consumption of resources accompanying the economic growth of emerging nations may heighten procurement risks, including a shortage of resources and cost increase.
Short- to long-term
Climate change will cause abnormal weather events, including forest fires, droughts, extreme temperature changes, storms, and snowfall, destroying the ecosystems of the oceans, mountains, and forests where our products are used.

Opportunities

Short- to medium-term
Demand for motorcycles as an affordable means of transportation is growing due to economic growth in India, African countries and other places. Demand for electric models is growing, mainly in developed countries.
Long-term
Electric models may be widely adopted.
Short-term
When it comes to the recycling of resources, demand is increasing for mobility vehicles that save resources in terms of raw materials and energy used.
Medium-term
Rental business and sharing services
Long-term
Ultra-compact mobility vehicles that are small, lightweight, and resource-saving may be incorporated into the social infrastructure.
Short- to long-term
Increased awareness of the need to conserve the natural environment may trigger growth of the outdoor market where people seek and cherish interaction with nature.

Impact of CO2 Emissions

The world produced 33.6 billion tons of CO2 emissions in 2019. Of this amount, products accounted for just 0.07% of the total as a source of emissions and are therefore products with an extremely low environmental impact. In 2021, CO2 emissions across the Yamaha Motor Group's entire supply chain were 151,002 t-CO2 for Scope 1, 349,901 t-CO2 for Scope 2, 28,488,585 t-CO2 for Scope 3, and 28,989,488 t-CO2 overall. Scope 3 "Category 11. Use of products sold" accounted for 80.2%, followed by "Category 1. Purchased products and services (Emissions associated with sourcing of raw materials)" at 15.9%. In setting reduction targets for CO2 emissions, we recognize the importance of improving the fuel (electric) efficiency of our products, promoting the adoption of next-generation mobility vehicles, and using resources efficiently.

The world CO2 emissions - Source of emissions
The world CO<sub>2</sub> emissions - by source of emissions
Breakdown of CO2 emissions for the entire supply chain
Fig.

Task Force on Climate-related Financial Disclosures (TCFD) itemsTCFD Logo

1. Governance

Climate change-related governance structure

The Board of Directors formulates policies on dealing with issues concerning sustainability and regularly reviews their implementation status.
With regard to issues concerning sustainability, the Board of Directors oversees the Sustainability Committee which meets three times a year, chaired by the President and Chief Executive Officer and comprising executive officers appointed by the Board of Directors.

Sustainability Committee Chair: President and Chief Executive Officer
Members: Executive Officers with titles
 

For issues concerning sustainability, we positioned the environmental field in particular as an important area to be tackled by management, and established the Environment Committee, chaired by an executive officer in charge of environmental activities.
The Environment Committee meets three times a year to discuss policies concerning the environment (e.g., policies on how to respond to recommendations from the TCFD) and visions, formulate the Yamaha Motor Group's long-term environmental plan (Environmental Plan 2050), and conduct annual reviews of how each operating division has progressed against its targets. It reports its findings to the Board of Directors at least twice a year.

Environment Committee Chair: Executive officer assigned to the promotion of environmental activities
Members: 17 business and division activity promoters (progress reports from 3 chief general managers)

To increase progress towards carbon neutrality, along with a review of the Environmental Plan 2050 in 2021, the Sustainability Committee changed its meeting frequency from twice to three times a year and the Environmental Promotion Meeting was established as a sub-organization of the Environment Committee.
Additionally, to encourage effective initiatives, materiality KPI results including climate change and external evaluations of ESG were linked to the compensation of management and executives.

Fig.

With regard to issues concerning sustainability, we positioned the environmental field in particular as an important area to be tackled by management, and established the Environment Committee, chaired by an executive officer in charge of environmental activities. The Environment Committee meets three times a year to discuss policies concerning the environment (e.g., policies on how to respond to recommendations from the TCFD) and visions, formulate the Yamaha Motor Group's long-term environmental plan (Environmental Plan 2050), and conduct annual reviews of how each operating division has performed against its targets. It reports its findings to the Board of Directors at least twice a year.

2. Strategy

Define scenarios

Graph

Categories of Shared Socioeconomic Pathway (SSP*) scenarios
IPCC The Sixth Assessment Report classifies five scenarios of projected trends in global socioeconomic development along two axes: socioeconomic measures for mitigation of climate change and socioeconomic challenges for adaptation.

※Shared Socioeconomic Pathways

Graph
  • SSP1:A sustainable development scenario where both mitigation and adaptation are easy Low challenges.
  • SSP2:A moderate development scenario for both mitigation and adaptation.
  • SSP3:A development scenario of regional rivalry where both mitigation and adaptation are High challenges.
  • SSP4:A development scenario with an unequal society, where mitigation is easy Low challenges but adaptation is High challenges.
  • SSP5:A fossil fuel-dependent development scenario where mitigation is High challenges but adaptation is Low challenges.

In the IPCC Sixth Assessment Report, SSP1-1.9 was set as the scenario corresponding to the new target of a 1.5℃ change in the average global surface temperature due to the agreement made at COP26 to pursue efforts to limit the rise in temperature to 1.5℃ compared to pre-Industrial Revolution times. The report predicted that all five scenarios evaluated on the changes to the average global temperature by 2100 had a high likelihood of reaching an increase of 1.5°C by 2040, and thus there was the need for countries and corporations to intensify their climate change measures.

When Yamaha Motor formulated its strategy to become carbon neutral by 2050, to cope with uncertainties (risk factors), we referred to the IPCC Sixth Assessment Report and selected two scenarios, namely SSP1-1.9 or SSP1-2.6 and SSP3.

Evaluate Risks and Opportunities and Their Financial Impact

We evaluate the materiality of climate-related risks and opportunities based on whether they are likely to materialize in the short term, medium term, or long term, and the estimated scale of the resulting financial impact.

Short term: May have an immediate impact on business performance (including possibilities that may materialize in a period of 0 to 3 years)
Medium term: May necessitate a major adjustment of our strategies (including possibilities that may materialize in a period of 3 to 6 years)
Long term: May radically impact the feasibility of our long-term strategies and business models (including possibilities that may materialize in a period of 6 years or more)
Classification
(scenario)
Assessment target Period Response status Financial impact

Transition risks

Policy and Legal
(SSP1)
Development costs may increase due to compliance with the emission standards and CO2 emission regulations of various countries and regions Short
term
Regulations and Certification Division: Collects information about regulatory trends in each country and territory
Environmental Regulation Management Committee: Accelerates decision-making on the advance development of technology to address the tightening of regulations and on the development of powertrains
Net sales of internal combustion engine models in 2021 were 1.6435 trillion yen
Policy and Legal
(SSP1)
Introduction of carbon tax may increase operating costs
We conduct manufacturing operations for our main motorcycle business at 27 locations in 16 countries, mainly in the ASEAN region. Fossil energy is used during processes like casting and painting.
Medium
term
Manufacturing and Production Engineering Center and Environmental Facility Division: Collect information about regulatory trends related to energy in each country and territory
Environment Committee: Considers and deliberates on energy-related investment plans, renewable energy procurement methods and other issues
Board of Directors: Receives reports from the Management Committee
Fossil energy costs in 2021 were 3.8 billion yen. The burden will increase to 6.7 billion yen/year if we assume a carbon tax on CO2 emissions of 10,000 yen/ton for our business activities from calculations based on CO2 emissions in 2021.*
* Carbon Pricing Leadership Coalition (CPLC) Report: from 2030 carbon tax price forecasts
Technology
(SSP1)
Increase in technology costs for electrifying compact mobility vehicles Short
term
Since the procurement and cost of compact batteries will be an issue, we have begun to work with other companies in the same industry to form a consortium to standardize battery standards to make batteries interoperable and develop infrastructure, and we are making efforts to popularize electric models. R&D costs in 2021 were 95.3 billion yen
Market
(SSP1)

Risk of reduced sales for ICE motorcycles due to bans on inner-city use of vehicles that use fossil fuels
Risk of loss of sales opportunities for electric motorcycles due to delays in the development of charging infrastructure

Long
term
Environment Committee: Receives reports from all business divisions on the regulatory trends in each country and territory
Board of Directors: Receives reports from each operating and functional division after they have discussed and determined how to respond and reflected their decisions in specific sales strategies
Net sales in the motorcycle business in 2021 were 1.0165 trillion yen
Reputation
(SSP1)
Risk that investors and other stakeholders will consider the disclosure of information as insufficient Medium
term
IR and SR staff of the Corporate Communication Division: Hold briefing sessions for individual investors and interviews for institutional investors The amount of stock procured in 2021 was 860 billion yen

Physical risks

Acute
(SSP3)
Risk of extreme weather events impacting operations Medium
term
Evaluate the impact of the frequency and intensity of heavy rains and extremely high temperatures on land as assessed in the IPCC Sixth Assessment Report on operating facilities
Chronic
(SSP3)
Risk of long-term extreme weather impacting operations and sales Long
term
Classification Assessment target Period Response status Financial impact

Opportunities

Resource Efficiency Improved energy efficiency in production processes Short
term
Implement theoretical-value-based production globally 2021 energy efficiency budget 1.5 billion yen/year*
* Setting the internal carbon pricing at 60,000 yen/ton
Energy Source Adopting renewable energy at production sites Short
term
Introduce solar power generation globally
Introduce CO2-free power sources to YMC
2022 budget for solar power generation investment: 0.9 billion yen
Budget for YMC free power sources: 0.4 billion yen/year
Products/
Services
Expand development of low carbon products
Upgrade and expand sales of BEV products
Medium
term
Launch 10 BV product models by 2024
Increase R&D facilities aimed at electrification and carbon-neutral fuels by 2024
Increased revenue due to demand for low carbon products
Markets Expand demand for our products tailored to the power sources and policies of individual countries and territories Short
term
Launch the NEO'S electric scooter and the HARMO electric propeller in Europe
Expand opportunities to provide solutions to the needs of individual countries and territories Short
term
Start a mobility service business in India in collaboration with MaaS (Mobility as a Service) operators Established Moto Business Service India Pvt. Ltd. Capital: 1.1 billion yen
Indian motorcycle sharing service, estimated to have a market size of 11.7 billion yen in 2025
Access to environmentally-focused new markets and territories Medium
term
Establish a Yamaha fund focused on the environment and resources Total investment: 10.0 billion yen (15-year investment period)
Resilience Increase revenue through products and services tailored to the energy policies and diverse energy sources of individual countries and territories Long
term
Increase powertrain R&D facilities focused on electrification and carbon-neutral fuels by 2024 Medium-Term ( 2022-2024 ) Investment budget: 2.4 billion yen

Business activities and scope exposed to physical risks

According to the IPCC Sixth Assessment Report (AR6), “Climate change is already affecting every inhabited region across the globe, with human influence contributing to many observed changes in weather and climate extremes.”

IPCC AR6 WG1 reference area:

■ North America
NWN(North-Western North America)、NEN(North-Eastern North America)、WNA(Western North America)、CNA(Central North America)、ENA(Eastern North America)
■ Central America
NCA(Northern Central America)、SCA(Southern Central America)、CAR(Caribbean)
■ South America
NWS(North-Western South America)、NSA(Northern South America)、NES(North-Eastern South America)、SAM(South American Monsoon)、SWS(South-Western South America)、SES(South-Eastern South America)、SSA(Southern South America)
■ Europe
GIC(Greenland/Iceland)、NEU(Northern Europe)、WCE(Central and Western Europe)、EEU(Eastern Europe)、MED(Mediterranean)
■ Africa
MED(Mediterranean)、SAH(Sahara)、WAF(Western Africa)、CAF(Central Africa)、NEAF(North-Eastern Africa)、SEAF(South-Eastern Africa)、WSAF(West Southern Africa)、ESAF(East Southern Africa)、MDG(Madagascar)
■ Asia
RAR(Russian Arctic)、WSB(West Siberia)、 ESB(East Siberia)、RFE(Russian Far East)、WCA(West Central Asia)、ECA(East Central Asia)、TIB(Tibetan Plateau)、EAS(East Asia)、 ARP(Arabian Peninsula)、SAS(South Asia)、SEA(Southeast Asia)
■ Australasia
NAU(Northern Australia)、CAU(Central Australia)、EAU(Eastern Australia)、NZ(New Zealand)
■ Small Islands
CAR(Caribbean)、PAC(Pacific Small Islands)

In the section in AR6 about "Observed changes in heavy precipitation," out of the 11 areas that the company has manufacturing locations in, 7 areas and 27 locations were experiencing increases in heavy precipitation. There is the risk of operating shutdowns due to flooding of factories or fractured transportation in the supply chain for raw materials and parts caused by floods.

Regarding this risk, we are working on prevention and countermeasures by establishing rules to minimize damage by taking appropriate measures based on the "Business Continuity Regulations".The implementation status is reported and evaluated by the Sustainability Committee, which is chaired by the President and Executive Officer, and we are working to further improve the BCP level.

Yamaha Motor’s Net-zero CO2 Emissions (Carbon Neutrality) Strategy

Compact Mobility Vehicles with Low environmental impact

Yamaha Motor proposes compact mobility vehicles with low CO2 emissions and Low environmental impact throughout their life cycle, from raw materials to manufacturing, use, and disposal. For example, the CO2 emissions of two-wheeler vehicles are less than those of four-wheelers. In terms of the whole product life cycle, CO2 emission amounts are 70% less for ICE vehicles, and 75% less for Battery Electric Vehicles at the raw materials stage.
More effective CO2 emission reduction can be achieved through the reduction of CO2 emissions during the manufacture of batteries, and excellent charging facilities that utilize renewable energy sources.

Comparison of CO2 Emission Amounts for the Product Life Cycle(ICE Vs. BEV)

[ Assumptions for the Estimate ]
Four-wheeler ICE/BEV: IEA standard; Two-wheeler ICE: Yamaha Motor 125 cc; Two-wheeler BEV is a Yamaha Motor BEV of a similar output class to the aforementioned; driving distance per year: 15,000 km; duration of use: 10 years
[ Four-wheeler data reference ] Global EV Outlook 2020 (IEA)
※ICE: internal combustion engine ※BEV: Battery Electric Vehicle

Basic Policy

Aim for the further reduction of movement-related CO2 emissions per passenger

  • Switch to efficient sources of power with smaller CO2 emissions.
  • Promote the utilization of compact mobility vehicles with a low carbon footprint.
Promotion of the reduction of CO2 emissions through greater efficiency achieved by optimal methods
Promotion of the reduction of CO<sub>2</sub> emissions through greater efficiency achieved by optimal methods
Utilization of compact mobility vehicles
Utilization of compact mobility vehicles
Electrification Strategy
MC

Yamaha Motor will undertake: 1. the improvement of the fuel efficiency of ICE systems, 2. expansion of the lineup of electrified models and their popularization, and 3. the development of power trains powered by renewable energy.

In regard to the Electrification Strategy, an important point related to product roll out is to take CO2 emission reduction into consideration and consider the state of the diffusion of electricity generated through renewable energy sources and development of a supply infrastructure in a country or region.

We will work toward achievement of net-zero CO2 emissions (carbon neutrality) by 2050 by first rolling out products in Europe, which has a high rate of the use of renewable energy to generate electricity. Between 2030 and 2035, we will then move onto the ASEAN region, which is a high-volume zone in terms of CO2 emissions.

Motorcycle Model Composition Ratio Image
Outboard

In relation to outboard motors, we will engage in the following as the technological strategy toward achievement of net-zero CO2 emissions (carbon neutrality). 1. Improvement of the fuel efficiency of ICE systems, 2. Development of electrified models, and 3. The development of models that use hydrogen, e-fuel, and other renewable energy as sources of power.

The sales composition of outboard motors is 60% in industrialized countries and 40% in emerging countries and developing countries. In industrialized countries, they are primarily used for fishing, marine sports and other leisure activities. Meanwhile, their use in emerging countries and developing countries is mainly focused around supporting people’s livelihoods, such as through fisheries. Their usage environments are also harsh.
Because Yamaha Motor rolls out electrified models while keeping an eye on the state of the spread of the infrastructure for the supply of renewable energy as well as the suitability level of a country or region’s usage environment, the roll out of electrified models is carried out sequentially beginning with industrialized countries. They are then deployed to other regions. By doing so, we are contributing to net-zero CO2 emissions (carbon neutrality) as the most trusted brand.

Outboard Motor Model Composition Ratio Image

We have assumed the achievement of technical innovation in CN fuels (e.g., Hydrogen, Biofuel, Synthetic Liquid Fuels, etc.) and have made CN fuel adoption rates of 2.6% in 2030, 20% in 2035, and 30% in 2050 the preconditions.

Going forward we will continue to review our measures as needed toward achievement of carbon neutrality by 2050. We will do so by engaging in the analysis of future forecast scenarios drafted by the IEA and others, obtaining an understanding of the electrical power supply composition policies and infrastructure circumstances of various countries and regions, and developing environmental technology that anticipates trends in carbon-neutrality technology.

Main axis Technological response Effect
ICE (internal combustion engine) Enhancement of the efficiency of engines and drive trains Fuel improvement
HEVs (the main axis is motorized in S-HEVs)
De-carbonization of fuel Synthetic Liquid Fuels De-carbonization
Hydrogen
Motorized BEV
FCV (hydrogen fueled)

ICE: Internal Combustion Engine; burns fuel to acquire moving force.
HEV: Hybrid Electric Vehicle; driven through the combination of an engine and motor.
BEV: Battery Electric Vehicle; drive a motor using battery power.
FCV: Fuel Cell Vehicle; power is generated using fuel cells to drive a motor.
CN fuel: Carbon-neutral fuel; moving force is acquired by burning Hydrogen, Biomass, Synthetic Liquid Fuels, and other renewable fuels.
Synthetic Liquid Fuels: Fuel obtained by synthesizing hydrogen and CO2, which are obtained by electrolyzing water with renewable energy.

3. Risk Management

Process of Identifying and Evaluating Climate-related Risks

We identify and evaluate climate change risks from two perspectives: business strategy and business continuity.

Identification of Risks

Each operating division and functional division categorize short-term, medium-term, and long-term climate-related risks into "risks related to transitioning to a low-carbon economy" and "risks related to physical changes caused by climate change." Then, they consider the financial impacts of these risks on business, as well as the financial impacts on business with climate change mitigation measures and adaptation measures as opportunities for management reform, and identify risks and opportunities in the medium-term business plan.

Companywide business continuity risks including climate-related risks, violations of laws related to product quality, critical product accidents, and cybersecurity are incorporated into the activity policies of each headquarters division and overseas Group company, and those that we particularly need to focus on to prevent and address are identified as significant risks at the Group level. In this manner, climate-related risks are incorporated into the Groupwide system for risk management.

Evaluation of Risks

The Environment Committee, chaired by the executive officer in charge of environment activities, evaluates specific initiatives undertaken as a business strategy on risks and opportunities identified by each operating division and functional division.

The Sustainability Committee, chaired by the President and Chief Executive Officer, evaluates specific initiatives on significant risks at the Group level, particularly Companywide business continuity risks, including climate-related risks, that the Company needs to focus on to prevent and address. In this manner, climate change-related risks are incorporated into the Groupwide system for risk management.

Process of Managing Climate-related Risks

The Environment Committee manages the annual progress toward the goals and targets of specific initiatives undertaken as a business strategy on risks and opportunities identified by each operating division and functional division. It reports results to the Sustainability Committee, which consists of the same members as the Management Committee, and the Board of Directors.

Specifically, each operating division and functional division considered NDC scenarios and two scenarios out of SSP1-1.9 or SSP1-2.6 and SSP3, using the information in the IPCC Sixth Assessment Report as a reference. They then evaluated the short-term, medium-term and long-term risks and opportunities and their impacts on business, strategies and finances and formulated specific numerical targets for 2030 (and 2035) as a step towards achieving carbon neutrality by 2050.

4. Indicators and Targets

Initiatives for "Climate Change"

Scope 1. 2. Targets
Scope 3. Targets

NDCs: Nationally determined contributions are the GHG reduction targets, measures, and efforts toward target achievement determined by each country on the basis of the Paris Agreement.
ICE: Internal Combustion Engine; burns fuel to acquire moving force.
BEV:Battery Electric Vehicle; motors are driven by battery power.
CN fuel: Carbon-neutral fuel; moving force is acquired by burning Hydrogen, Biomass, Synthetic Liquid Fuels, and other renewable fuels.
Synthetic Liquid Fuels: Fuel obtained by synthesizing hydrogen and CO2, which are obtained by electrolyzing water with renewable energy.

2050 (2030, 2035) targets

On its way to achieving carbon neutrality by 2050, the Yamaha Motor Group has set 2030 and 2035 as milestones for Scope 1.2. and Scope 3. emissions and is promoting efforts to reduce CO2 emissions.

Targets for 2050
  • The whole supply chain must be carbon neutral
Targets for 2035
  • Scope 1.2. : Achieve carbon neutrality
  • Scope 3. : 38% reduction (compared to 2010) * mainly at the product use phase
Targets for 2030
  • Scope 1.2. : 80% reduction (compared to 2010)
  • Scope 3. : 24% reduction (compared to 2010) * mainly at the product use phase

2021 emission results and reduction results

Scope 1.2. (t) 500,903 Scope 1.
151,002
External Assurance
Scope 2.
349,901
External Assurance
Scope 3. (t) 28,488,585 cat11.
23,237,944
External Assurance
Scope 1.2.
  2010
(Base)
2017 2018 2019 2020 2021
Emissions(t) 635,071 553,923 529,513 540,105 442,533 500,903
Emission per unit
(t/net sales: billion yen)
51.2 33.2 31.6 32.4 30.1 27.6
Rate of reduction
(compared to 2010)
35.2% 38.3% 36.7% 41.2% 46.1%
Scope 3.* Use phase of cat11. products
  2010
(Base)
2017 2018 2019 2020 2021
Emissions(t) 34,046,049 25,753,328 25,963,326 23,859,974 19,624,372 23,237,944
Emission per unit (t/unit sales) 4.36 4.00 3.76 3.57 3.67 3.71
Rate of reduction (compared to 2010) 8.3% 13.8% 18.1% 15.8% 14.9%

Category 11: In general, we calculate emissions for products sold domestically and overseas in the relevant period by multiplying the number of products sold in Asia, Europe, North America, Japan, Oceania, Central and South America and other regions (pleasure boats are limited to those sold in Japan) by the model average fuel consumption (or model electricity usage), yearly running distance (or yearly usage) and lifetime years of use to obtain the lifetime fuel consumption (or lifetime electricity usage) of the products sold in that period and then multiplying the lifetime fuel consumption (or lifetime electricity usage) by an emissions factor to obtain the amount of emissions.

Initiatives for "Resource Recycling"

Reduce waste generated by production activities

  • Raise awareness of a globally shared definition of waste materials
  • Obtain a grasp of waste amounts utilizing a global tabulation system
  • Carry out on-site surveys, extract and grasp issues

Reduction of water usage in production activities

  • Continue obtaining an understanding of the water consumption amounts of each Group company
  • Aim to minimize water risks* through measures corresponding to the water risks of each country and region

* Water risks are indexes related to water supply and demand that were uniquely established by Yamaha Motor using Aqueduct, published by the World Resources Institute, and other materials as reference

Environmental Management

2050: Eliminate all harmful substances contained in products

2030: Strengthen compliance with environmental laws and regulations, and control of chemicals in products

  • Reduce environmentally hazardous substances in products
  • Risk management of the control of environmentally hazardous substances

Environmental technology briefing  

Back to
Top