Basic Corporate Governance Policies
The following describes our basic corporate governance policies.
Basic Corporate Governance Policies
The Company’s Management Principles and Management Strategies
Yamaha Motor’s corporate objective is to be a “Kando* Creating Company.” We aspire to offer new excitement and a more fulfilling life for people all over the world. To this end, we provide unique and high-quality products and services made available through our technology to interweave human logic with sensibility by continuously striving to achieve “the unique style of Yamaha Motor’s engineering, manufacturing and marketing,” aiming at creating “new, original and innovative ideas and messages,” “technology that creates joy and trust among customers,” “attractive designs to express Refined Dynamism,” and “power to build up a lifetime relationship with customers.”
We make ongoing efforts to gain recognition from our various stakeholders that “the unique style of Yamaha Motor” constitutes the “Yamaha” brand, and to make our products and services the lifelong preferred choice for stakeholders. We believe that these efforts will enable us to achieve sustainable growth and enhance our medium- to long-term corporate value.
We are carrying out measures to achieve sustainable growth and enhancement of corporate value under our Long-term Vision (ART for Human Possibilities : Let’s strive for greater happiness), with an eye on the 2030 and the Medium-Term Management Plan that runs for three years from 2022.
In the new Medium-Term Management Plan, we have clarified the positioning of our businesses based on sales growth rate and return on invested capital (ROIC) to manage our business portfolio and appropriately allocate management resources.
Specifically, we will strengthen the earning power of our core businesses, invest in new and growing businesses contributing to a more sustainable world, and accelerate digital initiatives and co-creation to boost our growth potential, and thereby raise our corporate value.
Under the medium-term financial indicators, we will aim for capital efficiency and increase economic value by building a structure capable of generating a 15% level of ROE and a 9% level of ROIC. In the new Medium-Term Management Plan, in addition, adding sustainability as a new pillar, we will create social value by contributing to society with a focus on carbon neutrality, and by connecting people and thriving as company.We will enhance our corporate value by linking these economic and social values to raise our “YAMAHA” brand value.
Please confirm our medium-term management plan from the link below.
https://global.yamaha-motor.com/ir/management/mtp/
*Kando is a Japanese word for the simultaneous feelings of deep satisfaction and intense excitement that we experience when we encounter something of exceptional value.
Basic Views on Corporate Governance
To ensure the implementation of the Company’s growth strategies for the future, Yamaha Motor’s Board of Directors establishes an environment that supports management’s appropriate risk-taking and decisive decision-making activities, and multilaterally understands and appropriately oversees issues and risks associated with the implementation of the Company’s management strategies from the viewpoint of fulfilling responsibilities to various stakeholders including shareholders and investors.
This structure is designed to implement speedy and decisive decision-making, and appropriate, transparent and fair supervision and monitoring as the Company’s corporate governance. Accordingly, we formulate the following corporate governance guidelines and put them into practice in an appropriate manner.
< Corporate Governance Guidelines >
| Chapter 1 | Ensuring shareholders’ rights and equality, and basic views on dialogue with shareholders |
| Chapter 2 | Appropriate collaboration with various stakeholders |
| Chapter 3 | Appropriate information disclosure and ensuring transparency |
| Chapter 4 | Responsibilities of the Board of Directors, etc. |
| Attachment 1 | Standards for Selecting Independent Outside Directors / Audit & Supervisory Board Members |
| Attachment 2 | Policies to promote constructive dialogue with shareholders |
“Yamaha Motor’s Corporate Governance Guidelines” For the full text, please visit our website
