Skip to Main Contents

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 business”, invest in new and growing business that contribute to a more sustainable world, and accelerate digital initiatives and co-creation to boost our growth potential.

As 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 Medium-Term Management Plan, in addition, we will create social value by making sustainability a pillar, 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.

*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.

"Yamaha Motor's Corporate Governance Guidelines" For the full text, please refer to the following page.

Back to