99We are firmly committed to achieving the targets in the new Medium-Term Management Plan and will make headway toward realizing our Long-Term Vision for 2030.Path toward Long-Term Vision Paved by Unending Ambitionwant to reduce the number of motorcycle accidents. To this end, we are expanding our lineup of models with connectivity. A large portion of motorcycle accidents are collisions with cars when turning across traffic, and to prevent such accidents, Yamaha Motor is pursuing the practical application of technologies for inter-vehicle communication. At the same time, the Yamaha Riding Russia’s invasion of Ukraine has fractured the global com-munity, resulting in a reversal in the prior trend of economic globalization and a return to an economy separated into multiple blocks. In response to this, Yamaha Motor will strive to ensure that its supply chains can function properly under any circumstances while keeping a close eye on global trends. Concurrently, we are reviewing our production and R&D networks from the perspective of risk management and taking quick action to rectify any issues identified. The oper-ating environment remains opaque. Nonetheless, we are firmly committed to achieving the targets in the new Medium-Term Management Plan and will move forward with certainty in our ability to do so. The corporate culture of Yamaha Motor is one of taking on challenges. When I first became a manager, I proposed to my supervisor that we transfer all scooter production, which was conducted in Japan at the time, to Taiwan. He told me *1 Including emissions from Company business activities (Scope 1 and Scope 2) and other emissions (Scope 3)*2 Models designed to track customer needs and help the Company explore the potential for new peripheral businesses and marketsAcademy (YRA) works to help riders improve their skills with the aim of raising rider awareness of safety on the road and giving them instruction for riding safely.to do it myself, entrusting the entire project to me. I made many other proposals in the years that followed, and for the most part, I was allowed to chase my ambitions as I desired. I think that this culture is one in which any employee with passion and drive is encouraged to chase their ambitions, regardless of their position or gender. I hope that everyone at Yamaha Motor will continue to tackle challenges in ways true to our unique style, so that we can not only make headway toward realizing our Long-Term Vision for 2030 of “ART for Human Possibilities: Let’s strive for greater happi-ness,” but also deliver even greater Kando to our customers. Yamaha Motor Co., Ltd. Integrated Report 2022President, Chief Executive Officer and Representative Director
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