Yamaha Motor Integrated Report 2022

sksiRnoitisnarTsksiR lacisyhPseitinutroppO ——TypeTypeSubject of AssessmentSubject of AssessmentPeriodStatus of ResponseShort termMedium termShort termLong termMedium termMedium termLong termPeriodStatus of ResponseShort termShort termMedium termShort termShort termMedium termLong termFinancial ImpactsFinancial Impacts Climate Change Risk and Opportunity Assessment and Financial Impacts In developing its strategy to achieve carbon neutrality by 2050, Yamaha Motor refers to the SSP1-1.9, SSP1-2.6, and SSP3 scenarios of the Intergovernmental Panel on Climate Change’s (IPCC) 6th Assessment Report and Nationally Determined Contribution (NDC) scenarios in order to address uncertainty (risk) factors. We have identified and assessed short-, medium-, and long-term risks and opportunities as well as their impact on our businesses, strategies, and finances. Based on the results, we have developed specific numerical targets for 2030 (and 2035) and have decided to strengthen our climate change efforts and accelerate our 2035 reduction targets for Scope 1 and Scope 2 emissions. Short-term: Impacts our immediate financial performance (including the potential to emerge over a timeframe of 0–3 years) Medium-term: Requires significant adjustments to our strategy (including the potential to emerge over a timeframe of 3–6 years) Long-term: Fundamentally affects the viability of our long-term strategy and business model (including the potential to emerge over a timeframe of 6 or more years)Policy and legalSSP1Increase in development costs to comply with exhaust emission and CO2 emission standards in each country and territoryPolicy and legalSSP1Increase in operating costs due to introduction of carbon taxThe Company manufactures motorcycles, its core business, at 27 bases in 16 countries, mainly in the ASEAN region. Energy from fossil fuels is used in processes such as casting and painting.TechnologySSP1Increase in cost of technology to support electrification of compact mobility vehiclesMarketsSSP1Risk of decreased sales of motorcycles with internal combustion engines (ICE) due to a ban on fossil fuel vehicles in citiesRisk of lost sales opportunities for electric motorcycles due to delays in the development of charging infrastructureReputationSSP1Risk of being assessed by investors and other stakeholders as providing inadequate information disclosureAcuteSSP3Risk of extreme weather events affecting operationsChronicSSP3Risk of long-term extreme weather condi-tions affecting operations and salesResource efficiencyImprovement of energy efficiency in production processesEnergy sourcesUse of renewable energy at manufacturing plantsProducts/servicesExpansion of development of low-carbon productsExpansion and promotion of BEV product lineupMarketsExpansion of demand for our product lines in response to energy mixes and government policies in each country and territoryExpansion of opportunities to provide solutions that meet the needs of each country and territoryAccess to new markets and territories with a focus on the environmental fieldResilienceIncrease in earnings from products and ser-vices that are compatible with each country and territory’s energy policies and diverse energy sourcesRegulations and certification division: Collects information about regulatory trends in each country and territoryEnvironmental Regulation Management Committee: Works to accelerate decision-making on the advance development of technology to address the tightening of regulations and on the development of powertrainsManufacturing Center and the environmental facility division: Collect information on regulatory trends concerning energy in each country and territoryEnvironment Committee: Deliberates and discusses energy-related investment plans, how to procure renewable energy, and other mattersBoard of Directors: Receives a report following a review by the Management CommitteeSince the procurement and cost of small batteries is an issue, a consortium has been established in cooperation with other companies in the industry to develop common battery stan-dards and infrastructure with a view to mutual-use batteries, and activities to promote the wide adoption of electric models have been launched.Environment Committee: Receives reports from each operating division on regulatory trends in each country and territoryBoard of Directors: Receives reports on specific sales strategies after each operating and functional division discusses and determines how to respondCorporate Communication Division’s Investor & Shareholder Relations Group: Holds company information sessions for pri-vate investors as well as consultations for institutional investorsAssess impacts on operating facilities based on the frequency and intensity of extreme high temperatures or heavy rainfall on land as assessed in the IPCC’s 6th Assessment Report Implement theoretical-value-based production globallyUtilize solar power globallyUtilize CO2-free electricity at the headquartersLaunch 10 BEV models by 2024Expand R&D facilities for electrification and carbon-neutral fuels by 2024Launch NEO’s electric scooter and HARMO next-generation electric boat control system for EuropeStart mobility service business in India through collaboration with MaaS operatorsEstablish an investment fund specializing in the environment and natural resources fieldExpand R&D facilities for powertrains compatible with electrification and carbon-neutral fuels by 2024Net sales of ICE models in fiscal 2021: ¥1,643.5 billionFossil fuel energy costs in fiscal 2021: ¥3.8 billionTax burden increase assuming a ¥10,000/metric ton carbon tax on CO2 emissions from business activities, calculated based on fiscal 2021 CO2 emissions: ¥35 billion/year** Based on carbon tax price projections for Group R&D expenses in fiscal 2021: ¥95.3 billionNet sales from motorcycle business in fiscal 2021: ¥1,016.5 billionEnergy efficiency budget for fiscal 2021: ¥1.5 billion* Setting the internal carbon pricing at Solar power investment budget for fiscal 2022: ¥900 millionCO2-free electricity at headquarters: ¥400 million/yearIncreased earnings due to demand for low-carbon productsTotal amount under management: ¥10 billion (investment period: 15 years)2030 in a report by the Carbon Pricing Leadership Coalition (CPLC)Market capitalization at the end of fiscal 2021: ¥954.2 billion¥60,000 /metric tonMoto Business Service India Pvt. Ltd. established: ¥1.1 billion in capitalMarket forecast for motorcycle sharing services in India in 2025: ¥11.7 billionMedium-term (2022–2024) investment budget: ¥2.4 billion37

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