Yamaha Motor Integrated Report 2022

BackgroundPlanDoActCheck76The Yamaha Motor Group is working on risk management, crisis management, and business continuity as follows. Fundamental Approach to Risk Management To carry out risk management, Yamaha Motor has established and operates an appropriate organizational structure and set of rules, as well as engages in risk-reduction activities. As part of regular preven-tion efforts, divisions responsible for risk prevention and mitigation are clarified, countermeasures for risks the Group should respond to Risk Management Structure Based on the Rules of Risk Management, the Company’s risk manage-ment structure is led by the Sustainability Committee and its subordi-nate council, the Sustainability Promotion Meeting, which comprises the risk management supervisory sections and divisions charged with risk management. The Sustainability Committee, chaired by the presi-dent and chief executive officer, monitors risks on a Groupwide basis. The risks that need to be actively prevented and addressed as special priorities are designated as significant risks at the Group level. In addition to Groupwide risk assessments, these are comprehensively judged and selected based on the Group’s business strategies, legal and regulatory changes inside or outside the Group, information concerning changes in the operating environment or the likelihood of a risk event, or other developments. Accordingly, activities to address risks are checked and other measures taken to reduced risk on a Groupwide basis. Risk Management Activity Cycle Risk management activities are promoted through the repetition of the PDCA cycle as detailed on the right. The Yamaha Motor Group has prepared a risk management ledger of all risks that need to be cov-ered. Each risk is evaluated while judging the level of impact and possibility of occurrence, and risk response action plans are developed for risks that need to be addressed. The progress of these responses is monitored over a six-month period and an annual summary of activi-ties to address risks is compiled at the end of the fiscal year in an effort to reduce risks. Significant Risks at the Group Level in 2021 This risk was selected because the Group has experienced a pandemic with COVID-19. In order to ensure business continuity while safeguarding the health of employees, there is a need to reexamine the effectiveness of internal rules by reviewing the activities carried out thus far.PandemicsThe degree of reliance on and the importance of information systems within the Group’s business activities are increasing. Measures are needed to prevent leaks of personal or confidential information, information system failures, etc., caused by cyberattacks and computer virus infections.CybersecurityProducts containing environmentally hazardous substancesCountries around the world have been steadily tightening regulations on environmentally hazardous substances, and the Group must strengthen control structures to prevent violations of laws by the products it manufactures.Improper import/export proceduresIn light of the growing number of bilateral and multilateral free trade agree-ments and the increasing need for import/export procedures for global logistics among Group companies, the Group must further enhance its system for preventing violations of agreements, regulations, ordinances, and laws.Violation of copyright laws regarding software licensesComputer software is protected as copyrighted work and requires proper management. However, due to the diversification of workstyles and changes in the operating environment, such as cloud computing, licensing systems are becoming more complicated and the risk of violating laws and regulations, even without intention, is increasing.Anti-corruption initiatives are being ramped up in every country and region, and as the Group conducts business activities on a global scale, there is a need to implement an effective system for early prevention of regulatory violations and to strengthen anti-bribery measures.Briberydeveloped, and activities therein conducted on a Groupwide basis. If a major crisis situation occurs, the Emergency Countermeasure Headquarters is established based on internal regulations and other factors and led by the president and chief executive officer to minimize the damage and aftereffects.• Thorough implementation of policies• Management based on rules• Monitoring of activities• Analysis of information from inside and outside the Company• Designation of significant risks at the Group level• Assessment of risk management ledger• Formulation of activity policies and plans• Review of risk management ledger• Incorporation of changes into activity plan for the next fiscal year• Review of activity resultsThe Group will continue to alter its countermeasures in response to risks of the pandemic’s spread, review the definitions of various items, revise level-based pandemic countermeasures, and otherwise improve the effectiveness of its internal rules to ensure a uniform level of countermea-sures for both domestic and overseas Group companies.The Group has established a Cybersecurity Policy and is taking measures covering both the tangible and intangible aspects of cybersecurity to increase its defenses against external attacks, to detect attacks at an early stage, and to minimize damage in the event of an attack.The Group takes steps for early prevention of violations of laws, regulations, and ordinances by maintaining an accurate understanding of legal information in relevant countries, by communicat-ing accurate information internally and externally to relevant departments, by conducting rank-based training, by promoting the proper management systems as well as standardizing the steps for handling increasingly complex laws and regulations, and by efficiently utilizing IT systems.Groupwide structures are being developed to prevent violations of laws, regulations, and ordinances by tracking information pertaining to the enactment and revision of free trade agreements, by standardizing work processes and properly educating relevant personnel in line with the management frameworks stipulated in the Group rules, and by monitoring the imple-mentation status of these measures on a daily and regular basis.For the early prevention of software license violations, the Group is raising its levels of internal awareness by educating managers and employees. Additionally, the Group is strengthening and establishing IT asset management systems and their operating practices.Based on the Yamaha Motor Group Anti-Bribery Policy, the Group is adhering to its anti-bribery commitment and implementing related management systems on a global basis. It also conducts training, monitoring, and risk assessments to address anti-bribery more effectively and systemati-cally. From 2021, the Group has been reinforcing measures in areas with a high risk of corruption and promoting the application and establishment of activities to achieve this.Seeking of adviceMaking of recommendations• Reporting of important matters• Reporting of urgent matters• Consultation on individual issuesPresident and chief executive officerSustainability CommitteeSustainability Promotion Meeting (a subordinate council of the Sustainability Committee)Headquarters’ divisions and Group companiesMeasures• Implementation of activities to address risks• Monitoring of activitiesRisk Management

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