Addressing Materiality

In 2019, Yamaha Motor identified important social issues (material issues) to achieve sustainable social development in harmony with the global environment and to enhance corporate value over the medium to long term. Since then, we have been promoting initiatives while conducting regular reviews and reassessments.

In 2024, in pursuit of our long-term vision, we revisited our history and corporate mission and redefined our value creation story with the aim of achieving sustainable growth and enhancing corporate value by generating three new values: “Fun in Mobility,” “fulfilling life,” and “harmony with the Earth.” This was incorporated into our Medium-Term Management Plan starting from 2025. To create these new values, we have identified the material issues of “Innovation,” “Carbon neutrality,” and “Safety and Reliability,” and we are advancing initiatives to address and monitor progress on these issues.

Additionally, the results of the materiality KPIs that are the indices for ESG management constitute part of the non-financial assessment of the individual performance-based compensation of the director in charge while the overall progress—including ESG evaluations by external evaluation organizations—constitutes part of the company-wide performance-based compensation evaluation for all executives including the President and Representative Director.

Innovation

Initiatives to involve customers in value creation

Carbon Neutrality

Reduce CO₂ emissions at worksites(Scope 1 and 2)

Reduce CO₂ emissions from product use (Scope 3 Cat.11)

Safety and Reliability

Promote initiatives to eliminate fatal accidents involving Yamaha Motor products

Utilize mobility technologies to provide transportation infrastructure for vulnerable populations with limited access to mobility, including seniors and people in depopulated areas

Environment & Resources

Aiming to achieve carbon neutrality

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Vision for 2030	Medium-Term Management Plan (2022–2024) Targets	Results（2022-2024）
Reduce the environmental impact of key products that emit CO2, such as motorcycles and outboard motors	12.2 By 2030, achieve the sustainable management and efficient use of natural resources. 13.1 Strengthen resilience and adaptive capacity to climate-related hazards and natural disasters in all countries. 13.2 Integrate climate change measures into national policies, strategies and planning.	Reduce CO2 emissions from operation of production (per unit sales) by 80% compared to 2010 levels (net zero CO2 emissions is achieved by 2035)	|Reduce CO2 emissions per unit sales from production activities by 58% from 2010 levels *Reduction target revised upward, as carbon-neutral target year has been moved forward	|69% reduction (to 2010)
			|Deploy renewable energy facilities in more than 10 countries and regions	|Installed renewable energy facilities in 14 countries and regions ーThe percentage of renewable energy became 36% of power. ーJapan, Indonesia, India, Vietnam, Thailand, Taiwan, USA, Pakistan, Philippines, Colombia, Brazil, Italy, France, China
			|Introduce electricity generated by methods that do not emit CO2 at Yamaha Motor’s domestic facilities	|Introduced hydropower-derived Shizuoka Green Denki at major offices in Japan (July 2022) |Reduced Scope 1, 2 CO2 emissions throughout the Group by 21%
	9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities. 13.2 Integrate climate change measures into national policies, strategies and planning.	Yamaha is promoting the development and sale of products with low environmental impact, including electrification	|Conduct research and development of internal combustion engines that use carbon-neutral fuel*. *Hydrogen, synthetic liquid fuels, biofuels, etc.	|Established the Hydrogen Small Engine Technology Research Association (HySE) with four Japanese motorcycle manufacturing companies |Installed carbon neutrality-friendly power train R&D equipment and began R&D in earnest |Adaptive development of hydrogen engines for cars participating in the Dakar Rally through HySE; successfully completed the rally in both 2023 and 2024 |Developed a hydrogen engine for golf cars; exhibited as a world premiere at the PGA Show in the United States |Developed a hydrogen outboard motor for marine use; exhibited at the Miami Boat Show
			|Introduce at least eight new models of electric motorcycles to the global market.	|Introduced eight models to the market
			|Develop and demonstrate new electric concept models of marine propulsion systems.	|Established a lineup of small electric models through the acquisition of marine electric propulsion manufacturer Torqeedo |Launched the electric propulsion system “HARMO” in Europe
			|Introduce at least six new models of electrically power assisted bicycles to the global market.	|Introduced nine models to the market

Aiming for conservation of marine resources

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Vision for 2030	Medium-Term Management Plan (2022–2024) Targets	Results（2022-2024）
As a top marine brand company, reduce the risk of marine ecosystem destruction and fishery resource depletion	9.4 By 2030, upgrade infrastructure and retrofit industries to make them sustainable, with increased resource-use efficiency and greater adoption of clean and environmentally sound technologies and industrial processes, with all countries taking action in accordance with their respective capabilities.	Boat products are becoming more recyclable.	|Develop FRP waste recycling technology and realize it by 2024	|Successfully extracted glass from FRP waste in experimental trials; identified challenges for reuse
			|Switch FRP materials to naturally-derived materials and gradually introduce them into mass-produced models in 2024.	|Adopted plant-derived cellulose nanofiber-reinforced resin for engine covers of personal watercraft, launching the material to market (the world’s first mass-produced application in transportation equipment parts)
	14.2 By 2020, sustainably manage and protect marine and coastal ecosystems to avoid significant adverse impacts, including by strengthening their resilience, and take action for their restoration in order to achieve healthy and productive oceans.	Establishing solutions that contribute to the sustainability of the fishery industry	|Pilot introduction of fishery management solutions in 2024, after conducting demonstration tests.	|Conducted PoC* for fishery management solutions in Japan and overseas *PoC: Proof of Concept |Launched mangrove reforestation project in Indonesia

Transportation & Industry

Realizing safe and friendly transfer to everyone

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Vision for 2030	Medium-Term Management Plan (2022–2024) Targets		Results（2022-2024）
Promote activities to eliminate traffic fatalities involving motorcycles	3.6 By 2020, halve the number of global deaths and injuries from road traffic accidents.	Reducing the percentage of motorcyclists in all traffic fatalities	Skills	|Yamaha Riding Academy（YRA）Increase participants by 60% (to 352,000) compared to the 220,000 participants in three years of the past medium-term plan	|Times held: 6,302 Participants: 383,000 (cumulative) *Times held: 2,230 in 36 countries Participants: 146,000 (2024)
			Technology	|Promote technological research and development of airbag functions	|Developing as planned toward market introduction
				|Develop peripheral information warning systems (front, rear, blind spots, lane departure) to avoid accidents and introduce it to the market in FY2024	|Development of the new TRACER9GT+ completed in 2024 *Scheduled for market launch as a FY2025 model
Mobility technology is used to provide transportation infrastructure for the elderly, children, underpopulated areas, and other vulnerable populations.	11.2 By 2030, provide access to safe, affordable, accessible and sustainable transport systems for all, improving road safety, notably by expanding public transport, with special attention to the needs of those in vulnerable situations, women, children, persons with disabilities and older persons.	Reducing the transfer constraints by the introduction of a low-speed automatic transportation system	|Establish automated service vehicle technology on limited public roads for implementation in at least 3 locations by 2024		|Cooperated with a government-led project and began the first Level 4 implementation operation in Japan in Eiheiji Town, Fukui Prefecture
		Being able to provide new mobility that makes people happier	|Introduce personal mobility vehicles into market that offer a new transfer experience in 2023		|Judged not to sell based on market validation results, and reexamined improvements.
Providing assets for mobility services to improve convenience and create jobs	1.4 By 2030, ensure that all men and women, in particular the poor and the vulnerable, have equal rights to economic resources, as well as access to basic services, ownership and control over land and other forms of property, inheritance, natural resources, appropriate new technology and financial services, including microfinance.	Being able to provide services that enable those who cannot afford motorcycles to improve their standard of living and earn a stable income	|Launch mobility as a service business in 2, 3 emerging market		|Began mobility service businesses in India and Nigeria |Considering expansion to other markets
			|Contribute to improving people’s access to basic services by supporting startups that provide safe transportation and logistics through asset leasing (10-15 billion yen in 2024).		|Total assets of India and Nigeria operations shows approximately 8 billion yen(Target not achieved in yen-based business plan due to depreciation of emerging nations currencies)

Make the operation easy, comfortable, and precise using Robotics technology

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Vision for 2030	Medium-Term Management Plan (2022–2024) Targets		Results（2022-2024）
Creating new spare time through labor savings and realizing an environment where people can work humanly	8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labor-intensive sectors.	New technologies are operationalized and efficiency is promoted in manufacturing, agriculture, and medicine	Manufacturing	|Operationalize the automated guided vehicle inside of factory by 2022, and aim to launch in the overseas markets by 2024	|Although the business launch was delayed, domestic operations gained recognition within the industry, leading to expanded adoption (approximately 70 units in operation as of the end of FY2024) |Began consideration for overseas expansion
				|Test introduction of in-house made cooperative robots to support and automate repetitive and heavy work by humans at factories in 2023, followed by full-scale business development in 2024.	|The cooperative robot transitioned from development to mass production preparation; safety certification in progress |Introduced 13 units to in-house factories and customer sites for operational evaluation and incorporated feedback into product improvement efforts
			Agriculture	|Sell a smart farming system that improves yields by 10% and reduces pesticides and fertilizers as a project of the Ministry of Agriculture, Forestry and Fisheries of Japan	|Began sales of smart agricultural drones as part of the Ministry of Agriculture, Forestry and Fisheries project. |Efforts are ongoing to link them to a smart farming system and conduct verification
				|Establish labor-saving technology and business for fruit tree farming and cultivation monitoring in the U.S., Australia, and other countries	|Acquired Australian AgTech startup The Yield Technology Solutions and established Yamaha Agriculture in April 2024 |Acquired New Zealand-based Robotics Plus in April 2025 with plans to advance solutions
	8.2 Achieve higher levels of economic productivity through diversification, technological upgrading and innovation, including through a focus on high-value added and labor-intensive sectors. 3.3 By 2030, end the epidemics of AIDS, tuberculosis, malaria and neglected tropical diseases and combat hepatitis, water-borne diseases and other communicable diseases		Medicine	|Sell a new model of cell handling systems that is more precise than the current model	|Completed development of a new model equipped with AI-based image analysis technology; deliveries to begin in 2025
				|Provide antibody detection services to find therapies tailored to each person	|Established new companies in the U.S. and Japan in 2023 for medical and healthcare businesses utilizing antibodies; research and development underway

Human Capital Management

Strengthening Corporate Capabilities with Diverse Human Resources

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Vision for 2030	Medium-Term Management Plan (2022–2024) Targets	Results（2022-2024）
Maximizing engagement and performance of employees by appropriately assigning human resources in a timely manner from a global perspective	5.5 Ensure women's full and effective participation and equal opportunities for leadership at all levels of decision-making in political, economic and public life. 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status.	Achieves the right person in the right place regardless of individual attributes, such as gender, country of origin, and originality and promotes businesses respecting various sense of values	|Increase local talent ratio of overseas subsidiary executives to at least 55%	|57.5%
			|Approximately 10 global mobility (international transfers) had been implemented as of the end of 2024	|The Global Assignment Policy (formerly YAP) was introduced in 2022 and has been implementing international transfers —Fully implemented nine cases (completed mission and returned to home country) —Implementing six cases (currently in residence) —Preparing three cases
			|Increase the percentage of female managers in the Group as a whole to at least 13% by 2024	|12.1％(594/4,922) Number of women in management positions by location －YMC alone: 54(3.8%) *Transferees are counted at the location to which they are transferred. －Domestic locations: 47(6.5%) －Overseas locations: 493(17.8%)
			|Increase the engagement score of HQ employee by 20% or more compared to 2021 （70% in 2024）	|63%

To achieve our corporate responsibility to respect human rights

When you touch on the SDGs icon, you can check the details of the targets that have been set.

Our issues	SDGs	Vision for 2030	Medium-Term Management Plan (2022–2024) Targets	Results（2022-2024）
The risk of human rights violations is eliminated from our entire supply chain	5.1 End all forms of discrimination against all women and girls everywhere 8.7 Take immediate and effective measures to eradicate forced labour, end modern slavery and human trafficking and secure the prohibition and elimination of the worst forms of child labour, including recruitment and use of child soldiers, and by 2025 end child labour in all its forms 10.2 By 2030, empower and promote the social, economic and political inclusion of all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economic or other status 16.2 End abuse, exploitation, trafficking and all forms of violence against and torture of children	A systematic response to human rights is in place, and mechanisms to minimize human rights risks are operating effectively	|Human rights policy developed and 100% adopted by group companies	|100% completion among group companies
			|Agreements on human rights policies have been reached with dealers and suppliers* in the supply chain (80% in 2024 → 100% in 2027). *Distributors with whom the Company or its subsidiaries have entered into a basic direct transaction agreement, and Tear1 suppliers related to the product itself.	|Obtained contract clauses or commitment forms regarding human rights from 81% of headquarters and subsidiary dealers and 87% of direct material suppliers
			|Begin to operate rescue mechanisms globally and respond appropriately to risk cases	|For internal use: utilizing existing hotline |For external use: newly established and operational since December 2023