CSR SECTION

Basic Policies of CSR
Corporate Philosophy

Stakeholders
Customers

Customers

34

Employees

36

Shareholders and Investors

38

Business Partners

39

The Community

40

The Environment

42

Communication

Shareholders
and Investors
Employees
Business
Partners
The Community

Basic Policies
of Internal
Control

Business Activity

Basic Policies
of CSRThe Environment

The Yamaha Motor Group strives to contribute to the sustainable development of society through our business activities based on
our corporate philosophy and to always abide by the letter and spirit of domestic and international laws and regulations. We arededicated to earning the trust of the global community, and we place great value on communicating with all stakeholders.
We expect all of our business partners to share our principles and to act in accordance.
Customers

Business Partners• We offer new excitement and a more fulfilling life for people all over theworld through high-quality products and services that combine safety andinnovation.
• We provide practical, helpful information about products and services tocustomers.
• We make every effort to protect the personal information of ourcustomers and others involved in our business.

• We respect our suppliers, dealers, and other business partners and aim tobuild mutual long-term growth founded on mutual trust.
• We maintain an open door to new business partners around the world
and choose companies based on comprehensive value, regardless ofnationality or size.
• We respect the competition laws of each nation and region and maintain
fair business practices.

Shareholders and Investors

The Community• We aim to deliver stable, long-term growth to enhance corporate value.
• We disclose appropriate corporate operational results and financial status
in a timely manner.

• We honor the culture and customs of every country and community, andwe strive as a corporate citizen to act in balance with society.
• We work to contribute to the development of sound communities by
providing means of mobility, creating employment opportunities, andfulfilling our tax obligations.
• We promote social action programs including personal mental andphysical development, environmental preservation and safety activities, aswell as supporting private initiatives undertaken by employees.
• We maintain honest and fair relationships with government agencies andpublic authorities.

Employees• We provide equal employment opportunities to build a diverse anddiscrimination-free workforce.
• We provide fair working conditions while maintaining and improving asafe and healthy working environment.
• We maintain respect for human rights and never tolerate child labor orforced labor in any form.
• We work toward building success for both our employees and theCompany through honest communication and dialogue founded on
mutual trust.

The Environment• We develop environmental technologies to create products that balance
economic needs with environmental well-being.
• We aim to minimize the environmental impacts of our operations andmake efficient use of limited natural resources.
• We form wide-ranging partnerships with communities around the world toperform environmental conservation activities.

*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.

32

Yamaha Motor Co., Ltd. ⎜ Annual Report 2016

Yamaha Motor Co., Ltd. ⎜ Annual Report 201633

Customers

Aiming to be an engineering, manufacturing and marketing enterprise that gives
customers a sense of Kando*

further improve quality by working to: 1) enhance our customer sense;

enhance this product quality by taking a customer-oriented approach. To do this, all divisions are striving to raise the qualityof the work they perform.
The Yamaha Motor Group will continue to undertake activities that provide a sense of excitement to customers. We will
strive to achieve the best quality possible and realize safety and reliability, based on a customer-oriented approach that

In addition, in order to enhance the skills of active motorcycle2) increase interaction; 3) learn from mistakes (see TOPICS); and
4) do high-quality work.

The Yamaha Motor Group’s product quality and Monozukuri (engineering, manufacturing and marketing) are based on
maintaining ongoing, close relationships with our customers. Going forward, we believe we must continue to strive todevelop and improve our products and enhance our services.
service technicians throughout the world and to further increasecustomer satisfaction, we hold the “YAMAHA World Technician GP”

Customer Service

once every two years. Elite technicians, comprising winners from eachregion’s preliminary competitions, are brought together in Japan for a

The Yamaha Motor Group views opinions and requests from customers

contest to determine the world’s top technician.

as expressions of their expectations for our products and services, so

Riding Safety Promotion Activities

we carefully respond to each opinion and request we receive, in the
belief that raising the level of customer satisfaction will lead to trust.

emphasizes a deep sense of emotion in accordance with the spirit of the Yamaha Brand Charter.

We are continuously working to strengthen our services to learn how

Customer safety is our first priority, and in addition to enhancing product*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.

customers view and use our products, so that we can use this insight toquality, we continue to put our maximum effort into activities which explain

improve product quality and create new products for the future.

to customers in an appropriate manner how to use our products correctly.

Offering New Excitement

Some of the products and technologies that provide a new sense of

These efforts include the publication of catalogs and brochures that

Our Customer Communication Center handles customer inquiries
related to our products and services, including motorcycles, marine

convey the attractiveness of our products and product manuals that

Yamaha Motor aims to be a “Kando Creating Company” through products

products, electrically power assisted bicycles, generators, and snow

explain correct product use, as well as safety promotion activities suchand services that are in harmony with society and the environment, andthrowers. Comments received from customers are stored in a database,as riding schools that allow customers to gain first-hand knowledge

and are made available within the Company so that they can be used toabout using our products.

excitement are introduced on our corporate website.

Working to Improve Qualitythat provide customers around the world with joy and unexpectedexhilaration of the kind that enriches their lives with new fulfillment.
To achieve this, we want to continue to be an excellent engineering,

The Yamaha Motor Group places its highest priority on customer safety.
In addition to enhancing product quality, we continue to put our

TOPICS

Exhibition of failure case studies

manufacturing and marketing enterprise with a prominent presence inmaximum effort into activities that provide customers with appropriate

the global market. Product creation is a process that begins with

explanations on how to use our products properly, to ensure that

Our engineering, manufacturing and marketing has grown thanks to our predecessors,customers. Our mission is to create products that are attractive, reliable,

customers do not suffer any injury or accidents.

who embraced challenges without the fear of failure. However, quality defects cause greatand cost competitive, to maximize and optimize the value we provide
our customers in ways that exceed their expectations.
Reliable Monozukuri that makes dreams come true
https://global.yamaha-motor.com/about/brand/

Specifically, since 2015 we have been implementing the “I aminconvenience to our customers and lower the value of our brand.

Yamaha” activities, in which each employee plays a leading role, withSince 2016, Yamaha Motor has been holding an exhibition of failure case studies as

the aim of having their customers say, “I’ll purchase a Yamaha again,”

one of the “I am Yamaha” activities launched in 2015. This is an initiative to enhance ouror “My next purchase will be a Yamaha.” These activities encourage aability to predict and prevent failure by seeking the true causes of mistakes, and conveying

strong sense of ownership in every employee, so that each individualthat knowledge and experience by means of panel presentations, exhibits of actual objects,

believes, “It is I, and no one else, who is personally responsible forand explanations by the persons in charge of cases involving quality defects.

making the Yamaha brand shine.” This attitude, along with acustomer-oriented approach, allows employees to refine their powers of

By continuing to implement this initiative, Yamaha Motor will cultivate people and a corporate culture that allows us to learn from thefailures that inconvenience our customers and to use those lessons to nourish growth and success.

perception (ability to make discoveries) and to enhance the quality of
their work. Both as an organization and as individuals, we will strive to34

Yamaha Motor Co., Ltd. ⎜ Annual Report 2016

Yamaha Motor Co., Ltd. ⎜ Annual Report 201635

Employees
participants from both the labor union and the Company, meets every
month to confirm the present state of working hours.
Regarding the use of paid leave, we make efforts to encourage our
employees to take time away from work by setting targets for both
employees and management, and sending special notices to thoseeligible for five consecutive days of paid leave.

Employee HealthYamaha Motor engages in a wide range of initiatives to help employees
maintain and improve their health.
In addition to health checks, including X-ray and blood tests inaccordance with laws and regulations, we offer ongoing health guidance
to employees who are at risk for lifestyle-related diseases, and incentives

Workplace Safety and Health

Global perspective and respect for diversity

employees’ family members, we provide subsidies through our health

The Yamaha Motor Group strives to create workplaces that respect diversity, with the aim of achieving an organizational
structure that is based on the sharing of ideas and equally high ambitions and spirit, cooperation, and joy in our work among
the Company and its employees from a global perspective.

Under the leadership of the Central Safety and Health Committee, withinsurance association for those receiving regular health checks, cancer

authority delegated by the President and Chief Executive Officer, Yamaha

screening, complete physical examinations, and other services.

Motor is promoting the establishment of a safe and healthy working
environment around the world.

For employees scheduled to be stationed overseas, we hold training
prior to posting on infectious diseases such as viral hepatitis and general

For example, we strive to prevent occupational accidents byhealth management, and provide education on preventing infection andfrom the 2014 level by 2020, and tripling the 2014 level by 2025.

performing risk assessment in accordance with the Occupational Safety

prophylactic medications for employees who are travelling, including on

Furthermore, we are striving to further diversify our workforce by hiringand Health Management System (OSHMS), to detect potential dangers

business trips, to areas where there is a risk of contracting endemic

non-Japanese managers at headquarters, promoting employment ofand harmful conditions in the workplace. In addition, we are focused on

diseases such as malaria. In addition, the occupational health physician

need to step up our efforts in areas such as human resources development.

non-Japanese personnel, and expanding on alternative work styles.

developing human resources that can support workplace safety and ain charge conducts regular tours of the overseas posting areas, andIn terms of human resources development in particular, each year we

For people with disabilities, in October 2015 we establishedhealthy occupational environment through job-specific education andmonitors the health levels and living environments of employees stationed

are enhancing our human resources development programs, which are

Yamaha Motor MIRAI Co., Ltd., to provide a place where they can

training to improve the skills of safety managers, supervisors, andabroad. Furthermore, to handle unexpected circumstances such as

aimed at various groups of employees.

participate actively in accordance with their capabilities, and to promote

operations chiefs, and by holding occupational safety and health meetings.

sudden illness, we have contracts with private medical service operators

their social independence. The company began its full-scale operations

Starting in 2008, our headquarters introduced a system for

who provide both consultations and emergency transportation services.

inspecting Yamaha’s main manufacturing centers to determine whether

Moreover, in order to promote health through recreation, we

Nurturing Personnel
As our business becomes increasingly global in scale, we believe weWorkplaces Thriving on Diversity

in 2016.

Based on our fundamental belief that “all corporate activity originates

Supporting Work-Life Balance

first of all with and for people,” the Yamaha Motor Group has clearly
defined its stance on human rights in the Basic Policies on CSR and the

The Yamaha Motor Group defines its relationship with employees as a

Code of Ethics. Moreover, to maintain continuous growth, we believe it isbusiness partnership, and the Company’s role as providing an attractive

important that our workforce incorporates diverse viewpoints and values,

workplace for autonomous individuals. We aim to create workplaces thatreflecting different experiences, skills, and attributes.

maintain a positive work-life balance by supporting career advancement

We have therefore established a Global Human Resources
Development Division at our headquarters to develop and implement

plans based on mutual assumptions.
We are enhancing our systems so that employees can work in ways

common management development programs around the world, andthat suit their individual circumstances, by providing childcare leave,

introduced global human resources systems to train and hire talented

nursing care leave, and family illness leave, as well as systems such asstaff. We are also working to build an organization that utilizes global

flexible work time, short working hours, and the rehiring of employees

experience and knowledge. We will recruit superior management

who resigned to accompany their spouse on overseas postings.

personnel regardless of their nationality or place of birth, and aim toWith the aim of reducing overtime, and in consideration ofhave local managers fill 60% of management positions at overseas

maintaining mental and physical health, we established the Rules

subsidiaries by 2018.

Regarding Overtime Work, which are stricter than the legal requirements,

In addition, to promote the participation of women, we have set out
and are pursuing a goal of doubling the number of female managers

36

to encourage employees to quit smoking, among other programs. For

Yamaha Motor Co., Ltd. ⎜ Annual Report 2016

they are meeting OSHMS levels, with group certification granted toorganize events such as the “Walk, Walk Campaign,” led by the Healthcenters that have achieved the required level, and follow-ups conducted

Promotion Center.

on a regular basis.

TOPICS

Start of coaching program

Yamaha Motor conducts an annual Employee Awareness Survey as a means of identifying organizational and management issues throughcomments from its employees. The survey is intended to provide an understanding of employee perspectives on various topics, including
management, the workplace, jobs, supervisors, and the human resources system, and to identify issues that will lead to future improvements
and measures.
Based on the 2015 survey, we judged that managers with the role of mediating information flow were not adequately fulfilling theirfunction as the “organization’s middle management,” and therefore decided to introduce and deploy the coaching program. We conducteda trial in 2016, and are working on full-fledged implementation by expanding the program to more workplaces in 2017.
Yamaha Motor will continue striving to create an even more open workplace through high-quality communication so that the entire
organization, from the front lines to management, is united in the pursuit of its business activities.

based on labor-management consultations. In addition, theLabor-Management Committee on Working Hours, comprising

Yamaha Motor Co., Ltd. ⎜ Annual Report 201637

Shareholders
and Investors

Business
Partners

In order to ensure accountability by providing shareholders and investors

investors with a first-hand look at our business, which has a relatively

with appropriate, accurate and timely information, Yamaha Motor haslarge number of niche products in a wide range of categories.

established a specialized division which engages in IR activities inside
as well as outside Japan.

not just as conducting procurement, but as procurement thatearnings briefings, the division holds IR meetings with investors fromemphasizes the incorporation of both cost and quality into its

within and outside of Japan, and organizes business briefings.

engineering, manufacturing and marketing.

Furthermore, the division discloses IR information on the Company’s

An example of these activities is the implementation of “theoretical-

website, operates a website to provide information to individual

value-based production” with suppliers. This does not simply mean

investors, and makes videos of earnings briefings and briefings fordisseminate information so that even more shareholders and investors
have a better understanding of Yamaha Motor’s business strategies.
Since 2017, a manager in charge of IR has been stationed in Tokyo
to handle communications with analysts and investors even moreproactively than in the past.
New Medium-Term Management Plan (2016–2018)https://global.yamaha-motor.com/ir/management/mtp/
PDF presentation of new Medium-Term Management Plan
https://global.yamaha-motor.com/ir/report/pdf/mmp/2016medium-plan-e.pdf
Video presentation of new Medium-Term Management Plan
https://www.youtube.com/watch?v=phfFnf-0yC0&feature=youtu.be

demanding cost reductions, but instead involves analyzing the absolute

Briefings for Individual Investors in Japan
Yamaha Motor, whose main business is B2C, also makes efforts to holdbriefings for individual investors. In 2016, we held 23 briefings in 15
major cities in Japan, with approximately 4,000 participants.
As a result of these
activities, the number ofindividual shareholders has
been increasing steadily. We
plan to further strengthen suchinitiatives in the future.

The proportion of overseas shareholders at Yamaha Motor isapproximately 30%. We visit local offices and hold IR meetings toprovide overseas investors with an accurate understanding of ourmanagement and business situation. Moreover, our efforts are notlimited to meetings; we also offer activities such as tours of factories inJapan and overseas as well as test rides of products, to provide

38

Yamaha Motor Co., Ltd. ⎜ Annual Report 2016

value of production activities together with suppliers, and then working
to find more ways to improve cost competitiveness. In order to promotethese activities, Yamaha Motor has trained some employees to serve as“theoretical-value instructors” at suppliers.

Fair and Clean Procurement Activities
In the Basic Purchasing Policies, Yamaha Motor states its commitment
to “conduct fair trading, based on trust and cooperation, and to constantly
strive to build better relationships with suppliers through activities toimprove quality, price, delivery times, and other factors,” and sets out
policies including “fair and impartial trading,” “compliance andInformation for shareholders and investors is
Visits to Overseas Investors

Manufacturing and Marketing”
The Yamaha Motor Group regards its relationship with the supply chain

In addition to the annual shareholders’ meeting and quarterly

individual investors publicly available, in an effort to proactively

Working Together on “Procurement for Engineering,available on the websites below:
Disclosure policy
https://global.yamaha-motor.com/ir/policy/
Dividend policy
https://global.yamaha-motor.com/ir/shareholder/dividend/
For investors (index page)https://global.yamaha-motor.com/ir/

confidentiality,” and “emphasis on the global environment.”

resources and energy, through our Green Procurement Guidelines.
In addition to raising awareness of these efforts among employees
and suppliers during the course of regular operations, Yamaha Motor
strives to ensure their thorough implementation through the Global
Suppliers Conference, which gathers together suppliers from around theworld once a year, in addition to a range of workshops held on various
occasions.

Activities at Dealerships
As our contact point with customers around the world, dealerships
play an important role in conveying Yamaha’s “next Kando.” Bystrengthening relationships with dealers through regularly held dealer
meetings and activities to promote safe driving and support local
communities, the Yamaha Motor Group is building a sales networkthat provides common value.
In Japan, dealers mainly in Yamaha Sports Plaza (YSP), an official
Yamaha sports bike dealer system, and Yamaha Motorcycle Sales Japan
Co., Ltd., play an important role in building ties with local communities
and society by cooperating in a range of measures including motorcycle
infrastructure development, motorcycle etiquette training, motorcycle
recycling, tree planting, and other environmental campaigns, as well as
fundraising for seeing-eye dog training.

We also promote CSR efforts throughout the supply chain based on
the CSR Guidelines for Suppliers, in which our policies on safety andquality, human rights and the working environment, consideration for theenvironment, risk management practices, and strict compliance arecommunicated to suppliers.
Furthermore, we are pursuing activities to address environmental
issues together with our suppliers, such as management and reductionof environmentally hazardous substances and the efficient use of

Yamaha Motor Co., Ltd. ⎜ Annual Report 201639

Environmental Conservation

The
Community

Beach Cleanup Campaign
The Yamaha Motor Group continuously engages in various environmental

and the importance of hazard anticipation. Over 180 university students
participated in this program.
*1 YMTR: YAMAHA MOTOR SANAYI VE TICARET LTD.SIRKETI*2 YSRS: YAMAHA SAFE RIDING SCIENCE

conservation activities required by local communities, including beachFind out about our other activities at:cleanup activities that aim to support the preservation and sustainable use

https://global.yamaha-motor.com/about/csr/communities/activities/

of beach environments, which promote coastal fishing and marine sports.

safe-driving-diffusion/

In June 2016, 178 volunteers participated in the cleanup of acommemorative park organized by three Group companies in Thailand.
At beaches near our headquarters, we held our baby turtle observation
tour and sustainable beach cleanup campaign for the 26th year. Roughly
400 people participated in this joint event with Yamaha Corporation to

Coexistence and mutual prosperity of the Company and local communities

strengthen the bond of our common brand.

Community Issues
Supporting Indian BoP Improvement Projects at UN Agencies
Yamaha Motor concluded a partnership agreement with the United
Nations Volunteers (UNV) programme, the first partnership in Japanbetween a private-sector company and the UNV. Based on thisThe Yamaha Motor Group operates in locations around the world, and our business activities help support those local

agreement and working through the UNV, one employee is dispatched tocommunities. Our products also play a role in enriching the lives of people around the world. We recognize the importance of

the United Nations Development Programme (UNDP) in India for one

maintaining a sustainable relationship through which the Company and local communities can coexist and mutually prosper,year, from August 2016 to July 2017, to support BoP* improvement
projects through the use of renewable energy.

and to achieve this, we place great importance on maintaining and enhancing a relationship of trust through daily

Since the 1960s, Yamaha Motor has been expanding businesses

communication with stakeholders in those communities.

that can contribute to improving the standard of living of people indeveloping countries in Africa and Central and South America. We

Important Areas of Activities Contributing to Society
Global Issues
Key Themes

Developing Future Leaders

Activities• Promoting mental/emotional andphysical health through sports• Promoting creativity throughengineering, manufacturing, andmarketingrecognize that cooperation with the United Nations will become
Local Issues

Environmental Conservation

Improving Traffic Safety

Community Issues• Environmental education for local
communities• Respecting biodiversity• Providing traffic safety education
to the community• Raising awareness• Supporting the community with
Yamaha Motor’s products, humanresources, and know-how

Find out about our other activities at:increasingly important for the continuance of business activities thathttps://global.yamaha-motor.com/about/csr/communities/activities/

work toward resolving issues in the international community.

environment/index.html*BoP: Base of the Economic Pyramid

Improving Traffic Safety

Developing Future Leaders

Water Supply System, as well as the institutions to be involved and the

University Students in Turkey Learning About Traffic Safetypeople that would become potential customers. There was a lively

from a Scientific Perspective

Accepting Interns under the ABE Initiative

exchange of opinions regarding the efforts required for expanding

To reduce the number of traffic accidents involving motorcycles, theYamaha Motor accepted university students who came to Japan insales and the methods for enhancing the appeal of the Yamaha brandYamaha Motor Group holds a variety of safe riding programs around

September 2016 as short-term interns under the ABE Initiative.

in Africa.

the world.
In 2016, YMTR*1 in Turkey held its YSRS*2 program, which adopts a

The ABE Initiative is a program that provides young people fromscientific approach to teaching the basics of traffic rules, safe riding,Africa with opportunities to study at universities and graduate schools inJapan, as well as internships at Japanese companies. The program wasFind out about our other activities at:https://global.yamaha-motor.com/about/csr/communities/activities/

announced in 2013 at the Fifth Tokyo International Conference on

local-society-task/

African Development (TICAD V) as a public-private policy to support
economic growth in Africa.
For this internship program, Yamaha Motor accepted five interns
from five African nations, and held a workshop on the theme of “Proposalof business plan for sale of the Yamaha Clean Water Supply System(small-scale water purification system for villages) in your country.”
The interns gave detailed explanations of water issues in their own
countries and the problems they wished to solve with the Yamaha Clean

40

Yamaha Motor Co., Ltd. ⎜ Annual Report 2016

Find out about our other activities at:https://global.yamaha-motor.com/about/csr/communities/activities/
human-resource/

Yamaha Motor Co., Ltd. ⎜ Annual Report 201641

The Yamaha Motor Group Organizational Structure forEnvironmental Planning and Promotion

Organizational Structure for Promoting
Environmental Management

The
Environment

Board of Directors

The Yamaha Motor Group has established an Environment Committee,
chaired by the Executive Vice President, as the central organization

President

responsible for the Group’s environmental activities in Japan andEnvironment Committee

overseas. The committee deliberates on policies and visions for the
Yamaha Motor Function Section

future concerning environmental initiatives, medium- and long-term
environmental policies, strategic investment proposals relating to

Secretariat for Group EMS

environmental preservation, environmental monitoring topics andSecretariat for Eco-life

responses to issues, and other key issues relating to environmental
Consolidated Subsidiaries

management. The policies and activities discussed are reported to the

Striving to harmonize with the environment for sustainable social development

Board of Directors as necessary.

Based on the Yamaha Motor Group Environmental Plan 2020, formulated in 2010, the Yamaha Motor Group aims to be a

Activities for Identifying and Reducing Both Directcompany that fulfills its corporate social responsibilities by striving to maintain harmony with the environment, which serves

and Indirect Greenhouse Gas Emissions

as the stage for our products.

The Yamaha Motor Group endeavors to identify greenhouse gas

Working group on reduction of CO2
from product logistics

Japan

Companies

Working group on reduction of CO2
from R&D activities

North America

Companies

EuropeCompanies

Oceania

Companies

Asia

Companies

Central & South America

Companies

China

Companies

Working group on reduction of CO2
from inter-factory logistics operations
Working group on energy saving

emissions resulting both directly (e.g., from the burning of fuel atPlan for Environmental Activities

factories) and indirectly (e.g., from electricity use at factories andWorking group on waste reduction

offices) from its corporate activities at the locations in which it operates,

Working group on reduction of paintVOCsand to reduce those amounts.

Yamaha Motor Group Environmental Plan 2020

We will also work to more precisely measure direct and indirectemissions at each location, and to further reduce emissions at each

Action Areas

Priority Actions

2020 Targets

factory and office.
Central & South America

Eco Products

Raise environmental attractivenessthrough product development fromthe perspectives of the environmentand customers

In the Eco Products area, implement the Frontier 2020 Groupwide long-term vision

Eco Management

Eco Mind

Environmental preservation throughglobal business activities that aim tominimize environmental impact

Environmental management throughreinforcement of Group environmental
governance systems

Environmental contributions throughdiverse initiatives that seek to createa sustainable environment

Central & South America

China

1% 6%

Direct emissions• Reduce risks from environmentally hazardous substances• Implement green procurement

Eco Operations

China

2% 4%

Reduce emissions of greenhouse gases

Identify environmentally hazardous substances andsupport the use of alternatives

Reduce CO2 emissions per unit of sales by 1%(annual average)

147 thousand t-CO

Direct CO2
emissionsIndirect emissions

Amount of CO2
emissions by region2

401 thousand t-CO

34%

Support the effective use and recyclingof limited resources

Create and operate Groupwide environmental
management systems

Link Groupwide operations with local activities

23%(Electricity consumed
on an equivalent basis)

Asia

Amount of CO2
emissions by region46%

2

Oceania

North America
Asia

10%

59%

Europe1%

North America

Oceania9%• Implement the 3 R’s through the 3 E’s• Reduce water consumption(3 E’s: Easy to make, Easy to repair, Easy to disassemble)(3 R’s: Reduce, Reuse, Recycle)

Japan

Indirect CO2
emissions

Japan

0%

Europe1% 4%

TOPICS

Promotion of water purification system in cooperation with local NGOs

Water stress due to climate change has led to greater water pollution, which has led in turn to poor
Change attitudes through continuous
environmental education

Have all Group employees actively undertake environmental
measures with a high awareness of targets• Improve sensory environments (odors, noise, etc.)• Communicate with local communities• Preserve ecosystems

Be trusted and respected as a corporate citizen
by local communities

Proactively disclose information from anenvironmental perspective

Well received by the community as anenvironmentally advanced company

health conditions and a growing number of sicknesses, thus hindering socio-economic development.
Accordingly, Yamaha Motor has installed its proprietary Clean Water Supply System in regions that lackdrinking water due to the underdevelopment of waterworks. At the same time, we cooperate with local
NGOs to organize water management committees, and provide expert support with regard tocoordinating operation, maintenance, and management.
By the end of 2016, we had set up 22 systems, mainly in African countries and Indonesia. Going forward, we will enhance our support interms of know-how, while increasing the number of established systems, as we continue our efforts to ensure a constant supply of safe waterand a hygienic environment in areas that lack drinking water.

42

Yamaha Motor Co., Ltd. ⎜ Annual Report 2016

Yamaha Motor Co., Ltd. ⎜ Annual Report 201643

The Environment

Yamaha Motor Group CO2 Emissions

CO2 Emissions at the Yamaha Motor GroupAs a manufacturer of motorcycles and other transportation machinery, theCO2 emissions(1,000t-CO2)

Yamaha Motor Group considers the reduction of greenhouse gas emissions to be

1,000

100%

the most critical environmental issue facing the world today. We are targeting an

100

75%

800

annual 1% reduction in CO2 emissions per unit of sales as a common goal forthe entire Group, and are working to reduce emissions in all of our business

66%

621

600

activities including product development and manufacturing.

TOPICSPer unit of sales(From 2012 level)
(%)

584

71%

80

548

60

400

40

200

20

a balance between economic and environmental considerations (CO2 reductions).

0

We are also promoting the efficient use of energy by introducing energy-saving
technologies developed in Japan to Group companies at home and overseas.

2012(Base year)

CO2 emissions

ASEAN markets hereafter.
power generation functionality, to deliver quieter startups and reduce power generation loss.
The main features of the GDR155 include:

2014

2015

0

2016

and fuel efficiency;
2) a lightweight 116kg body for sporty handling; and3) a new design that exudes both high maneuverability and a luxurious feel.

The curve shows values based on 100 for 2012 results.

The GDR155 will be manufactured at factories in Vietnam, Thailand,
and Indonesia, and a rich variety of color and graphics tailored to the tastes

t-CO2

of customers in each country will be offered.

Yamaha Motor Group Energy Input
Kerosene
0.0% Light oil 1.3%
Heavy oil A 1.0%
2.3%
LPG 4.8%

Gasoline

Energy Input at the Yamaha Motor GroupWe are systematically implementing various measures to reduce energy

Natural gas

11.1%

consumption, such as the “visualization” of energy to make energy losses visible,
and introducing loss prevention measures and high-efficiency equipment.
Total energy input:

Launched in Vietnam as the NVX and in Thailand as the AEROX in December 2016, the GDR155 will be introduced in Indonesia and other1) a 155cc liquid-cooled BLUE CORE engine providing superior acceleration

all of our manufacturing sites including those overseas, with the aim of achieving

548 thousand

Yamaha Motor developed the GDR155, a new scooter that blends a stylish form with a sporty ride, as a strategic model for ASEAN markets.

The GDR155 is equipped with a BLUE CORE engine, which incorporates Yamaha’s first Smart Motor Generator combining startup and557

Since 2013, we have been implementing global energy-saving activities at

CO2 emissions:

Launch of the ASEAN strategic model GDR155

10.13 million

City gas 13A

5.3%

Electricity
consumed

GJ (electricity: 7.50 million GJ)

74.1%

Strengthening environmental governance through global environmental ISO 14001 unified certification“Eco management” is one of the action areas in Yamaha Motor Group Environmental Plan 2020, and based on this the Group has pursued
global environmental ISO 14001 unified certification, which strengthens the Group’s environmental governance framework and achieves
efficient environmental management operations, at locations in Japan and overseas since 2012.

Measuring and Reducing Water Resources

This program has been expanded to 44 companies, mainly manufacturing companies in Japan, Asia, Europe, the United States, and South

Yamaha Motor Group Water Consumption

We are working to reduce our consumption of water resources, and have set the
support of effective use and recycling of limited resources as our target for 2020.
We will continue to strive to measure our global use of water resources andreduce our water resource consumption through programs including the reuse of

program in 2017, which will complete the global unified certification framework.

(Million m3)

In addition, the Yamaha Motor Group has introduced an in-house environmental

7.5
6.0

6.18 0.10
0.62
0.67

coolant water and water collection (rainwater and other sources) at factories.
Water consumption:

5.47 million

5.60 0.11

5.47 0.08

0.85
0.39

0.49

4.5

2.25

3.0
1.5
0

2014

Yamaha Motor Co., Ltd. ⎜ Annual Report 2016

1.79

management certification system for companies that have a relatively small impact on theenvironment. For overseas Group companies in particular, we have introduced customized
third-party audits, and are seeing the results of these activities in terms of effectiveness andefficiency.
Through these activities, environmental risks and environmental management system
issues at individual Group companies are being shared across the Group, leading to stronger

2.43

1.98
2015

Underground waterIndustrial water
Collected water
Other fresh water*Includes some forecast figures.

44

1.31

2.35
m3

America, and as of the end of 2016, unified certification had been obtained by 41 companies (93%). All target companies plan to join the

1.77
2016

environmental governance. In terms of efficiency, we have achieved significant cost
reductions through the promotion of global unified certification.

ISO 14001 certificate award ceremony for YPMV (Vietnam)
held at Yamaha Motor headquarters

Tap water

Yamaha Motor Co., Ltd. ⎜ Annual Report 201645