Activities to Support Value Creation

Global Brand Strategy

GlobalThe Yamaha Motor Group considers the further enhancement of Yamaha’s brand value to be an important management issue. Under the leadershipof the Brand Committee established in January 2017, we have been pursuing a Global Brand Strategy that seeks to enhance corporate value andbrand strength. Using common global indicators, brand value is measured and analyzed, and feedback relayed to our businesses. We are alsoemphasizing the strengthening of internal branding as per our Basic Brand Structure. From 2019, under the concept of Autonomous BrandingTM,
we will continue holding branding workshops and internal brand promotion activities like Yamaha Day, and the unique features of individual
businesses and regions will be valued as we pursue a consistent and globally unified brand strategy.

Celebrating Yamaha Day around the world

Two Yamahas, One Passion

To strengthen internal branding globally, we designated July 1, theYamaha Corporation, a maker of musical instruments, audio products

anniversary of our founding, as Yamaha Day. We hold activities to notand other offerings, and Yamaha Motor, a manufacturer of motorcycles,

only deepen the understanding of and affection for our brand among

marine products and more, are two different companies with the same

Group employees around the world, but also to lead to illustrating thecreed of “Creating Kando” with customers. As both companies share theunique style of Yamaha through our products and services. Activities

same brand, we are working together to enhance brand value under the

carried out in the various regions are shared with other employees via

theme of “Two Yamahas, One Passion.”

the Global Brand Site.
Holding Branding Workshops around the world
We hold workshops around the world to consider “the unique style of
Yamaha” in our business and study issues and action plans to translatethese thoughts into concrete steps for further enhancement of brandvalue. Over two-and-a-half years from the latter half of 2016 through2018, we held 28 workshops in 18 countries and regions with over
1,300 people participating in all, and we will continue to hold theseworkshops going forward.

Kando Cycle• The Kando Cycle describes how we conduct our business from a branding perspective.

Defining “the unique style of Yamaha” in five words• As a “Kando Creating Company,” we continuously generate new Kando by expanding the linkage of Kando experiences and increase both our brandvalue and our corporate value.

The “Revs your Heart” brand slogan was formulated in 2013 in order for

Emotion, and Ties. Since then, we have been working to enhance

C3

Yamaha Motor to achieve its corporate mission of being a “Kando

corporate value and brand strength by sharing the Basic Brand

Kando
for customers

Creating Company.” The term “Revs” has two meanings—the rising

Structure composed of our corporate mission, brand slogan, and the

C1

revs of an engine and getting excited—and “Revs your Heart”

unique style of Yamaha across the entire Group.

expresses our desire to excite and bring Kando to customers through*Please refer to page 12: Yamaha Motor’s Process for Creating Value.

Y4

various innovations and products. In 2017, we chose five words to

Communicate the uniquestyle of Yamaha and its
experiences to customers

define the unique style of Yamaha: Innovation, Excitement, Confidence,

C2
Understand andexperience the uniquestyle of Yamaha

B1

Build customer’s
emotional attachment toYamahaBuild the excitement forhaving products with theunique style of Yamaha

Spreading theunique style of Yamaha
continuously

C4
Strengthening customer’sbond and loyalty to Yamaha
through service

Kando for employees
and partners

B2
Increase potential fans

Y1

Autonomous Branding

TM

Under the principle of “Distinctive Diversity,” Yamaha Motor aims forconcept of branding that drives activities in said businesses and regions

branding that is globally unified while highlighting the characteristics

Autonomous BrandingTM.

Y3

Develop partners’
loyalty to the uniquestyle of Yamaha

Y2

Yamaha Motor Co., Ltd.

Integrated Report 2018

Increase newcustomers/applicantsC5

and unique features of our various businesses and regions. We call this38

B3

Foster employees’ pride
Embody the unique styleof Yamaha

Develop technology,
products and services
with the unique style of
YamahaC6

Increase profit perunit, number of sales,
profit, stock priceExpand investment

Yamaha Motor Co., Ltd.

Y: Yamaha
C: Customer
B: Business

Integrated Report 201839

Activities to Support Value Creation

DesignYamaha Motor positions concepts, technology, and design as the core of its management based

MOTOROiD

05GEN

on the idea that design contributes to management and branding. Akihiro Nagaya, Chief General
Manager of the Design Center, describes the role of design, along with design initiatives and

YMR-08 industrial multi-rotor drone

achievements.

Akihiro Nagaya
Executive Officer
Chief General Manager
of Design Center

Designing organizations and people
The meaning of design is broadening, and the role of design is no

is conducted for jointly proposing new value. In addition, as part oflonger limited to simply making products look stylish. We believe thathuman resource development that includes social contribution activity“designing” the development of organizations, people, and work

perspectives, we hold Yamaha Creative Hackathons, in which design

frameworks will contribute to the design of the Yamaha brand, and we

students form teams to think about concepts for future types ofare engaged in activities accordingly.

vehicles, in accordance with set themes and give presentations based

In particular, we are focused on designing our approach to design.

on actual objects created using materials such as cardboard.

Our belief that design has a wide range of functions, including

Proposing new value through co-creation
We engage in design based on the “product-in” approach. This

Dot Award, and the iF DESIGN AWARD) in recognition of its high level ofapproach is a style of making a proposal to the world through theperformance and styling. In addition, we have developed concept

incorporation of new value we have conceived in a product or concept

models and products proposing new value, including the 05GEN

models, rather than a “product-out” approach that is based on the ideas

proposed in the “island development” project on Omishima Island,of the creators, or a “market-in” approach that is based on user needs.

Ehime Prefecture and the industrial multi-rotor drone YMR-08

We established the Yamaha Motor Innovation Center for theplanning, corporate design, and branding, is reflected in the fact that

introduced to the market in 2018.

purpose of changing our organization, people, and work frameworks,

the personnel structure of the Design Center is composed equally ofand strengthening co-creation above and beyond the design,designers and non-designers.

development, and manufacturing departments. One of the achievements

We are also engaged in new efforts in human resource

created by the Innovation Center is MOTOROiD, which was unveiled atdevelopment, in which teams are formed with members from different

the Tokyo Motor Show in 2017. MOTOROiD is the result of adepartments in the Design Center and with different roles, and training
Yamaha Creative Hackathon“product-in” proposal using design and technology that were co-createdfrom the design conception phase, and received the top three design

Embodying the Yamaha brand at contact points with society

Yamaha Motor Innovation Center

The Company handles motorcycles and a wide range of other products.

well as dealers in Japan and overseas as important customer contact

We define “the unique style of Yamaha” and employ it in the design ofpoints for fostering the Yamaha brand. For this reason, the Design

various products, leading to the creation of products in which a user canCenter is also responsible for spatial design at show booths and

The Company has set forth “ART for Human Possibilities” in its Long-

the power to make people feel joy and happiness viscerally. We willsense “the unique style of Yamaha,” whether looking at a motorcycle, astores in order to communicate “the unique style of Yamaha” withTerm Vision, and we have incorporated elements of fun that will lead tocontinue our growth by giving birth to value that makes our customers

boat, or another Yamaha product.

a consistent image.

ART in our products and services. Although the expanding possibilities

happy, based on the vision of “ART for Human Possibilities.” We believeof humankind can be partially explained logically with science, ART hasthat this embodies “the unique style of Yamaha.”

In addition to product design, we also view product exhibitions as40awards in the industry (The International Design Excellence Awards, Red

Yamaha Motor Co., Ltd.

Integrated Report 2018

Realizing our Long-Term Vision

Yamaha Motor Co., Ltd.

Integrated Report 201841

Activities to Support Value Creation

Research and Development

Yamaha Motor’s core technical competencies
Yamaha Motor will broaden its businesses, products, and customers
centered around the four core technical competencies of powertrains,electronic control, chassis and hulls, and manufacturing.
Some representative examples are described here.

Powertrains

Chassis and hulls

Electronic control

High-Output, High-Efficiency Electric Vehicles

LMW Technology

Autonomous Navigation Unit

To help overcome the challenges of delivering high output from lighter

Our innovative mechanism offers a new form of personal mobility andWe will realize the automation of various forms of mobility and robotics

and more compact components while still being easy to ride whereriders greater peace of mind, comfort, and fun. LMW (Leaning Multi-

via a general-purpose, automated driving core unit that employs AI.

the bike responds just as the rider intends, we created a competition

Wheel) technology is a new challenge we are engaged in and represents

electric trials model.

another path of evolution for mobility.

MANAGEMENT INTERVIEWMANAGEMENT INTERVIEW
Achievements in 2018

Achievements in 2018

• Equipped the GRAND FILANO with an SMG (Smart Motor Generator), a hybrid powertrain that

We have completed the deployment of first-generation model variations based on our global platform

combines an engine and a motor to achieve improved fuel efficiency

strategy, and contributed to our medium-term goal of deploying 270 new models. In addition, we have

• Expanded commuter models equipped with “BLUE CORE” engines, which realize a high-level balance

released the NIKEN in developed countries as the world’s first sport LMW and as a flagship model for

between being fun to ride, fuel efficiency and environmental performance

Direction for the future

The Powertrain Unit is the department responsible for our models’ power units, which serve as the

While responding to changes in global environmental regulations, we will gradually overhaul our thehearts of many Yamaha Motor products. Today, with the current diversification of technology, using

platforms that embody the riding pleasure, comfort, and convenient mobility unique to Yamaha Motor.

electric motors and batteries in addition to conventional internal combustion engines and drivetrains,

The keys to achieving this aim are technologies to reduce weight and size, and the application ofeither separately or combined, according to a model’s intended use is important. During development,

Heiji Maruyama
Senior Executive Officer“the growing world of personal mobility.” The NIKEN has received praise from the markets.

Direction for the future

we constantly pursue efficiency by seeking improvements in both power output and fuel economy.
In particular, we are currently focused on development related to reductions in CO2 emissions

Chief General Manager of Powertrain Unit

toward achieving a zero-carbon society as a pressing part of our social responsibility.

Toyoshi Nishidaintegrated vehicle control technologies to minimize user stress and maximize riding fun and trust.

Executive Officer

Miniaturization technologies will make it easier to equip products with riding support systems that

Chief General Manager

reduce burdens on the rider, and we will develop platforms equipped with integrated vehicle control

of PF Model Unit

technologies that allow users to enjoy riding with more peace of mind. In the growing world ofValue we offer

personal mobility, we will work to achieve more advanced self-balancing technology and seek LMW

As power sources for numerous Yamaha Motor products, it is not enough to only meet the demands of society; we need to create

innovations while accelerating the deployment of products capable of providing the thrill of leaning

excitement and Kando together with our customers. When speaking of the unique style of Yamaha internally, key words that are always

mobility to more driver’s license holders.

mentioned together with Jin-Ki Kanno* and “high performance” are “lightweight and compact.” To stay in touch with our customers andValue we offer

achieve our mutual aims together, our power units must provide strong support for our customers, who play the leading role, but not

In order to realize our Long-Term Vision, we will use advanced control technologies to create innovative

become a burden or inconvenience. This is why it is important our power units be lightweight and compact. We are constantly engaged

leaning mobility. By doing so, we will conceive designs unique to Yamaha Motor that appeal to thein a wide range of technological development with the aim of using the best technologies to stay close to customers and help them fulfill

senses and provide Kando that stimulates the right side of the brain, and thereby continue to create

their wishes.

enthusiastic Yamaha Motor fans worldwide.
*Yamaha Motor’s exclusive development ideal deﬁned as the seductive exhilaration felt when a person becomes one with the machine.

42

Yamaha Motor Co., Ltd.

Integrated Report 2018

Yamaha Motor Co., Ltd.

Integrated Report 201843

Activities to Support Value Creation

Intellectual Property Strategy

Global portfolio

Portfolio in growth areas

To promote the sustainable growth of its corporate activities conducted

properties simply as “rights,” but rather as “assets” supporting ourBased on current and future markets, technologies, social environments,

new value. To achieve this, we are working to transform the intellectual

around the world, Yamaha Motor proactively creates, protects, and uses

business activities and growth strategies in various countries and regions,and other trends, we have designated areas to promote sustainableproperties that support this into advanced “assets” in line with each

its intellectual properties. In particular, we do not view intellectual

and we use them to create new value as a “Kando Creating Company.”

growth in our Long-Term Vision of “ART for Human Possibilities” as wellrespective growth area.

North America
No. of registered patents and designs:
2,176

EuropeNo. of registered patents and designs:
7,923

Asia
No. of registered patents and designs:
7,162

as in our medium- to long-term growth strategies toward the creation of
TRITOWN
Inventions related to vehicle
mechanisms that create newriding sensations

New
Technology

Next-generation boat
control systems
Inventions related to onboard
controls enabling boat operation
at will on the water

MWC-4
Inventions related to attitudecontrol that create new riding
sensations

Existing
Technology

Expanding with
Funds/M&A
Inorganic growth

Continuous and steady growth+
Inorganic growth
Existing Markets

AfricaNo. of registered patents and designs:
507
Asia

Patents No. of registered

AfricaLatin America

Europe

8

148

4,289

2,018

13,295

18

36

1

4

16

2

77

694

143

12

81

3,634

158

4,722

20

37

3

5

29

2

96

No. of countries/regions
registered*As of February 15, 2019

In addition, we hold trademark rights in 258 countries and regions.

NIKEN
Inventions related to the new“LMW Ackerman steeringgeometry” steering structure

Outboard motors
Inventions related to the Integrated
Electric Steering System• Agriculture• Medical• Autonomous

Expanding with a
combination of technologies

New Markets

Public Personal Mobility
Inventions related to fleet control

CELL HANDLERTM
Inventions related to devices that
select and move target cells withhigh speed and precision

YMR-08Inventions related to drones formore efficient crop dusting

Total

364

registered

As shown above, Yamaha Motor’s intellectual property efforts

countries, working in coordination with customs and enforcement

involve creating, protecting, and using its increasingly global andagencies of various countries to expose counterfeit goods, and engaging

advanced intellectual properties as “assets” to engage in corporate

in a wide range of other efforts.

in developed markets with well-established intellectual property systems

activities in various countries and regions, support the creation of new

Going forward, we will continue to regard intellectual properties aswith an eye on current and future markets, technologies, social

like Japan, the United States, and Europe, but also in countries andvalue based on medium- to long-term growth strategies, and promote

important “assets” that support our sustainable growth and creation ofenvironments, and other trends. To do this, we are working to transformregions experiencing remarkable growth throughout Asia, Africa, andthe Company’s sustainable growth. To aid in accelerating thesenew value as a “Kando Creating Company,” and work to create, protect,the intellectual properties supporting this into global “assets,” not only

Central and South America.

intellectual property efforts, we are also cooperating with activities toand use these increasingly global and advanced intellectual properties

promote application examinations at the patent offices of various

to an even greater degree while enhancing their value.

Yamaha Motor is expanding its corporate activities on a global scale

44

North America

6,468

No. of countries/regions
Designs No. of registered

Oceania

Oceania
No. of registered patents and designs: 20

MOTOBOTInventions related to optimized
control of vehicle dynamics while
avoiding falls• System Supplier• Electrification• Sharing

Expanding via co-creation with partners

Latin America and the Caribbean
No. of registered patents and designs:
229

MOTOROiD
Inventions related to self-balancing
control to remain upright evenwhen stopped

Yamaha Motor Co., Ltd.

Integrated Report 2018

Yamaha Motor Co., Ltd.

Integrated Report 201845

Activities to Support Value Creation

IT Strategy

Accelerate the Yamaha Growth Strategy by IT, Digital, and Data

Provision of new value and contributions to sales and profits through the use of digital technology and data

The IT Center was newly established in January 2019 to accelerate the growth strategy of the Yamaha Motor Group through the strategic use of IT,

The business environment is undergoing significant changes due to the

AI. While responding to this new competitive environment, we will

digital technologies, and data. The IT Center will focus on the following five theme areas in the new Medium-Term Management Plan, and promotespread of networks and mobile devices, resulting changes in customer

regard these changes as opportunities and conduct the following

digital transformation on a global basis.

behavior, and the advance of digital technologies such as the IoT

measures to improve the customer experience through the use of digital(Internet of Things), in which everything is connected to the Internet andtechnology and data, and thereby contribute to sales and profits.

Establishment of a global consolidated database and renewal of our core IT systems
Achievement of faster decision making and predictive management
while simultaneously shifting resources to areas of differentiation• Provision of new value to customers through the network connection and data utilization of products• Digital marketing through the omni-channel

Until now, the core IT systems that support the operations of theinfrastructure system will be overhauled over a period of six years andYamaha Motor Group have been optimized for each region and businesscompleted by the end of 2024. In this manner, we will achieve fasterprocess. However, the optimization of individual systems can present

decision making and predictive management, and accelerate the shift ofobstacles to making prompt management and business decisions asinternal resources to areas of differentiation.

• Smart operations• Establishment of a functional Center of Excellence in data analysis
Training data scientists

IoT Data
Platforma consolidated Group. In light of this situation, the global core IT• Establishment of a global consolidated database (layer 1: consolidated business management, layer 2: digital data infrastructure)

LTE
Network
IoT
G/W• Overhaul of the core IT system at each business location (maximum use of ERP (Enterprise Resource Planning) packages)

Layer 2
Digital data
infrastructure

Utilization of digital data
Operations

Consolidated business management

Purchase

Service

Dealers
YamahaPre-Store
Improvement ofcustomer transfer rate

IT infrastructure that supports product connectivity

Global common master

Pre/In/Post
Integrated marketing

Post-Store
Reduction of exit rate

Comprehensive digital marketing

Consolidated business database
Integrated interface

Integrated interface

Subsidiaries’ functions

IoT Device /Telecom Network

Visiting

Customer

In-Store
Improvement ofclose rate

Customers
ApplicationDB

IoT Application
Platform

Global supply chain management

Layer 1
Consolidated
businessmanagement
infrastructure

LocationsMarketingOperation
Systems

AccessingwebsiteClientApplication

MQTTManagement dashboard

Products

IoT
DB

API

Yamaha Motor global functions• Standardization of the code that links the IT systems at individual business locations with the consolidated database,and establishment of data integration infrastructure

Data
Store

Prospective
customer

Websiteviewer

New

Japan
North America
EuropeAsia
China, Taiwan
Central & SouthAmerica

Accounting

Procurement

Cybersecurity measures
Manufacturing Sales/logistics

Repair parts

Service

MarketProcesses without individual systems: ERP packages
Processes with individual systems: dedicated systems

Along with the advance of IoT and the use of digital technologies,

Motor Group will establish a structure for cybersecurity

the importance of cybersecurity measures is increasing not only forcountermeasures, including IT, OT (operational technology), andcorporate systems and client devices, but also for plant facilities and the

products, and steadily take actions regarding cybersecurity.

various products and services provided by Yamaha Motor. The Yamaha
Overall renewal image of core IT systems

Establishment of next-generation IT and digital infrastructure that supports digital transformation

46

Flexible use of global consolidated IT resources and global IT governanceIn promoting the digital transformation of the Yamaha Motor Group,

world, network-connected products, and various other devices.

The Yamaha Motor Group has approximately 1,800 IT resourcesbusiness locations, and contract employees. We will flexibly use these IT

it is necessary to establish an infrastructure that connects not only the

To that end, we are working to design and build next-generation

globally, including information systems subsidiary Yamaha Motor

resources and coordinate appropriately with our external partners while

headquarters and business locations, but also plant facilities around the

IT infrastructure using new technologies.

Solutions Group (Japan, China, and India), IT departments at individual

promoting the global digital transformation of the Yamaha Motor Group.

Yamaha Motor Co., Ltd.

Integrated Report 2018

Yamaha Motor Co., Ltd.

Integrated Report 201847

Activities to Support Value Creation

Manufacturing

Yamaha Motor’s unique theoretical-value-based production

Theoretical-value-based procurement

Theoretical-value-based production is a unique initiative by Yamaha Motor

proceeding with the synchronized production of processes with the

The number of business partners that have implemented theoretical-

and has been implemented at all of its Group companies and businessperspective of overall optimization.

value-based production has expanded to approximately 330 companies

partners. By conducting improvement activities after first drawing up a

These activities were started in Japan in 2004 and rolled out to Group
companies overseas the following year, and have led to positive results

thinking compared to a conventional incremental approach. In addition,

within the Company. In 2009, these activities were also implemented at our

we seek to achieve contributions to management results by linking thesebusiness partners, and helped to improve the results of our partners thatbetween business partners and Yamaha Motor.

activities with the income statement or balance sheet.

had been affected by the bankruptcy of Lehman Brothers.

Global Suppliers Conference (GSC)

Currently, these activities have been implemented at 18 of 34 of“value running time,” generally known as evaluation benchmark for

Yamaha Motor’s overseas production bases.

productivity, is further broken down into value, quasi-value, and no value,322

globally. In addition, profitability has increased considerably due to thevision, we try to obtain a much higher output with a different way ofSpecifically, this is a unique improvement method through which

Number of companies implementing theoretical-valuebased production

further pursuit of improvements.
Through this process, strong teamwork is being established

251

183
Overseas• Held for the seventh time this year since 2013.

146• The objective is to share the “Next Yamaha” with suppliers who are

These activities, which began with motorcycle production, have

our Monozukuri (engineering, manufacturing and marketing) partners.

and any elements of no value are thoroughly analyzed and minimized.

expanded to the production of outboard motors, robots, swimming

In addition, it focuses not only on the productivity of people andpools, and boats. Such activities are also advancing from processincluding 88 companies from 13 countries, 133 companies in Japan,

facilities, but also the lead times for people and goods. We seek to realize

improvements to include comprehensive improvements as well as theand executives and employees of Yamaha Motor and its subsidiaries.

a shorter lead time and make improvements in following the market bypursuit of technological theoretical value.

86• Participants consisted of a total of approximately 630 members,• Explanations of our Long-Term Vision were provided at Monozukuri

30

44

54

67

13

Japan

2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

workshops and conferences.
Theoretical-value-based production chart• Business operations were introduced and awards of excellence were
Operating timepresented to business partners.

Value running time
Value working time

Quasi-value working time

Running loss
No value working time

MANAGEMENT INTERVIEW

Field theoretical value
Fastest time

Technology Identify the essential functions, eliminate items and objects (losses) otherloss
than these essential functions, and continue to aim for new heights

The basic principle of TVP (theoretical-value-based production) is thinking about what is the absolute

Essential functions
Technological theoretical value

theoretical best that can be achieved. It’s very much a part of manufacturing operations, but I think
you can apply it to logistics, design, energy usage, even for process design.

Development into theoretical-value-based logistics and theoretical-value-based energy

Reducing loss is part of the activity, yes, but loss alone is kind of an isolated focus. TVP is more
about total optimization—the absolute best.

Theoretical-value-based logistics
We define value in the same manner as theoretical-value-based production:

Over the last five years, we’ve had improvement activities inside the company as well as with our

Amount of energy is reduced each year, even with growing sales

suppliers in the United States, and this year we’ve identified twelve of our core suppliers that we will

cooperate with related departments and pursue theoretical value from theperspective of overall optimization through a demand chain approach. We

teach TVP to. We will work with them to help teach them and make improvements.

100%

Reduction of 36%
versus the base year

will reduce losses in plant transport logistics and packaging logistics, andimplement packaging and logistics based on a global standard.

64%

Theoretical-value-based energy
We pursue energy minimization by defining the theoretically required

I think the end goal is showing how the TVP mindset and understanding can be applied to any
Michael (Mike) Chrzanowski

Per unit

President of YMMC*

part of the company. Not just having Manufacturing doing it globally, but how do we do it with facetsof product design, quality assurance, quality design, etc.

(Energy cost/net sales)

572

500

energy as “value energy,” and thoroughly eliminating non-value areas*YMMC: Yamaha Motor Manufacturing Corporation of America

Amount of energy(1,000t-CO2)

through improvements in both facilities and operations.
We will implement this method at suppliers as well as Group
companies in Japan and overseas.

48

Yamaha Motor Co., Ltd.

Integrated Report 2018

2012

2013

2014

2015

2016

2017

2018

(Base year)

Yamaha Motor Co., Ltd.

Integrated Report 201849

Activities to Support Value Creation

Marketing

The Global Yamaha Way in Marketing in Sales
Introduction of a successful case—bLU cRU

Marketing is an activity that views the needs of customers as the starting point of all corporate activities and pursues sustainable growth byconstantly enhancing customer satisfaction. A part of such marketing efforts that should be engaged by members involved in sales and after-salesbLU cRU is a support program to improve loyalty among amateur racing riders and was shared by YMUS (Yamaha Motor Corporation, U.S.A.).

is called Marketing in Sales (MiS). These activities are based on the wisdom of pioneers who have shouldered the Yamaha brand and developed

It is currently being applied in many markets, including Australia, Canada, Europe, Japan, and Mexico according to their respective market

Yamaha fans, and an approach that has been valued to support the unique style of Yamaha. These are documented as shared values in The Global

environments, and has developed into a global initiative toward Yamaha Motor lifetime customer development.

Yamaha Way in MiS.

Dealers, distributors and Yamaha Motor all working in union as Team Yamaha toincrease Yamaha customers.
Pass on Yamaha’s shared values and know-how to develop Team Yamaha person.

[Vision] Continue to Create Lifetime Yamaha Customers[Mission] Be Customer-Centric, Think Out of the Box, Be Result-Oriented

MANAGEMENT INTERVIEW
Yamaha Person/Team is who: Love Yamaha, Act as a Team Player, Be an Expert inI have participated in the GMSM as a marketing representative from Thai Yamaha Motor Co., Ltd. (TYM) fromYour Job, Commit to Your Promise

the first session in 2015. I have had a fantastic time participating in this program and have been inspired by
the many wonderful ideas that I was able to incorporate after returning to my home country. We have adopted
a sales channel evaluation concept that was presented by Yamaha Motor Canada Ltd. (YMCA) in 2015, anddeveloped a unique system for improving the operational efficiency of dealers in Thailand that continues to

GMSM（Global Marketing in Sales Meeting）

this day. In addition, ideas related to digital marketing from Yamaha Motor do Brasil Ltda. have also produced
results. These are practical examples of “Think globally, act locally.”あたり
あたり

This year, I have been assigned as a Marketing Advisor at Yamaha Motor headquarters, responsible for global

Wisdom in MiS tends to be dependent on individuals and is often passed

this end, rather than incorporating these successful cases into a manual

down as tacit knowledge. The GMSM was started in 2015 as a forum

to be implemented worldwide, a Teach & Learn approach has beenmarketing and strengthening of the brand, and providing advice based on my past experiences at the GMSM. The

Jintana Udomsub

for sharing and utilizing such tacit knowledge as explicit knowledge on

adopted in which participants employ a common framework to organize

network of this program is being expanded to countries around the world through the involvement of new

Corporate Executive Advisor of TYM

a global level.

the facts regarding successful cases, and analyze the factors underlying

members from the new generation. The most interesting aspect of this program is watching the younger

each success in order to teach each other and learn about thegeneration learn and share new ideas through Yamaha Motor’s global network.

The objective is to improve the competitiveness of Yamaha Motor inglobal markets by sharing successful cases from countries around theapproaches behind these cases. Until now, the GMSM has been held six

world in accordance with The Global Yamaha Way in MiS, and putting

times, during which 54 success cases have been shared, and havethe lessons learned into practice at various customer contact points. To

been applied to 35 cases.

Participating members focus primarily on improving customer satisfaction and discussing methods ofbuilding deep relationships with customers.
I am confident that such occasions represent good opportunities to nurture the Yamaha brand among members participating in the GMSM.
It is clear that this program will allow us to make further improvements to The Global Yamaha Way, through sales and marketing. Let us work
together going forward.

50

Yamaha Motor Co., Ltd.

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Integrated Report 2018

51

Activities to Support Value Creation

Human Resources Development

Framework for the development and placement of global human resources
Overseas sales account for 90% of the net sales of Yamaha Motor.

program called YBS-G (Yamaha Business School Global) has also been

There are over 90 Group companies overseas, with approximately

established for future executives to learn in a richly diverse environment.

70,000 employees (including regular employees and non-regular
employees) working worldwide.

The aim of this program is to encourage the promotion ofoutstanding human resources to management positions regardless

Under these circumstances, we are promoting the developmentof nationality, place of birth or any attributes, and to increase theand implementation of common executive and employee development

percentage of local managers holding management positions at

programs around the world, introduction of global personnel policies foroverseas subsidiaries to 60%.

the development and promotion of competitive human resources, and

The Global Human Resources Development Division wasorganization building that takes advantage of global experience andestablished in 2015 to handle the development of global talent thatknowledge.

embodies the Yamaha brand. This division also has the role of placing

human resources from overseas subsidiaries are being assigned toappropriate human resources in appropriate positions in a timely

managerial positions of general manager or above at our headquarters.

In order to provide experience in the global arena and develop
knowledge for the future, we have launched a program called the Global

manner at Group companies around the world. For this reason, we have

Executive Program (GEP). To date, a total of 56 participants from 15

enabled the evaluation and central management of the duties fulfilled bycountries have participated in this elite program. Recently, a training

management positions at Group companies around the world withto headquarters from Yamaha Motor Europe N.V.

Organization thriving on diversity

employees can work in ways that suit their individual circumstances, by

stance on human rights in the Basic Policies of CSR and the Code ofproviding childcare leave, nursing care leave, and family illness leave, as

Ethics. Moreover, to maintain continuous growth, we believe it iswell as systems such as flexible work time, short working hours, andimportant that our workforce incorporates diverse viewpoints andthe rehiring of employees who resigned to accompany their spouse on

values, reflecting different experiences, skills, and attributes.

overseas postings.

Promotion of active participation by women

Workplace safety and health

We have set and are pursuing targets of doubling the number of women

We strive to prevent occupational accidents by performing risk

hired for managerial positions in 2014 by 2020, and to hire three times

assessments in accordance with the Occupational Safety and Healththe 2014 number by 2025.

Management System to detect potential dangers and harmful conditions

Utilization of capabilities of people with disabilities

in the workplace.

In October 2015, we established Yamaha Motor MIRAI Co., Ltd. to

Employee healthprovide a place where people with disabilities can participate actively

We are engaged in a wide variety of initiatives to help employees

in accordance with their capabilities and to promote their social

maintain and improve their health. Because we have many employees

Global Human Resources

independence. Areas of operation are being expanded to areas such as

stationed overseas, we hold training on infectious diseases and general

Development Divisionparts packaging, office cleaning, and data entry in an effort to increase

health management for employees who are scheduled to be stationed

Yamaha Motor Co., Ltd.

job satisfaction and motivation.

overseas prior to posting.

our global human resources framework was established, and the contents of related activities were specified.
In 2014, global grading (a method of job evaluation) activities standardized for global executive positons
were initiated. Successor development activities were also implemented in accordance with the situation. Since
then, fine adjustments to these activities have been made and they are now visualized within the HRIS (Human
Resources Information System).
In 2014, the RDP (Regional Development Program) was started for human resources development. This
program is intended for talent in each region with the aim of preparing to supply talented human resources to
YBS-G and GEP in the future. The combination of these three development programs forms a meaningful andMelanie Tups

systematic global human resource development pyramid.

General Manager of thefurther strengthen these programs, and provide more employees with opportunities to take on challenges at other Group companies and workat rewarding positions. This will be mutually beneficial for both individual employees and the Company.
Last, the Global Human Resources Development Division has started a project called Global Communication Enhancement. There areplans to improve English and cross-cultural skills of Yamaha Motor Group personnel in order to promote better global communication at
the headquarters and Group companies. Global communication aimed at transformation is the key to success and is also in line with theCompany’s Long-Term Vision.

Development Division is a non-Japanese employee who was dispatched

for employees at the Company. We are enhancing our systems so thatthe following year, the first annual global human resources meeting was held at our headquarters. At that time,

expanded in terms of both regions and positions. The Company will seize the opportunity for globalization,

In 2016, the Yamaha Exchange Program (YEP) was introduced, andfirst of all with and for people,” the Company has clearly defined its

The foundation of our global human resources activities began in 2012, when the first GEP was held. In July ofin order to develop human resources who embody the Yamaha brand. Furthermore, YEP is currently being

The current general manager of the Global Human Resources

Based on its fundamental belief that “all corporate activity originates

MANAGEMENT INTERVIEW

In addition, we have a development cycle model based on the specific competencies of the Company

common criteria and processes.

Multifaceted human resources development

In 2018, we acquired the “Certified Health & Productivity

We are enhancing various human resources development programs at

Management Outstanding Organizations Recognition Program (White

the Company. In addition to stratified training, function-based training,500)” certification from the Ministry of Economy, Trade and Industry

overseas field experience, trainee programs, and support for studying

as a company and organization that is particularly outstanding inat a university abroad, we also have a coaching program to enhance

conducting health and productivity management.

performance as an organization with cohesive teamwork.
Supporting work-life balance
We aim to create workplaces that promote a healthy work-life balance

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Yamaha Motor Co., Ltd.

Integrated Report 2018

Yamaha Motor Co., Ltd.

Integrated Report 201853