Sustainability Report2022

Sustainability Management

Organizational GovernanceThroughout its long history, the Yamaha Group has made various
efforts to promote people’s “well-being,” while remaining
conscious of its connection with nature, society and culture.
Our products, made of timber and other natural materials andcarefully finished by skilled craftspeople, have been handed
down from generation to generation and, with some products
being given new life through renewal, loved by many people. In
addition to simply selling products, we have also contributed
to promoting the spread and development of music culture
in various countries and regions around the world as our own
business. These activities range from the spread of instrumental
music education for children and the development of music
schools to the support of top artists. These ideas and initiatives
are in line with social sustainability and have been passed down
through the company's more than 130-year history, shaping the“distinctive brand identity of Yamaha.”

Human Rights andLabor Practices

The Environment

.

.

Earth

Society.

What we protect
and develop

Community Involvement
and Development

Consumer Issues

Well-being of people around the world

PurposePeople.

Equal society andcomfortable lives

Precious global environment

.

.

.

.

Music culture toenrich people's
hearts and minds

Diversity and mutual respect.

.

Yamaha Group Sustainability Policy
The Yamaha Group aims to create a society that realizes thewell-being of all people around the world. To achieve this goal,
we will work to protect our one precious earth and contribute to
the development of an equal society, comfortable lives, and amusic culture that enriches people's hearts and minds, with our
corporate philosophy of “Yamaha Philosophy” as the foundation
to draw from. At the same time, we will not only respect forhuman rights but also create an environment in which diverse
human resources can respect each other and actively play a role.
Through these initiatives, we will continue to create excitement
and cultural inspiration together with people around the world.
Based on this concept, we have identified materiality and will
actively promote sustainability activities to enhance our mediumto-long-term corporate value through the creation of social value
by working toward the realization of a sustainable society.

Fair Operating Practices

Earth is a miracle planet. Humankind hastaken this environment for granted, treatedit carelessly, and even destroyed it. We willtake a role to stop this environmental
destruction as a company and hand down
the precious global environment to the
future. In particular, we will actively work to
reduce CO2 emissions, which is a global
issue, and to conserve and effectively use
timber and other resources.
.

We hope to realize an equal society andcomfortable lives for all people. We willcontribute to regional communities andsociety through our accumulated technologies
and expertise to address various social issues
as well as efforts that only we could do.
Furthermore, the power of music that enriches
people’s hearts and minds is irreplaceable forsmiles and well-being of people around theworld. We will drive the development of music
culture through the supply of products ofvarious genres and music promotion activities.

Great vitality is generated by mutual
respect among diverse human resources,
inspiring and collaborating with each other.
This vitality is the key to create social
values and improving corporate value.
In addition to respecting the human rights
of all people, we will maximize the vitality ofthe people who work with Yamaha bycreating an environment and climate inwhich diverse human resources respect
each other and can play active roles.
.

.

Response to climate change.

Contribution to an equal society andcomfortable lives

Increase job satisfaction

Respect for human rights in thevalue chain

Respect for human rights and DE&I

Spread and development of music
cultureFoster open organizational culture
where people can proactively takeon challenges.

.

Materiality.

Sustainable use of timber

.

.

.

Resource savings, reduction ofwaste and hazardous substances

.

.

.

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Formulated in February 2010 and last revised in April 2022

Yamaha Sustainability Report 2022

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Sustainability Management

Organizational Governance

Sustainability Management
Sustainability Initiatives
The Yamaha Group is advancing initiatives for contributing to therealization of a sustainable society based on the Yamaha Group
Sustainability Policy. We are also actively contributing to theaccomplishment of the United Nations Sustainable Development
Goals (SDGs), which are a set of shared targets embraced by
global society, through our business activities.
The goals and targets of the SDGs are emphasized in thedevelopment of products and services and in efforts to improvebusiness processes. Specific examples of these efforts
include advancing music promotion activities to contribute toGoal 4 “Quality education” and practicing sustainable timber
procurement to help achieve Goal 12“Responsible consumption
and production” and Goal 15 “Life on land.”Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Sustainability Promotion System
Under the guidance of the Board of Directors, Yamaha
Corporation established the Sustainability Committee as anadvisory body to the president. This committee is tasked withdiscussing directives for Groupwide sustainability initiatives,
monitoring initiatives by the respective divisions, and reportingto the president on these matters. Reports on the details andresults of discussions by the Sustainability Committee are issued
to the Board of Directors.
Five working groups—the Working Group for Climate Change,
Working Group for Resource Circulation, Working Group for
Procurement, Working Group for Human Rights, DE&I, andWorking Group for Social and Cultural Contributions—have been
formed under the Sustainability Committee to formulate activity
policies for important Groupwide themes and monitor trends intheir respective areas. The working groups establish frameworks
for advancing initiatives based on the following themes, plan andimplement related activities, and monitor these activities.
Working Group for Climate Change: Decarbonization, disclosure
based on Task Force on Climate-related Financial Disclosures(TCFD) recommendations, water risk response measures, etc.
Working Group for Resource Circulation: Circular value chains,eco-friendly product designs and packaging, etc.
Working Group for Procurement: Timber due diligence,sustainable timber procurement, Tone Forest activities, supply
chain human rights due diligence, response to conflict minerals,etc.
Working Group for Human Rights, DE&I: Human rights due
diligence; promotion of diversity, equity, and inclusion; etc.
Working Group for Social and Cultural Contributions:
Popularization of music, community outreach, etc.

Fiscal 2022 Sustainability Committee Meetings
Meetings: 10
Major Agenda items:• Revision of material issues• Medium- to long-term targets and measures related to carbon
neutrality, resource conservation, waste reduction, sustainabletimber procurement, human rights, and diversity• Priority areas for contributing to social issue resolution andsocial and cultural outreach through products and services
Sustainability Promotion System

Yamaha Group Sustainability Policy
Engagement with Stakeholders
Sustainability Issues in the Value Chain
Material Issues

Yamaha Sustainability Report 2022

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Sustainability Management

Organizational GovernanceMaterial Sustainability Issues
The Yamaha Group has defined material sustainability issues forcontributing to sustainable development and medium- to longterm improvements in corporate value based on the impact ofits business activities on the environment and society as well as
on stakeholder expectations and social demands. Initiatives foraddressing these issues are currently underway.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Identified Material Sustainability Issues

Consumer Issues

Community Involvement
and Development

Material Issue Identification Process

Environment
Response to climate change• Reduction of CO2 emissions at business sites and in logistics,
and through collaboration with suppliers• Energy savings in products
Sustainable use of timber• Sustainable sourcing and utilization of timber• Promotion of forest cultivation
Resource savings, reduction of waste and hazardous substances• Resource savings and improved resource recycling of products
and packaging• Reduction of hazardous chemical substances (VOCs, etc.)
Society
Contribution to an equal society and comfortable lives• Mental and physical safety and health• Remote communication• Consideration for universal design and accessibility, etc.
Respect for human rights in the value chain• Human rights of workers at suppliers, etc.
CultureSustainability issues pertaining to the Yamaha Group’s value
chain were identified with reference to the SDGs. The level ofpriority of these issues was then assessed based on input from
customers, employees, and community members; environmental,social, and governance (ESG) evaluation criteria; opinions andrequests from NGOs; advice from external experts; our corporate
philosophy and vision; and medium- to long-term management
policies. We thereby identified the material issues requiring
an enhanced approach. In fiscal 2022, we revised our material
sustainability issues.
Details regarding the identification process are as follows.
Material Issues

Key performance indicators (KPIs) for gauging the progressof measures related to the identified material sustainability
issues by the Sustainability Committee working groups andrelative divisions was established along with related targets
and action plans. The Sustainability Committee is responsible
for monitoring the progress of initiatives pertaining to material
issues.
Sustainability KPIs and Targets of the Make Waves 2.0 Medium-Term
Management Plan (Fiscal 2023–2025)
Sustainability Priorities and Initiative Results Leading Up to Fiscal 2022

Spread and development of music culture• Products, services, and activities that contribute to thepromotion and development of music culture• Contribution to the development of the next generation
Human Resources
Increase job satisfaction• Human resources development, safety and health, work–lifebalance, etc.
Respect for human rights and DE&I (diversity, equity andinclusion)• Initiatives to respect the human rights of people who work with
Yamaha (Human rights education and due diligence)• DE&I promotion (gender, nationality, etc.)
Foster open organizational culture where people can proactively take on challenges• Employee engagement surveys, creation of opportunities for
dialogue, etc.
For more details, please refer to the following website.
Material Issues

Yamaha Sustainability Report 2022

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Sustainability Awareness Raising

Participation in Initiatives

All members of the Yamaha Group, from new employees to senior
management, are promoting sustainability in their respectiveroles and jobs in order to contribute to the accomplishment of
the SDGs. In addition, sustainability education and awarenessraising elements are being incorporated into the rank- andfield-based training and seminars, intranet postings, internal
events, and company newsletters. In addition, we beganarranging sustainability quizzes that offer an easy way to learn
about sustainability and the SDGs in order to further promote
understanding within the Group. We intend to issue 10 suchquizzes a year.

With a commitment to cooperating and forming ties with global
society as we work toward building a sustainable society,
Yamaha Corporation signed the UN Global Compact in June 2011.
We are also participating in a variety of other initiatives.
UN Global Compact

Initiatives in Which the Yamaha Group is a Signatory or
MemberSustainability information site

UN Global Compact, Global Compact Network Japan
Task Force on Climate-related Financial Disclosures
Science Based Targets initiative (SBTi)
Japan Climate Initiative
Women’s Empowerment Principles (WEPs)
30% Club Japan
Unstereotype AllianceSoundUD™ Consortium
Sustainability education course as part of
new recruit training

Sustainability training for lower- andupper-level managers

Sustainability quiz

Yamaha Sustainability Report 2022

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Engagement with Stakeholders

The Company has been participating in the Stakeholder
Engagement Program of Caux Round Table Japan since fiscal
2020. Through the program, input on potential issues is received
from NPOs, NGOs, and experts as part of the process ofidentifying important, industry-specific human rights issues.

Promise to Stakeholders

Human Rights Due Diligence Workshop (Caux Round Table Japan)
2021 Final Report

Initiatives Targeting Specific Stakeholder Groups
Stakeholder

Major Responsibilities

Daily Means of Communication

Customers

Offer valuable products and services thatare safe and offer peace of mind, promote
universal design, supply accurate productinformation, provide customers withappropriate service and support, store
customer information appropriately

Product and service helpdesks(telephone, email, etc.), daily sales
activities

Employees

Evaluate and treat people fairly, respecthuman rights and diversity, utilize andtrain personnel, support a wide range ofworkstyles, ensure health and safety

Survey questionnaires (motivation,
workplace comfort, andmanagement), labor–management
meetings and discussions

Business
Partners

Select business partners based on fairand rational standards, engage in fairtransactions, eliminate dubious business
relationships, prohibit abuses of power

Daily business activities,
production and sales trend
briefing sessions, policy
explanation meetings

Coexist with communities and contributeto their development (including promoting
culture, training the next generation,
promoting welfare, creating employment,
and developing skills and technology)

Information exchange sessions
with local communities andmunicipalities, factory tours,
employee involvement incommunity activities, exchange
of information and dialogue with
communities and NPOs/NGOs

Environment

Prevent pollution, combat climate change,
preserve natural resources, manage andreduce the use of chemical substances,protect biodiversity

Exchange of information anddialogue with communities andNPOs/NGOs

Shareholders

Disclose accurate management
information in a timely manner, distributeprofit appropriately, improve corporate
value

General shareholders’ meetings,
explanatory meetings forinvestors, investor website andemail newsletters

Yamaha Sustainability Report 2022

Community Involvement
and Development

Stakeholder Engagement Program

Based on its Promises to Stakeholders, the Yamaha Group
creates various opportunities to engage in dialogue with its
stakeholders to learn about their opinions and desires and thenreflects this input in its corporate activities.

Communities
and GreaterSocietyConsumer Issues

Examples of Initiatives
Improvement of Customer
Satisfaction
Customer Response and Support
Improvement
Consumer Issues
Human Rights and Labor Practices
Communication with Employees

Promotion of Social Responsibility
in the Value Chain

Connections with Local
Communities
Contribution to Regional
Community Development

The Environment

Information Disclosure(Communication with Shareholders
and Investors)

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Sustainability Issues in the Value Chain
The Yamaha Group provides various products and services,
including musical instruments.
Yamaha is fulfilling its social responsibilities by addressing
issues related to the value chain by focusing on the impact of its
products, services, and production processes on society and theenvironment.

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Yamaha Sustainability Report 2022

7

Sustainability Management

Organizational GovernanceMaterial Issues
The Yamaha Group reflects priority sustainability initiatives forcontributing to social sustainability and medium- to long-term
improvements to corporate value into its sustainability initiatives,and advances and manages activities on these policies. In
fiscal 2022, we reassessed our prior sustainability priorities to
identify nine material issues. A revision to the Yamaha Group
Sustainability Policy was instituted in April 2022 based onthese material issues, and this policy is guiding sustainability
initiatives.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Identified Material Sustainability Issues
Environment
Response to climate change• Reduction of CO2 emissions at business sites and in logistics,
and through collaboration with suppliers• Energy savings in products

Community Involvement
and Development

Consumer Issues

CultureSpread and development of music culture• Products, services, and activities that contribute to thepromotion and development of music culture• Contribution to the development of the next generation
Human Resources

Sustainable use of timber

Increase job satisfaction• Sustainable sourcing and utilization of timber• Promotion of forest cultivation• Human resources development, safety and health, work–lifebalance, etc.

Resource savings, reduction of waste and hazardous substances

Respect for human rights and DE&I
(diversity, equity and inclusion)• Resource savings and improved resource recycling of products
and packaging• Reduction of hazardous chemical substances (VOCs, etc.)• Initiatives to respect the human rights of people who work with
Yamaha (human rights education and due diligence)• DE&I promotion (gender, nationality, etc.

Society
Contribution to an equal society and comfortable lives• Mental and physical safety and health• Remote communication• Consideration for universal design and accessibility, etc.

Foster open organizational culture where people can proactively take on challenges• Employee engagement surveys, creation of opportunities for
dialogue, etc.
Yamaha Group Sustainability Policy

Respect for human rights in the value chain• Human rights of workers at suppliers, etc.

Yamaha Sustainability Report 20228

Sustainability Management

Human Rights andLabor Practices

Organizational Governance

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Material Sustainability Issues, KPIs, and Targets
Sustainability KPIs and Targets of the Make Waves 2.0 Medium-Term Management Plan (Fiscal 2023–2025)

What we protect
and develop
Environment
Precious global
environment

Material items

Major initiatives

KPIs and targets for fiscal 2025
(Make Waves 2.0 medium-term management plan)

Response to climate change• Reduction of CO2 emissions at business sites and inlogistics• Energy savings in products• Reduce CO2 emissions by 5% through energy conservation (CO2emissions /production volume)• Maintain inclusion on CDP Climate Change A List
• Improve logistics packing efficiency by 5%

Sustainable use of timber• Sustainable sourcing and utilization of timber• Promotion of forest cultivation• Increase rate of sustainable timber use to 75%• Cultivate and preserve three scarce tree species necessary formusical instrument production (Tone Forest Activities)

Resource savings, reductionof waste and hazardous
substances• Resource savings and improved resource recycling ofproducts and packaging• Reduction of hazardous chemical substances (VOCs, etc.)• Eliminate plastic packaging used for newly-launching small
products

Contribution to an equal
society and comfortable lives• Mental and physical safety and health• Remote communication• Consideration for universal design and accessibility, etc.

• Install Listening Care function for reducing burden on ears
by delivering high-quality sound at low volumes into all new
headphones and earphones• Realize high-quality, natural remote communication(companies, schools, etc.)• Develop Daredemo Pianos (Auto-Accompanied Pianos) thatcan be enjoyed by anyone, including senior citizens and people
with disabilities

Respect for human rights inthe value chain• Human rights of workers at suppliers, etc.

• Conduct on-site audits of suppliers (60 companies)

CultureMusic culture toenrich people’s
hearts andminds

Spread and development ofmusic culture• Products, services and activities that contribute to thepromotion and development of music culture• Contribution to the development of the next generation• Increase number of students enrolled at overseas music schoolby 100,000• Promote instrumental music education at schools in emerging
countries (School Project); provide instrumental musiceducation opportunities to aggregate total of 2.3 million
children in 10 countries

Human
resources
Diversity andmutual respect

Increase job satisfaction• Human resource development, safety and health, work–
life balance, etc.

• Continue improving ratio of employees offering positive
responses regarding motivation on employee engagement
surveys• Double human resources investment

Respect for human rights andDE&I (diversity, equity, andinclusion)• Initiatives to respect the human rights of people whowork with Yamaha (Human rights education and due
diligence)• DE&I promotion (gender, nationality, etc.)• Achieve global ratio of female managers of 19%• Conduct cross-border positioning of 30 individuals

Foster open organizational
culture where people canproactively take on challenges• Employee engagement survey, creation of opportunities
for dialogue, etc.

• Continue improving ratio of employees offering positive
responses regarding workplace comfort on employee
engagement surveys

Society
Equal society
and comfortable
lives

Relevant SDGs

Sustainability Priorities and Initiative Results Leading Up to Fiscal 2022
Yamaha Sustainability Report 2022

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Sustainability Management

Organizational GovernanceMaterial Issue Identification Process
1. Identification of Important Stakeholder Groups
Important stakeholder groups were identified to limit the scopeof social issues to be assessed and guide priority assessments ofsocial issues.
Engagement with Stakeholders

2. Limiting of Scope of Social Issues to Be Assessed
A list of 114 issues was prepared based on the targets of the
UN Sustainable Development Goals (SDGs) and on global
risk reports, global risks, and other risks. Redundant issues
and issues deemed to be of low materiality to Yamaha andto the stakeholder groups identified in Step 1 were excluded
for the list. Then, certain social issues were divided into risks
and opportunities and social issues unique to Yamaha Group
were added to make for list of a total of 64 social issues to beassessed.

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

3. Assessment of Materiality of Social Issues
The 64 social issues identified in Step 2 were divided into risks
and opportunities and mapped based on materiality assessments
conducted based on the perspectives described under ① and ②
below.
① Business Perspective (Materiality to Yamaha)
A cross-Company assessment team of 35 individuals wasassembled to score the materiality of the identified social
issues from the perspectives of profits, losses, costs,
reputation, compliance, corporate ethics, and management
and business continuity.
② Stakeholder Perspective (Materiality to Stakeholders)Customer input, employee surveys, and other methods wereused to identify the needs and opinions of the stakeholder
groups identified in Step 1. The materiality of the identifiedsocial issues was then scored based on this information, therequirements of industry initiatives, and environmental, social,and governance (ESG) evaluation criteria (of FTSE Russell,
MSCI, and other institutions).

Consumer Issues

Community Involvement
and Development

4. Identification of Material Issues
Social issues deemed to be of high materiality based on the
mapping in Step 3 were grouped to make nine material issues,
which were then further categorized and organized into the areasof environment, society, culture, and human resources.
5. Approval
The identified material issues were discussed by the
Sustainability Committee, which is chaired by the president, andthen approved by the Board of Directors.

10Sustainability Management

Organizational Governance

Organizational Governance
The Yamaha Group is executing highly transparent and healthy
management through the strengthening of corporate governancestructures, promotion of compliance, appropriate disclosure of
information, and other measures in order to further strengthen
the trust of all stakeholders.

Corporate Governance
Basic Policies for Corporate Governance
The Yamaha Group has issued the Yamaha Philosophy and
our Promises to Stakeholders, which outline our commitment
to ensuring strong profitability while upholding our social
responsibilities as a company, and thereby to achieving
sustainable growth and improving corporate value over the
medium- to long-term. We carry out transparent, high-quality
business management based on the basic policies for corporate
governance indicated below.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Company has appointed a Board with six eighth (6/8) of themembers from outside with a diversity of backgrounds andspecialties, including persons with management experience inother industries. Also, by forming a Nominating Committee, Audit
Committee, and Compensation Committee with a majority of
independent Outside Directors as obligated by law, the Company
can execute its oversight function with further transparency andobjectivity. The Audit Committee will strengthen the oversightfunction through audit by implementing validity checks inaddition to legal checks, in cooperation with the Internal Audit
Division.

Consumer Issues

Community Involvement
and Development

Also, as an official function under the Companies Act, theCompany established the Executive Officer position to assume
a direct responsibility to shareholders, and they have beendelegated major authority from the Board of Directors. By having
the Executive Officers functioning as important decision-makers
in the execution of business operations, the Company is aiming
to speed up this process.
By implementing the abovementioned measures to strengthen
the oversight functions and speed up the execution, theCompany endeavors to further strengthen corporate governanceand to continuously increase corporate value.

Corporate Governance Structure (as of June 23, 2022)

Basic policies for corporate governance-From a shareholder's perspective, ensure the rights and equal
treatment of shareholders-Taking into consideration our relationships with all
stakeholders, proactively fulfill the Company's social
responsibilities-Ensure that information is disclosed appropriately and the
management is transparent-By separating the oversight and executive functions andstrengthening the oversight function, ensure that the Board of
Directors is highly effective while at the same time executing
decisions appropriately and with a sense of urgency-Proactively engage in dialogue with shareholders

Basic Corporate Governance System
Yamaha Corporation made the transition to a Company withThree Committees (Nominating, Audit, and Compensation) from
June 22, 2017, with the objectives of making a clear separation
between the oversight and the execution in management,
thereby enhancing the oversight function of the Board of
Directors and speeding up the execution of business.
Regarding the composition of the Board of Directors, theYamaha Sustainability Report 2022

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Sustainability Management

Human Rights andLabor Practices

Organizational Governance

Governance Organization Personnel(Yamaha Corporation, as of June 23, 2022)

Directors

Executive
Officers

Male

Female

Total

7

1

Outside Directors

5

Total

6

0

President and Representative
Executive Officer

1

0

.

.

1

.

.

.

.

.

.

Managing Executive Officer

2

Total

9

Audit Officers

Total

2

Nominating
Committee
Members

Total

4

0

Outside Directors

3

0

Audit
Committee
Members

Total

2

1

Outside Directors

2

1Compensation Total
Committee
Outside Directors
Members

4

0

3

0

.

0

.

1

.

.

.

.

.

0

.

.

.

.

.

.

.

.

.

.

.

Governance Organization Personnel, by Nationality(Yamaha Corporation, as of June 23, 2022)

Executive
Officers

Japan

Overseas

Total

7

1

Outside Directors

5

Total

6

0

President and Representative
Executive Officer

10Managing Executive Officers

Fair Operating Practices

Directors and Board of Directors

Operating
Officers

Directors

The Environment

.

.

.

.

.

1

.

.

.

2

.

Operating Officers

9

Audit Officers

2

.

.

0

.

1

.

0

.

The number of Directors of the Company is eight (8) as of June23, 2022 (six (6) of them are Outside Directors). The Board
Meeting held monthly (in principle). In keeping with its fiduciary
duty, the Board of Directors presses for the Group’s sustainablegrowth and enhancement of enterprise value over the mediumto-longer term. The Board of Directors oversees the conduct of
duties by the Executive Officers and the Directors, and makes
decisions on important matters that are specified in laws andregulations, the Articles of Incorporation, and Regulations of
the Board of Directors, including basic management policy. In
addition, the Board of Directors supervises overall managementof the Company through overseeing the succession plan for
the Chief Executive Officer and other officers, selecting themembers and the chairs of the Nominating Committee, Audit
Committee, and the Compensation Committee, appointing
Executive Officers, Operating Officers and Audit Officers,
approving transactions with related parties, and supervising thedevelopment and operation of the Internal Control Systems.
In keeping with its fiduciary duties, the Directors act to ensure
the Company’s sustainable growth and enhance its enterprisevalue over the medium-to-longer term, taking into consideration
the relationships with all stakeholders.
Directors understand relevant laws and regulations and theCompany’s Articles of Incorporation and gather sufficient
information in order to proactively express their opinions andengage in constructive discussions at the Board of Directors’
meetings as elsewhere.
In accordance with the Article 26, Paragraph 2 of the Company’s
Articles of Incorporation under the Article 427, Paragraph 1 of theCompanies Act, the Company has entered into agreements with
non-operating director to limit their liability for damages causedby negligence in executing their duties.
The Board of Directors held a total of fourteen (14) meetings
during the fiscal 2022 (from April 1, 2021 through March 31, 2022
the same shall apply hereinafter).

Consumer Issues

Community Involvement
and Development

Nominating Committee
The number of members of Nominating Committee is four (4) asof June 23, 2022 (three (3) of them are Outside Directors). The
Nominating Committee decides on the content of the proposals
to be submitted to the General Shareholders’ Meeting for
selection/dismissal of Directors and the content of proposals
submitted to the Board of Directors for selection/dismissalof Executive Officers and Operating Officers. The Nominating
Committee also implements the succession plan for the Chief
Executive Officer and other officers through activities to develop
human resources that can assume the positions of Director,
Executive Officer, and Operating Officer.
The Nominating Committee held a total of four (4) meetings
during the fiscal 2022.
Audit Committee
The number of members of Audit Committee is three (3) as ofJune 23, 2022 (three (3) of them are Outside Directors). The chair
shall be an Independent Outside Director. The Audit Committee,
either working in collaboration with the Internal Auditing Divisionor conducting audits directly on its own initiative, audits the
structure and operation of the internal control systems of theCompany and other Group companies. Based on the results,
the Audit Committee conducts audits to determine the legality
and appropriateness of the conduct of duties by the Executive
Officers and Directors.
When deemed necessary, members of the Audit Committee
report to or express their opinions to the Board of Directors, or
may issue cease and desist orders to Executive Officers and/or Directors. In addition, the Audit Committee may decideon proposals to be considered in the General Shareholders’Meeting, including the selection/dismissal of the accounting
auditor.
The Audit Committee held a total of sixteen (16) meetings during
the fiscal 2022.

Directors and Officers

Yamaha Sustainability Report 2022

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Sustainability Management

Organizational GovernanceCompensation Committee
The number of members of Compensation Committee is four(4) as of June 23, 2022 (three (3) of them are Outside Directors).
The Compensation Committee establishes policies regarding
the setting of compensation for Directors, Executive Officers,
and Operating Officers and, based on these policies, sets thecompensation of such officers individually.
The Compensation Committee held a total of four (4) meetings
during the fiscal 2022.
Executive Officers
The number of Executive Officers is six (6) as of June 23, 2022
(one (1) of them is the Representative Executive Officer and two(2) of them are the Managing Executive Officers). The Executive
Officers shall be responsible for the execution of business andwill make important decisions from a Companywide perspective
on matters related to the conduct of business that have beendelegated to them by the Board of Directors and will be subject
to the oversight of the Board of Directors.
Operating Officers
The number of Operating Officers is ten (10) as of June 23, 2022.
The Operating Officers will execute the business activities they
are responsible for from a Companywide perspective based on
the important decisions related to conduct of business by the
Board of Directors or the Executive Officers, under the oversightof the Executive Officers.
Audit Officers
The number of Audit Officers is two (2) as of June 23, 2022. The
Audit Officers will be responsible for auditing functions in the
Yamaha Group as a member of the management team at theequivalent position as Operating Officers.

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Process and Standards for Selecting Directors and Other
Personnel
Regarding the selection of candidates for Director, theNominating Committee selects candidates based on basic
personal qualities and capabilities, competency, experience andrecord of achievements that are required of internal directors
and outside directors as defined by their respective roles,
and then decides on the content of selection proposals to besubmitted to the General Shareholders' Meeting.
Regarding the selection of members and the chairs of theNominating Committee, Audit Committee, and Compensation
Committee, the Nominating Committee selects candidates basedon personal qualities and capabilities as defined by the rolesof each of these committees. The Nominating Committee thendecides on the content of selection proposals to be submitted to
the Board of Directors. Note that for the selection of candidates
for the members and the chair of the Audit Committee, theNominating Committee gathers opinions from the Audit
Committee in advance.
For Executive Officers, the Nominating Committees selects
candidates based on basic personal qualities and capabilities,
competency, experience, and record of achievements that are
required of Executive Officers as defined by their respectiveroles, and then decides on the content of selection proposals tobe submitted to the Board of Directors.
For Operating Officers, the Nominating Committee selects
candidates based on personal qualities and capabilities they are
required to play as defined by their respective roles, and thendecides on the content of selection proposals to be submitted to
the Board of Directors.

13

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Reason for Appointment of Directors
Title

Name

Reason for appointment

Director

TakuyaNakataHaving served in positions such as General Manager of our Pro Audio & Digital Musical Instruments Division, President and Director of Yamaha Corporation of America, Mr. Takuya Nakata has a wealth ofexperience and achievements alongside broad insight in business. He has led the Group as President and Representative Director since June 2013, and as Director, President and Representative Executive
Officer since June 2017 after our transition to a Company with Three Committees (Nominating, Audit, and Compensation). Additionally, he has been a leader in Corporate Governance reform via initiatives
such as the transition to a Company with Three Committees (Nominating, Audit, and Compensation), and has worked to strengthen the oversight function of the Board of Directors. He was appointed as adirector on expectations that he would help further strengthen the oversight function of the Board of Directors through these achievements and insights, etc.

Director

Satoshi
Yamahata

In addition to work experience at an overseas subsidiary, Mr. Satoshi Yamahata has served as General Manager of the Accounting and Finance Division, General Manager of the Corporate Planning
Division, Executive General Manager of the Operations Unit, and Executive General Manager of the Corporate Management Unit, and has a wealth of experience and achievements alongside broad insight.
He has promoted Corporate Governance reform as Director and Senior Executive Manager since June 2015 and as Director and Managing Executive Officer since June 2017, and has worked to strengthen
the oversight function of the Board of Directors. He was appointed as a director on expectations that he would help further strengthen the oversight function of the Board of Directors through theseachievements and insights, etc.

Director

Taku Fukui

With a mastery of corporate law and corporate governance in Japan and overseas as an attorney, Mr. Taku Fukui has a high degree of expertise, wealth of experience and achievements alongside broad
insight. Since assuming the position of Outside Director of the Company in June 2017, he has provided highly effective supervision while supporting the determination of major corporate actions and quickand decisive execution on decision-making, based on his high degree of expertise, wealth of achievements and insights, etc. He was appointed as a director on expectations that he would help further
strengthen the oversight function of the Board of Directors through these achievements and insights, etc.

Director

Yoshihiro
HidakaHaving been involved in management at one of the largest global transportation equipment manufacturers in Japan, Mr. Yoshihiro Hidaka has a wealth of experience and achievements alongside broad
insight as a corporate manager. Additionally, as President and Representative Director of Yamaha Motor Co., Ltd., a company that shares a common brand with the Company, he is a person with one of the
deepest understandings of the Yamaha brand. Since assuming the position of Outside Director of the Company in June 2018, he has provided highly effective supervision while supporting the determinationof major corporate actions and quick and decisive execution on decision-making, based on his wealth of achievements and insights, etc., as a corporate manager. He was appointed as a director on
expectations that he would help further strengthen the oversight function of the Board of Directors through these achievements and insights, etc., and improve the Yamaha brand value.

Director

Mikio
Fujitsuka

Having been involved in management as CFO at one of the largest global construction machinery manufacturers in Japan, Mr. Mikio Fujitsuka has a wealth of experience and achievements alongside broad
insight as a corporate manager, as well as adequate knowledge of finance and accounting. Since assuming the position of Outside Director of the Company in June 2019, he has provided highly effective
supervision while supporting the determination of major corporate actions and quick and decisive execution on decision-making, based on his wealth of achievements and insights, etc., as a corporate
manager. He has been appointed as a director on expectations that he will help further strengthen the oversight function of the Board of Directors through these achievements and insights, etc.

DirectorPaul
Candland

Having been involved in management as the person responsible for the Asian region and Japanese arm of a global entertainment company, Mr. Paul Candland has a wealth of experience and achievements
alongside broad insight as a manager. Since assuming the position of Outside Director of the Company in June 2019, he has provided highly effective supervision while supporting the determination ofmajor corporate actions and quick and decisive execution on decision-making, based on his wealth of achievements and insights, etc., as a corporate manager. He has been appointed as a director on
expectations that he will help further strengthen the oversight function of the Board of Directors through these achievements and insights, etc.

Director

Hiromichi
Shinohara

Having been involved in management as a representative director of one of the largest communications and ICT companies in Japan, Mr. Hiromichi Shinohara has a wealth of experience and achievements
alongside broad insight as a corporate officer. He also has wide-ranging and in-depth knowledge of communications systems and electronics. Since assuming the position of Outside Director of theCompany in June 2021, he has provided highly effective supervision while supporting the determination of major corporate actions and quick and decisive execution on decision-making, based on his
wealth of achievements and insights, etc., as a corporate manager. He has been appointed as a director on expectations that he will help strengthen the oversight function of the Board of Directors throughthese achievements and insights, etc

Director

Naoko
Yoshizawa

Having been involved in management as an executive officer of one of the largest electronics and ICT companies in Japan and as the CEO of its overseas group company, Ms. Naoko Yoshizawa has a wealthof experience and achievements alongside broad insight as a corporate officer. She also has a high degree of expertise in digital and AI technologies. Since assuming the position of Outside Director of
the Company in June 2021, she has provided highly effective supervision while supporting the determination of major corporate actions and quick and decisive execution on decision-making, based on
her wealth of achievements and insights, etc., as a corporate manager. She has been appointed as a director on expectations that she will help strengthen the oversight function of the Board of Directors
through these achievements and insights, etc.

* Yamaha has registered six Outside Directors — Taku Fukui, Yoshihiro Hidaka, Mikio Fujitsuka, Paul Candland, Hiromichi Shinohara and Naoko Yoshizawa — as independent directors pursuant to Tokyo Stock Exchange provisions (as of June 23, 2022).

Yamaha Sustainability Report 2022

14

Sustainability Management

Human Rights andLabor Practices

Organizational Governance

The Environment

Fair Operating Practices

Expertise held by the Company’s Directors

Takuya Nakata

Finance andaccounting

IT and digital●●

Satoshi Yamahata●

Manufacturing,Marketing andtechnology, and
sales
R&D

●

Globalexperience

●

●

●

●

Taku Fukui

Outside

Yoshihiro Hidaka

Outside●Mikio Fujitsuka

Outside●Paul Candland

Outside●Hiromichi Shinohara

Outside

●

●

●

●

Naoko Yoshizawa

Outside

●

●

●

●

●

●

●
●

●

●

●
●

●

Major Activities by Outside Directors in the Year Ended March 31, 2021

Total meetings held
Outside Director
Taku Fukui
Outside Director
Yoshihiro Hidaka
Outside Director
Mikio Fujitsuka
Outside Director
Paul Candland
Outside Director
Hiromichi Shinohara
Outside Director
Naoko Yoshizawa

Community Involvement
and Development

Support system for Outside Directors

Corporate
Legal and risk
management managemen

Directors

Consumer Issues

Board of Directors

Nominating Committee

Audit Committee

Compensation Committee

14

4

16

4

.

.

.

.

Attended

14

16

Attendance rate*

100%

Attended

14

Attendance rate*

100%

Attended

14

Attendance rate*

100%

Attended

14

Attendance rate*

100%

100%

100%

Attended11

43

Attendance rate*

91.7%

Attended

12

Attendance rate*

100%

.

.

100%

.

.

4

.

4

.

.

.

100%

100%

.

.

16

.

.

.

.

.

.

.

Information Relating to Conflicts of Interest

4

.

.

Based on the Companies Act and Ordinances for the
Enforcement of the Companies Act, Yamaha Corporation has put
in place systems to secure the proper conduct of its businessactivities (hereinafter, Internal Control Systems). The aims ofthese systems are conducting business efficiently, securing
the reliability of reporting, securing strict compliance with laws
and regulations, preserving the value of Company assets, andstrengthening risk management.
The Company has structured the Internal Control Systems for theGroup as a whole, based on the "Group Management Charter,"which sets forth basic Group management policies, and the"Group Internal Control Policy," which sets internal control policy
for the Group. Regarding decisions on the status of management
and on issues with some degree of importance which may
have an effect on the management condition of the Group,
Subsidiaries are required to receive approval from the Company
in advance and report certain items to the Company.

.

4.

Development of Internal Control System

100%

.

.

In principle, materials for meetings of the Board of Directors areposted on the database system of the intranet at least three days
prior to ensure that Outside Directors can share information, andeach Outside Director receives explanations regarding proposals
if necessary. Details of deliberations at the Managing Council
and internal regulations are also shared through the same
database system.
In addition, the secretariat provides Outside Directors withinformation regarding major events at the Company and analyst
reports as needed.

.

100%

100%

.

.

13

.

.

.

When engaging in transactions with Directors, Executive
Officers, or close relatives thereof, necessary systems shallbe put in place and monitored to ensure that they are not
detrimental to Yamaha Corporation or its shareholders' common
interests. With the approval of the Board of Directors pursuant to
the Companies Act, the results of related party transactions shallbe reported after a transaction is completed.

100%

.

* The attendance rate denominator is the total number of meetings held during each person's term of service

Yamaha Sustainability Report 2022

15

Sustainability Management

Organizational Governance

Policy and Status Concerning Executive Officer
Remuneration
Remunerations for Directors
Individual amounts and policy regarding the compensation of
Directors and Executive Officers have been determined in theCompensation Committee, which is comprised of three Outside
Directors and one internal Director.
Compensation for Directors (excluding Outside Directors)
and Executive Officers will consist of (1) fixed compensation,(2) performance-linked bonuses, and (3) compensation in theform of restricted stock (restricted stock compensation). The
approximate breakdown of total compensation of (1), (2), and (3)will be 5:3:2.
(1) Fixed compensation is monetary compensation according to
job titles and is paid monthly.
(2) Performance-linked bonuses are monetary compensationaccording to job titles that is linked with consolidated profit
for the period and ROE for the current fiscal year and will becalculated, reflecting the individual's record of performance,in order to motivate individuals to contribute to enhancementof the Company’s performance. These bonuses are paid after
the completion of the applicable fiscal year. The individual’s
performance will be evaluated based on indicators of
performance set by business and function in each area theindividual is responsible for.
(3) Restricted stock compensation is share-based compensationaccording to job titles and is provided at the launch of theMedium-Term Management Plan with the intent of motivating
the Directors and Executive Officers to enhance corporate value
sustainably and having them share a common interest withshareholders. In order to motivate the Directors and Executive
Officers to achieve the Company’s performance goals in themedium term, one-third (1/3) of restricted stock compensation
is paid under the condition that an individual remains in theservice of the Company for a certain period and two-thirds (2/3)
of restricted stock compensation is linked to the Company’s
performance. The Company’s performance will be measured
using “core operating profit ratio,” “ROE,” and “EPS” asperformance indicators, giving equal weight to each of them,as described in the Medium-Term Management Plan. Transfer
restrictions shall remain effective until the retirement of Directoror Executive Officer or for thirty (30) years from the receipt of
restricted stock compensation for the purpose of aligning theinterests of the corporate officers with those of the shareholders
over a long period after the end of the MediumTerm Management
Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Community Involvement
and Development

Consumer Issues

Plan. In addition, a claw-back clause is included that will require
the return of all or a portion of restricted shares transferred to
officers on an accumulated basis to date, depending on the
responsibility of the officers in charge, in the event of serious
cases of accounting fraud and/or major losses during the
restricted period.
(4) Outside Directors will receive only the fixed compensation.

Amount of Remuneration and Other Compensation Provided to Yamaha Directors and Executive Officers (Year Ended March 31, 2022)
Compensation by Type (Millions of Yen)
Classification

Total Compensation(Millions of Yen)

Director
Outside Directors

78
78

78
78

Executive Officers

347

197

.

.

.

Performance-based
bonuses

Fixed Remuneration

Compensation in the formof restricted stock

Number of directors
and officers

7
7

.

.

.

.

119

.

31

.

5

.

.

* The above numbers include one Director who retired at the conclusion of the 197th Ordinary General Shareholders’ Meeting held on June 24, 2021.
* The total amount of compensation, etc., paid to the executive officers concurrently serving as directors is described in the section for executive officers.

Remuneration by Director (Year Ended March 31, 2022)
Compensation by Type (Millions of Yen)
Name

Total Compensation(Millions of Yen)

Takuya Nakata

139

Director category

President andRepresentative
Executive Officer

Company
category

Submitting
Company

Fixed
Remuneration

Performance-based
bonusesCompensationin the form of
restricted stock

77

50

12

* Only directors whose total consolidated remuneration is ¥100 million or more are listed.

16

Sustainability Management

Human Rights andLabor Practices

Organizational Governance

The Environment

Fair Operating Practices

Accounting Auditor

Community Involvement
and Development

Reflecting the Opinions of Stakeholders
in order to ensure that the duration of the engagement does notexceed a certain fixed period. In addition, another eleven (11)certified public accountants and thirty nine (39) assistants help
the aforementioned three certified public accountants conduct
the auditing work.

The Company employs Ernst and Young ShinNihon LLC as its
accounting auditor. Three certified public accountants belonging
to the said audit corporation, conduct the accounting audits of
the Company. The said audit corporation has already introduced
a voluntary shift system for designated and engagement partners
Compensation for Accounting Auditor in Fiscal 2021 and 2022
Fiscal 2021

Fiscal 2022

Compensation based on
audit certificate services(Millions of yen)Compensation based on
non-auditing services(Millions of yen)Compensation based on
audit certificate services(Millions of yen)

Filing Company

125

2

120

Consolidated affiliates

21

19

21

19

Total

147

21

142

19

Classification

Consumer Issues

.

.

.

.

.

.

Compensation based on
non-auditing services(Millions of yen)

.

.

.

.

.

Notes: Other important compensation:
Fiscal 2022: A part of overseas consolidated subsidiaries of Yamaha Corporation paid ¥110 million yen in compensation based on audit certificate services to accounting firms, etc. that
do not belong to the same auditing accounting auditor network as Yamaha Corporation.
Fiscal 2021: A part of overseas consolidated subsidiaries of Yamaha Corporation paid ¥98 million yen in compensation based on audit certificate services to accounting firms, etc. that
do not belong to the same auditing accounting auditor network as Yamaha Corporation.

A System to Reflect the Opinions of Stakeholders in Management
In addition to the respective dialogue with shareholders andinvestors, Yamaha Corporation gives presentations on its
medium-term management plan and quarterly earnings forsecurities analysts and institutional investors, provides businessbriefings, and conducts facilities tours and gives presentations
to individual investors. The Company also posts its management
plan and the explanatory materials used in earnings
presentations on the Company website.
The results of the dialogue with shareholders and investors arereported to the Board of Directors by the Director, Executive
Officers, or Operating Officers responsible on a timely basis,and they will be appropriately reflected in the management of
the Company, leading to the Group's sustainable growth andenhancing enterprise value over the medium-to-longer term.
Additionally, the voting is analyzed for each resolution at theOrdinary General Shareholders' Meeting, and this is reported to
the Board of Directors.
Information Disclosure and IR Activities(Communication with Shareholders and Investors)

Corporate Governance Policies/Report
In accordance to the provisions of the Tokyo Stock Exchange
and the Corporate Governance Code, the Company has created apolicy and report which describes our thoughts and systems forcorporate governance.
Corporate Governance Policies (PDF: 360 KB) Revised on June 22, 2022
Corporate Governance Report (PDF: 757 KB) Revised on June 23, 2022

Yamaha Sustainability Report 2022

17

Sustainability Management

Organizational GovernanceCompliance
Compliance Promotion System andCompliance Code of Conduct
The Yamaha Group has positioned compliance among its mostimportant management themes for fulfilling its responsibility to
stakeholders and society and for achieving sustainable growth.
We practice compliance management with a focus on ensuringstrong legal compliance, adherence to social norms, and a highlevel of corporate ethics.
The Compliance Code of Conduct puts forth a code for guiding
the actions of all members of the Yamaha Group as thefoundation for compliance management. Since the establishmentof the code in 2003, ongoing revisions have been implemented inreflection of changes in environmental and social conditions, andthe code has been translated into multiple languages.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Other measures for ensuring good compliance include internal
education and training programs, employee questionnaires,and the development of compliance helplines, which are madeavailable to full-time, dispatch, and other employees.
Compliance Promotion System

Education and Awareness-Raising Regarding Compliance
Code of Conduct

Compliance Management Frameworks andPromotion System
The Working Group for Compliance, an organization positioned
within the Risk Management Committee, which is an advisory
body to the president that is chaired by a managing executive
officer, is a central organization in the promotion of compliance.
This working group discusses and decides on Groupwide
compliance-related policies and measures. In addition, theworking group is responsible for monitoring the activities ofdivisions and Group companies to ensure legal compliance andethical operations.

Yamaha Sustainability Report 2022

Community Involvement
and Development

Monitoring
The Working Group for Compliance conducts regular (onceper year) monitoring of the status of compliance systems
and compliance promotion at Company divisions and Group
companies to ensure that the business activities of the YamahaGroup are ethical and legally compliant. In 2021, compliancequestionnaires were administered to domestic Group employees.
These questionnaires are conducted once every three years. The
results of questionnaires are used to analyze the awareness ofdomestic Group employees from the perspectives of compliancerisks, and corporate culture. Moreover, organization-level
analyses are performed. The results of these analyses arereflected in measures to address issues and reform our corporate
culture.
Overview of Compliance System and Progress Monitoring
Activities

Compliance Code of Conduct

The Yamaha Group publishes booklets that describe in detail theCompliance Code of Conduct in order to promote education andraise awareness regarding the code. In Japan, physical booklets
are distributed and electronic booklets are made available via the
Company intranet to allow all full-time and dispatch employees(including part-time employees with employment contracts) toreview the content of these booklets at any time. These booklets
are also used as tools for compliance training and for workplace
training and education activities. Overseas Group companies
utilize booklets prepared in the respective language based on thebooklets available in Japan.

Consumer Issues

Scope

Yamaha Corporation divisions and 47 Group
companies

Details

Reviews of compliance promotion systems,
compliance helplines, and report numbers

Frequency

Once per year

Working Group for Compliance Activities
Major Activities
Four meetings in fiscal 2022
Details• Confirmation of Groupwide compliance promotion status• Examination of measures for promoting Compliance Code of
Conduct awareness• Enhancement and improvement of effectiveness of compliancehelplines• Review of activities for preventing abuses of power, a priority
activity theme for fiscal 2022, and discussion of themes forfiscal 2022

Note: Figures are for the questionnaire conducted in April 2021.

Overview of Employee Questionnaires

Scope

Approximately 8,500 full-time, seconded, anddispatch employees (including contract and parttime employees with employment contracts) of
Yamaha Corporation

Details

Questions for tracking employee complianceawareness and conditions by organization

Frequency

Once every three years

Note: Figures are for the questionnaire conducted in October 2021.

18

Sustainability Management

Organizational GovernanceTraining and Education
Training and Education via Online Contents and Seminars
The Yamaha Group distributes accessible, easy-to-understandonline compliance education contents for employees in Japanon a monthly basis. For example, employees in Japan are given
access to Compliance News, which explains concepts in fourpanel comic strips; Compliance Quizzes; and Compliance MiniTests. Available via the Company intranet, these contents allow

Compliance training for new managers

Human Rights andLabor Practices

The Environment

Fair Operating Practices

users to efficiently learn about key compliance points in a shortamount of time.
In light of the COVID-19 pandemic, training and education
programs for domestic Group employees were conducted
online or in small groups. Focuses of these programs included
acquiring compliance-related knowledge, developing skills for
instructing subordinates, and improving communication between
supervisors and subordinates.
In fiscal 2022, rank-based human resource training was

Consumer Issues

Community Involvement
and Development

conducted eight times and attended by 301 participants,
onboarding training for mid-career hires was held six times for 15
individuals, and other training programs took place seven times
with 86 participants, making for a total of 21 trainings for 402
employees.

Compliance training for new employees (image provided
by dot Co., Ltd.)

Harassment prevention training for managers

Yamaha Sustainability Report 2022

19

Sustainability Management

Organizational GovernanceCompliance Helplines
The Yamaha Group has established compliance helplines foraddressing compliance-related consultations and reports.
These helplines can be used to receive support via the internet,
telephone, fax, email, or standard mail. Objective investigations
are conducted to confirm the validity of any reports or
consultations indicating potential compliance violations, andresponse and disciplinary measures are decided based on thefindings of these investigations.
In Japan, three helplines are available: the Yamaha Compliance
Hotline, an external consultation venue for domestic Group
companies operated by a subcontractor; an internal consultation
venue; and a venue for consultation with an external legal
firm. In addition, cards detailing the contact information forthese helplines are distributed to employees. We also promoteawareness and use of these venues through tools such as
posters and booklets as well as during training sessions. Internal
rules pertaining to the operation of compliance helplines
include provisions to protect whistleblowers by stating thatthose reporting in earnest are not to suffer reprisal as a result ofreporting. These helplines are available to full-time employees,
dispatch employees, and contracted staff. They may also be usedby the staff of subcontractors, sales agents, and other business
partners as well as by others involved in the business activitiesof the Yamaha Group.
Overseas, helplines have been set up at 34 overseas Group
companies, and Yamaha Corporation also provides a sharedGroup helpline offering support via the internet that is available
in 16 languages. In 2021, the establishment of dedicatedhelplines at overseas Group companies was advanced to improvethe effectiveness of the consultation venues of these companies.
Moreover, representatives from overseas Group companies were
instructed to promote awareness regarding these helplines
among employees, and the implementation status of hotlines
was monitored.

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Compliance Helpline System

Community Involvement
and Development

Consumer Issues

Number of Reports Received through Compliance Helplines
Name
provided

Anonymous

Total

FY201834

1347

FY201925

934

FY202054

FY2021

50

33

FY2022

44

43

。

。

。

。

。

。

。

。

。

12

66

。

。

。

。

83

。

87

。

Fiscal 2021: 83 reports

Harassment, employment issues, and other work-related mattersrepresented the majority of consultations and reports received
as of March 31, 2022. Internal rules stipulate that appropriate
response measures are to be taken when consultations orreports are received. These measures include confirming thevalidity of the claims, determining whether legal violations took
place, and taking any necessary corrective measures.
In fiscal 2022, no reports were received on incidents that
constituted serious compliance violations with the potential toresult in the Company being subject to massive fines or nonmonetary sanctions for violating social or economic laws.

Fiscal 2022: 87 reports

20

Sustainability Management

Organizational GovernanceRisk Management

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Risk Management System

Risk Management Initiatives
The Yamaha Group is engaged in efforts to develop and improve
its risk management promotion structure and systems in order
to boost risk response capabilities and to achieve healthy
and transparent management. The Group implements risk
management promotion based on the following policies.
1. We shall establish organizations and frameworks for risk
management and work to enhance responsiveness to risk inorder to maximize corporate value.
2. In risk management activities under normal circumstances,
we shall identify, evaluate, and mitigate risks and conduct
awareness-raising activities such as education and training toinstill a greater awareness of and foster a greater sensitivity
toward risks.
3. We shall prioritize people’s safety when risks manifest
themselves as crises and coordinate with local communities
to ensure sincere, appropriate, and speedy responses tominimize adverse impacts. In addition, we shall strive toensure the stable supply of products and services, continue
business to the greatest extent possible, and contribute to thesustainable development of society.
4. After addressing risks, we shall analyze the reasons theyoccurred and how they were addressed in order to ensure they
do not occur again.

Promotion System
Under the supervision of the Board of Directors, Yamaha
Corporation has established the Risk Management Committee as
an advisory body to the president. The committee discusses risk
management-related matters from a Companywide perspective
and reports the results of these discussions to the president. In
addition, the Working Group for BCP and Disaster Prevention
Management, Working Group for Financial Management,
Working Group for Compliance, Working Group for Export
Control, and Working Group for Information Security have been
established under the Risk Management Committee. These
working groups set activity policies and monitor activities related
to important Companywide themes. The effectiveness andpromotion status of risk management frameworks are verified
and monitored via reports from executive officers to the Board of
Directors.
Yamaha Sustainability Report 2022

Download21

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Business Risk Categories

Approach Toward Risk Management
The Risk Management Committee categorizes the various
risks identified in relation to the Yamaha Group’s business
into four categories: External Environment Risks, Strategy
Risks, Operational Risk (Business activities), and Operational
Risk (Support activities). The materiality of risks is assessed
based on the projected scale of damages and frequency ofmaterialization. In addition, the level of control is evaluated foreach risk category, material risks requiring priority response
are identified, and the divisions responsible for managing theserisks are designated in order to promote risk mitigation activities
and thereby improve overall risk control levels. The table below
provides additional information on risk categories.
Business Risks

Risk Map

Yamaha Sustainability Report 2022

22

Sustainability Management

Organizational Governance

Climate Change Countermeasures
In June 2019, the Yamaha Group declared its endorsement of therecommendations of the Task Force on Climate-related Financial
Disclosures (TCFD) and commenced initiatives for analyzing theimpact of climate change on its finances and disclosing related
information. For information regarding disclosure based on therecommendations of the TCFD, please refer to the following link.

Human Rights andLabor Practices

Consumer Issues

Community Involvement
and Development

Initiatives in fiscal 2022
Basic policies
and rules

Refined BCP manuals and other provisions
and implemented measures for reducing
potential damages

BCP
formulationand training

1. Implemented improvements to theprocedures for enacting swift business
continuity measures in times of
emergency in the emergency response
headquarters that are responsible
for Groupwide emergency response
measures2. Conducted general and local
emergency response headquarters
drills tailored to teleworking
3. Revised, evaluated, and improved therisk-specific BCPs established for all
global Group companies with a focus
on business continuity

Infrastructuredevelopment

1. Established facility-specific security
standards and commenced measures
for reinforcing security provisions
2. Formulated the Yamaha Equipment
Earthquake Resistance Standards andapplied standards to new equipment at
the time of introduction
3. Introduced an employee safety checksystem and performed regular drills
to ensure effectiveness in times of
emergency
4. Implemented disaster countermeasurestargeting critical facilities

Business Continuity Management

COVID-19
pandemic
response
measures

Yamaha Sustainability Report 2022

Fair Operating Practices

Major Initiatives

Endorsement of TCFD Recommendations

In preparation for large-scale natural disasters, fires, infectious
disease pandemics, and other emergency situations, the YamahaGroup has formulated business continuity plans (BCPs) and
implements other business continuity management efforts. The
Working Group for BCP and Disaster Prevention Management,
which is chaired by a managing executive officer and positioned
under the Risk Management Committee chaired by the president,
has been established as an organization for formulating business
continuity policies for responding to natural disasters andother emergency situations. In addition, Group policies andrules for responding to natural disasters and other emergency
situations have been developed. In the event of an emergency,
an emergency response headquarters will be set up to examine
potential measures for ensuring Groupwide business continuity.
In addition, the Group BCP Policies & Rules establish basic
policies, duties, and rules to minimize the effect on business
when a risk event occurs, such as a natural disaster, through therapid implementation of appropriate countermeasures.

The Environment

1. Set up the emergency response
headquarters to address the COVID-19
pandemic, which collected informationfrom Group companies and regions
around the world to be shared within
the Group
2. Sent relief items to Group companies
3. Implemented measures for preventing
the spread of COVID-19 at workplaces(installation of partitions in cafeterias
and online meeting booths)

COVID-19 pandemic response measures (left: online meeting booths; right: cafeteria
partitions)

Financial Management
The Yamaha Group is globally promoting internal control
activities centered around financial management, such as
the Groupwide standardization of operational processes. The
Working Group for Financial Management is responsible for
confirming that operations across the entire Group follow theGroup Internal Control Policies & Rules and other regulations.
Compliance
The Working Group for Compliance, an organization positioned
under the Risk Management Committee, which is an advisory
body to the president, is a central organization in the promotionof compliance. Chaired by a managing executive officer,
this working group both promotes compliance in the Groupand monitors the business execution of divisions and Group
companies to ensure legal compliance and ethical operations. It
also executes measures to maintain healthy business activities
through employee education, awareness-raising, questionnaires,and the establishment of whistleblowing and consultation
helplines.
Compliance

Export Control
The Yamaha Group has established provisions for trade security
control in its Compliance Code of Conduct as compliancemeasures pertaining to international trading.
The Working Group for Export Control has been establishedand export control regulations and import and export procedure
regulations have been formulated as part of efforts to develop a
process for managing exports.
8-3 National Security-Related Trade Control

23

Sustainability Management

Organizational Governance

Information Security
The leakage of personal information and other important
information held by a company has the potential to not only
damage third parties but also become a case of gross negligencethat can harm the company’s reputation.
The Yamaha Group perceives information security as a criticalaspect of risk management. The Working Group for Information
Security, an organization chaired by an operating officer thatis positioned under the Risk Management Committee, which isan advisory body to the president, has put together a policy on
information management and is working to enhance the qualityof this management by keeping track of the current management
system while identifying vulnerabilities and guiding efforts toaddress them. The Yamaha Group conducts training based on
the Group IT Policies & Rules, which define basic IT management
policies, and the Group Personal Information Protection Policies& Rules, which contain provisions related to the protectionof personal information, to ensure employees understand theimportance of preventing inadvertent data leaks while taking
precautions to protect against hacking by third parties.
9-8 Utilization and Management of the Company’s Information Systems
Personal Information Protection

Occupational Health and Safety and Environmental Risk
Management
In order to prevent occupational accidents and environmental
pollution, the Yamaha Group performs risk assessments
at factories and other business sites. In addition, regularmonitoring, audits, emergency response training, and otheractivities are carried out under the guidance of dedicatedoccupational health and safety and environmental preservation
staff members.
Health and Safety
Prevention of Pollution

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Information Disclosure(Dialogue with Shareholders and Investors)
Policies Regarding Dialogue with Shareholders andOther Investors
The Yamaha Group conducts appropriate disclosure andconstructive dialogue with shareholders, investors, and otherstakeholders in accordance with the following policies and codesof conduct in order to drive its ongoing growth and medium- tolong-term improvements in corporate value.
Dialogue with Shareholders and Investors(Chapter V of the Corporate Governance Policies)
2-1 Accurate Accounting Records and Financial Reports
2-2 Timely Disclosure of Information

IR Activities
The Yamaha Group strives to disclose information in a fair
and timely manner for the benefit of institutional and private
investors around the world. Rules for disclosure are set forthin the Disclosure Policy, which is available on the Company’s
corporate website.
Disclosure Policy

Website for Investors
The investor relations (IR) section of Yamaha’s corporatewebsite (available in English and Japanese) provides upto-date information on our business, including businessstrategies, information on medium-term management plans,earnings reports, financial data, and annual reports, along withnewsletters. In fiscal 2022, the IR section of our website received
a number of honors, namely a 2021 Internet IR Commendation
Award (Daiwa Investor Relations Co. Ltd.), recognition as a AAA
website in the overall category of the 2021 homepage rankingof all listed companies (Nikko Investor Relations Co., Ltd.), anda silver award in the ranking of companies with superior IR
websites (Gomez). These honors reflected the evaluation of thewebsite’s extensive selection of corporate and management
information.

Community Involvement
and Development

Consumer Issues

such as quarterly results briefings and other regular events
as well as business briefings for securities analysts andinstitutional investors, factory and facility tours, and explanatory
meetings for private investors, which are held as needed. The
opinions and information gathered through engagement withshareholders and other investors are shared internally among therelated departments, and these findings are reflected in our IR
activities and in the execution of management.
Major Activities
Targetaudience

Frequency

Times heldin fiscal
2022

Financial results
briefings

Securities
analysts
Institutional
investors

Quarterly

4

Business
briefings

Same as above

Irregularly

0

Factory andfacility tours

Same as above

Irregularly

0

Individual
meetings

Same as above

Approx. 200
times a year

250

Overseas
investor visits

Overseas
institutional
investors

Three times ayear (UnitedStates, Europe,and Asia)

0

Medium-term
management
plan briefings

Securities
analysts
Institutional
investors

As needed

0Company
briefings forprivate investors

Privateinvestors

Irregularly(in Japan)

2

Investor Relations

Major IR Activities
Yamaha promotes engagement with shareholders and otherinvestors in both Japan and overseas through various activities

Yamaha Sustainability Report 2022

Online company briefing for private
investors

Financial results briefing24Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

ESG Investment Initiatives

Shareholder Returns and Retained Earnings

Yamaha Corporation has been included in domestic andoverseas environmental, social, and governance (ESG) indices*1
and ESG funds based on the consideration it exercises for theenvironment and for society.
For more details, please refer to the following website.

The Company’s shareholder returns and retained earnings
policies are explained in the following link.
Shareholder Returns

Shareholder Benefits

External Recognition*1 ESG indexes compile companies evaluated as exhibiting excellence in terms ofboth profitability and sustainability and track the movements of their stock prices.

THE INCLUSION OF YAMAHA CORPORATION IN ANY MSCI INDEX, AND THE USE
OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN, DO
NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF YAMAHACORPORATION BY MSCI OR ANY OF ITS AFFILIATES. THE MSCI INDEXES ARE THE
EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEX NAMES AND LOGOSARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATESFTSE Russell (the trading name of FTSE International Limited and Frank Russell
Company) confirms that Yamaha has been independently assessed according to the
FTSE4Good criteria, and has satisfied the requirements to become a constituent of
the FTSE4Good Index Series. Created by the global index provider FTSE Russell,
the FTSE4Good Index Series is designed to measure the performance of companies
demonstrating strong Environmental, Social and Governance (ESG) practices. The
FTSE4Good indices are used by a wide variety of market participants to create andassess responsible investment funds and other products.

Yamaha Corporation has introduced special incentive programsfor shareholders to express our appreciation for their daily
support and to foster greater understanding and support for
Yamaha’s business. Shareholder benefit programs are available
only to residents of Japan.
Shareholder Benefits (in Japanese only)

Credit Ratings (As of March 31, 2022)
Rating and Investment Information, Inc.

A+

Japan Credit Rating Agency, Ltd.

AA-FTSE Russell confirms that Yamaha Corporation has been independently assessed
according to the index criteria, and has satisfied the requirements to become aconstituent of the FTSE Blossom Japan Index. Created by the global index anddata provider FTSE Russell, the FTSE Blossom Japan Index is designed to measure
the performance of companies demonstrating strong Environmental, Social andGovernance (ESG) practices. The FTSE Blossom Japan Index is used by a wide variety
of market participants to create and assess responsible investment funds and otherproducts.

FTSE Russell confirms that Yamaha Corporation has been independently assessed
according to the index criteria, and has satisfied the requirements to become aconstituent of the FTSE Blossom Japan Sector Relative Index. The FTSE Blossom
Japan Sector Relative Index is used by a wide variety of market participants to create
and assess responsible investment funds and other products.

Yamaha Sustainability Report 2022

25

Sustainability Management

Organizational Governance

Human Rights andLabor Practices
Yamaha recognizes that the foundation of responsible company
activities is respect for human rights. In addition to complying
with the standards in the human rights and labor sections ofglobal compacts, we respect diversity in employment and humanresource utilization, promote work-life balance, conduct various
human resource development programs, and strive to establish
an environment where workers are able to sufficiently express
their sensitivity and creativity through communication between
employees and management.

Respect for Human Rights
Basic Policies Regarding Human Rights
The Yamaha Group’s basic policies regarding human rights aredescribed in the Yamaha Group Human Rights Policy and in the
Yamaha Compliance Code of Conduct. Based on these policies,
all Group companies are required to conduct their businessactivities with integrity and founded on respect for human rights.
In addition, suppliers are expected to adhere to the Yamaha
Supplier CSR Code of Conduct, which stipulates requirements
for respect for human rights and appropriate labor practices.
The Yamaha Group Human Rights Policy was approved by thepresident and was based on advice from experts, opinions fromGroup companies, and discussion by the Managing Council of
Yamaha Corporation.
Moreover, Yamaha Corporation is a signatory of the United
Nations (UN) Global Compact and thus endorses its principles
regarding respect for human rights.
Yamaha Group Human Rights Policy
Yamaha Compliance Code of Conduct(3-7 Prohibition Against Forced Labor and Child Labor,
4-1 Respect for Human Rights and Prohibition Against Discrimination)
Yamaha Supplier CSR Code of ConductSupport for the UN Global Compact

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Promotion of Human Rights Due Diligence
The Yamaha Group is committed to responsibly addressing thepotential impacts of its business activities on human rights andpromotes human rights due diligence for this purpose.
We assess our activities across the value chain based oninternational norms on human rights and on the self-assessment
items of the UN Global Compact and actively engage in dialogue
with stakeholders and experts. Through this process, we identify
and specify the human rights risks apparent in our business. Since
2019, the Yamaha Group has worked to identify the material humanrights issues faced in different industries through participation in
the Stakeholder Engagement Program of Caux Round Table Japan.
Our involvement in this project helped us identify themes related
to human rights issues pertaining to raw material procurement(illegal logging), workers in the Group and across the supply
chain, customers (product and service safety, protection of
personal information), and the residents of communities in which
the Group has business sites. With a focus on these themes, theGroup inspects the implementation status of the related rules,
incorporates necessary items into regulations and guidelines froma human rights perspective, and carries out comprehensive humanrights assessments performed by monitoring the compliancestatus with such regulations. Moreover, in February 2022 webegan working with experts to improve the Group’s human rights
due diligence activities and better identify material human rights
issues based on contemporary trends and the characteristics ofour business.
In addition, the Working Group for Human Rights, Diversity, Equity,and Inclusion was established in 2021 as part of the Companywide
Sustainability Committee. Chaired by the executive generalmanager of the Human Resources and General Administration
Unit and with members from major relevant divisions, this working
group is responsible for overseeing human rights due diligence
activities.
Engagement with Stakeholders

Consumer Issues

Community Involvement
and Development

Consultation and Whistleblowing Systems
The Yamaha Group solicits opinions and issues reports bytelephone and through the online inquiry form available on its
corporate website. In addition, the Group has set up compliancerelated consultation and whistleblowing systems for use by
employees (including contract employees, part-time employees,
dispatch employees, and subcontractors) inside and outsideof the organization. Employees are able to receive consultationor make reports regarding harassment and other human rights
issues through these systems.
Consultation and whistleblowing protocols have been
established in accordance with internal regulations to protect
those who report so that the Yamaha Group can defend
whistleblowers’ interests. Consultations and reports areinvestigated swiftly and fairly, while protecting the privacyof those who report as well as of the alleged offender, andinstructions are issued and other corrective measures aretaken should problematic behavior be identified. Even in cases
in which strong requests for confidentiality from those whoreport or the offender restrict investigations, the Group will takewhatever steps possible to improve its workplace environment as
it seeks to rectify the issue and implements measures to prevent
reoccurrence.
To ensure that reports can be received from various countries
and regions, we have developed multilanguage email forms. We
also provide information on consultation systems in compliancewith standards booklets and other internal publications toentrench awareness of these reporting options. In addition,
Group companies began establishing their own external
consultation systems in 2021 with the goal of providing more
effective reporting options. Representatives at these Group
companies were asked to promote awareness with regard
to these systems among employees and to monitor the
implementation status of these systems.
We have also established dedicated consultation systems forsexual minorities to provide consultations to help alleviate theconcerns and address the issues faced by members of thisgroup.
Helpline Operation

26

Sustainability Management

Organizational Governance

Respect for Employees’ Human Rights
Fair and Impartial Hiring
In hiring and employment practices, the Yamaha Grouppractices fair selection and ensures the absence of any form of
discrimination based on the Yamaha Group Diversity & Inclusion
Policy in order to provide employment opportunities to a diverse
group of people. In addition, Yamaha’s decisions regarding
employee evaluations and compensation are made in accordancewith fair rules using criteria such as the ability to perform tasks,
job responsibilities, and achievements. We also carry out training
for managers involved with evaluations in order to ensure theirability to make accurate assessments.
3-5 Fair Evaluation and Compensation
4-1 Respect for Human Rights and Prohibition Against Discrimination
Promotion of Diversity and Inclusion
Human Resources Development
Yamaha Group Diversity & Inclusion Policy

Respect for Worker Rights
The Yamaha Group observes international treaties andregulations and practices respect for the rights of workers,
including the rights to freedom of association, freedom ofenrollment or non-enrollment in labor unions, collective
bargaining, and peaceful assembly. Opportunities are provided
for workers to engage in frank discussions with management
without fear of discrimination, reprisal, coercion, or harassment,
and labor and other agreements are respected.
Communication with Employees

Appropriate Wages and Working Hours
The Yamaha Group has established regulations stating thatwages are to be set that do not fall below the minimum wage or
the standard living wage of the respective region. In addition, theGroup complies with legal standards when determining working
hours and days, and steps are taken to reduce overall working
hours in order to prevent long or excessive working hours.
Promotion of Work–Life Balance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Consideration of Human Rights in the Supply Chain

Prevention of Harassment
The Yamaha Group has defined in its Compliance Code of
Conduct its strict prohibition of harassment, an act that
undermines people’s human rights. Also, Yamaha Corporationand domestic Group companies make it clear that harassment
is a form of misconduct warranting discipline and disclosureof the names of offenders, taking a stern stance toward all
violations of human rights. The Group has also establishedcompliance-related consultation and whistleblowing systems
and institutes training sessions, seminars, and other education
programs with the goal of fostering a workplace environment
free of harassment. In order to prevent power harassment andother forms of harassment, manager training programs are
implemented with a focus on acquiring harassment-related
knowledge, developing skills for instructing subordinates,
and improving communication between supervisors andsubordinates.
We are also enhancing the education materials we provide
to employees through means such as the production of the
Yamaha Compliance Essentials, which are training tools forpromoting increased understanding of our code of conduct,
and the bolstering of monthly compliance-related information
communications. In fiscal 2022, compliance questionnaires
were administered to domestic Group employees. These
questionnaires are conducted once every three years. The resultsof these questionnaires were used to analyze harassment risks
on an organizational level, and the findings were reflected inefforts to address identified issues and improve our corporate
culture.
3-2 Prohibition Against Harassment
Human Rights Education

Labor-Related Compliance Violations
None of the compliance consultations or reports received infiscal 2022 indicated violations of labor regulations or otherserious compliance violations that are equivalent to such
violations.

In the interest of furthering its policy concerning human rights
throughout its supply chain, the Yamaha Group is making thefollowing efforts:• Establish CSR measures, including human rights, in theselection requirements for suppliers• Request that suppliers comply with the Yamaha Supplier CSR
Code of Conduct, which defines practices related to humanrights and labor (specified in the Transaction Agreement), andthat suppliers carry out self-assessments based on the code of
conduct (correction is requested as needed) as part of humanrights due diligence
Promotion of Social Responsibility in the Value Chain
Yamaha Supplier CSR Code of Conduct

Prohibition of Forced and Child Labor
The Yamaha Group Compliance Code of Conduct prohibits any
form of forced labor or labor by children under the minimum
age permissible by law. In addition, the Yamaha Group Laborand Human Rights Specialized Rules , which were establishedbased on internal regulations, define the following measures forpreventing forced labor and child labor.
• Confirmation of work credentials of foreign nationals• Investigation of whether fees are being imposed on workers thatcreate the risk of forced labor• Prohibition of requests that employees submit passports andother identification documents and restrictions on usage• Prohibition of inappropriate restriction of access to restrooms
and right to free movement during breaks or after work
• Respect for employees’ right to resign freely given that theysubmit prior notification• Management copies of valid identification documents and otherdocuments that allow for confirmation of employees’ ages
• Prevention of workers under 18 from being assigned duties thatwould adversely impact their health or safety
In addition, the Yamaha Supplier CSR Code of Conduct defines
our prohibition of forced labor and child labor and requests
that our business partners adhere to these requirements. We
also ask business partners to perform self-assessments using
questionnaires and, based on the results, ask for improvement
measures when necessary.
3-7 Prohibition Against Forced Labor and Child Labor
Yamaha Supplier CSR Code of Conduct

Yamaha Sustainability Report 2022

27

Sustainability Management

Organizational Governance

Human Rights Education
The Yamaha Group encourages all employees to view humanrights as an issue that directly relates to them, and human rights
education programs are implemented to help us exercise ourcorporate responsibility to respect human rights. E-learning
programs based on the Yamaha Human Rights Guidebook, which
was published in 2019 and is available in Japanese and English,
are held at domestic Group companies during the international
Human Rights Day and Japan’s Human Rights Week. These
programs function as opportunities for all employees to thinkand learn about potential human rights violations that may occur
during their daily business activities and steps to be taken toprevent said violations. In fiscal 2022, 4,950 individuals took partin these programs.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Group Labor and Human Rights Specialized Rules specify thecontent required for human rights education programs. Domestic
and overseas Group companies are encouraged to spearhead
their own human rights education programs, and the progress ofthese programs is monitored.
Furthermore, the following training and education programs are
conducted in order to raise human rights awareness.
• Provision of human rights-related information pertaining to theGroup via the intranet as well as related e-learning programs• Quiz-style harassment prevention information programs
conducted via the intranet• Training sessions and workshops on workplace human rightsrelated themes (CSR procurement seminars for purchasing
representatives, human rights violation prevention workshops
for public relations representatives)• Publication of guidebooks in Japanese and English fordeepening understanding on how to produce advertisementsthat are more mindful of diversity• Seminars for officers and all other Group members

Consumer Issues

Community Involvement
and Development

Promotion of Diversity and Inclusion
Yamaha Group Diversity & Inclusion Policy
The Yamaha Group is advancing diversity, equity, and inclusion
initiatives based on the following policy.

Yamaha Group Diversity & Inclusion Policy
The Yamaha Group believes that the diversity of people
who differ in age, gender, sexual orientation, gender
identity, disability, nationality, race, culture, values, lifestyle, and career background is the source of new value
creation. It also seeks to further strengthen, grow, anddevelop its corporate competitiveness by respecting andusing each individuality.** Due to the differences in legislation and customs in different countries,
we respect every law and, above all, respect all cultures and customs

Promotion Systems and Action Plans

Yamaha Human Rights Guidebook (Excerpt)

Yamaha Sustainability Report 2022

Since 2016, the Company’s personnel department has leadefforts to promote diversity, equity, and inclusion through theestablishment and implementation of three-year diversity andinclusion action plans for individual domestic Group companies
and the sharing of examples of best practices between
companies. In addition, the Working Group for Human Rights,
D&I (later renamed the Working Group for Human Rights,
Diversity, Equity, and Inclusion) was established under the
Sustainability Committee, an advisory body to the president,
in 2021. This working group is tasked with deciding directives
for Groupwide diversity, equity, and inclusion visions, mediumto long-term targets, and measures and with monitoring thestatus of promotion of these measures throughout the Group.
Meanwhile, overseas Group companies will be expected toestablish action plans starting from fiscal 2023. These plans will
be used to guide diversity, equity, and inclusion initiatives thatare founded on the conditions and cultures of the respective
companies and on regional cultures.

28

Sustainability Management

Organizational GovernanceSupport for Women’s Careers
As one facet of its diversity management efforts, the YamahaGroup strives to develop a workplace environment and systems
that are conducive to the careers of women. We are moving
ahead with measures for supporting the careers of female
employees based on an action plan targeting a Groupwide
average of 19% for the ratio of female employees in management
positions to be accomplished by 2025.
In January 2021, the Working Group for Gender Equality wasestablished under the Human Resource Development Committee
as an advisory body to the president. This working group istasked with offering advice regarding various initiatives fordiversifying management through the ongoing cultivation of
female leaders and with guiding the implementation of these
initiatives. Reports are issued to the president with regard tothese efforts.
Also in 2021, Yamaha joined the 30% Club Japan, an international
campaign aimed at promoting healthy gender balances inboards of directors, managements teams, and other corporate
decision-making bodies, based on its support of the goals of thiscampaign. We also announced our endorsement of the goals of
the Women’s Empowerment Principles and signed a statement
pledging to act based on these principles. Such commitmentsby senior management shape our efforts to develop workplaceenvironments that allow all employees to realize their fullpotential.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Community Involvement
and Development

Yamaha Corporation is endeavoring to support the careersof female employees through the proactive recruitment andpromotion of women, the provision of an expanded array ofopportunities for developing skills, and the cultivation of acomfortable workplace environment. We are also implementing
training on unconscious biases and other education programs to
support these efforts. The Company is currently in the processof implementing the third phase of the three-year action planestablished based on the Act on the Promotion of Female
Participation and Career Advancement in the Workplace inMarch 2022. Domestic Group companies are also developing andimplementing action plans based on the aforementioned law.

Action Plan of Yamaha Corporation
Yamaha Corporation will enact the following action plan in orderto develop a corporate culture and workplace environment thatallows all employees to exercise their talents.
1. Period
April 1, 2022–March 31, 2025
2. Challenges for Yamaha Corporation
Challenge 1: Recruitment of Female Employees
Low representation of women among engineers andemployees in their late 30’s and early 40’s is creating a needto effectively recruit the female employees that can shape
the future of the Company.
Challenge 2: Development of Female Leaders
Representation of women in management and corporate
officer positions is low in comparison to men, and there isthus a need to increase this representation.
Challenge 3: Awareness Raising and Corporate Culture
Reforms
Mutual understanding must be cultivated among female
employees and their supervisors and workplaces in orderto ensure that women do not face restrictions on theiropportunities to contribute due to life events.
3. Targets for March 31, 2025 (figures in parentheses are
as of March 31, 2022)
Ratio of women among new recruits
25.0% or more (15.3%)
Ratio of female employees in management positions
9.5% or more (7.1%)

Yamaha Sustainability Report 2022

Consumer Issues

4. Initiatives and Timing
Initiative 1: Increasing of Ratio of Women Among New
Recruits• Broader candidates will be targeted and understanding forrecruitment requirement will be promoted among interviewers(starting in April 2022).
• Medium- to long-term internship programs will be provided
to broaden the scope of recruitment avenues and increase
recruitment of women with scientific backgrounds (starting in
September 2022).
• Post-recruitment training programs, including practical training
programs based on specific work processes, will be enhanced(starting in June 2023).

Initiative 2: Support for Training and Career Development
Based on Individual Circumstances• Internal mentoring programs will be introduced to foster female
candidates for future management positions (starting in June2022).
• External mentoring and coaching programs for female managers
will be utilized (starting in June 2022).
• Frameworks will be installed for promoting the autonomous careerdevelopment of all employees (starting in August 2022).

Initiative 3: Workplace Awareness Reforms and Support for
Helping Women Network In-House• Workshops for workplace leaders and division heads will bearranged (starting in May 2022).
• Unconscious bias training will be provided to all employees(starting in May 2022).
• Support will be offered to female managers to help build andutilize in-house networks (starting in May 2022).

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Average Number of Years of Continuous Employment(Comparison between Japan Average*1 and Yamaha Corporation*2)
There is no difference in the average number of years ofcontinuous employment between men and women, and theaverage number of years of continuous employment for womenfor the Company is approximately 10 years longer than the
average for Japan.

Platinum “Kurumin” certification markrecognizing support for developing future
generations

Intranet Website Disseminating
Diversity and Work-Life Balance
Information

Ratio of Female Employees in Management Positions(Yamaha Corporation)*3

Principal Indicators Related to Support for Women’s Careers
Ratio of Employees by Gender(Yamaha Corporation, FY2022)*1 Nationwide numbers are from results of the 2021 Basic Survey on Wage Structure.
*2 Statistics for Yamaha Corporation are as of March 31, 2022.

Rates of Female Employees Acquiring Childcare Leave
Acquisition and Returning to Work After Childcare Leave(Yamaha Corporation)
Note: As of March 31, 2022

Yamaha Corporation has maintained rates of female employees
acquiring maternity and childcare leave and returning to workfrom said leave of nearly 100%. Moreover, the Company has
maintained Platinum “Kurumin” certification, a system basedon the Act on Advancement of Measures to Support Raising
Next-Generation Children, in recognition of its efforts to develop
systems and a workplace environment that are conducive toworking while pregnant and after giving birth.

*3 As of March 31 each year

Data by year is shown on the Social Data page.

Rates in Fiscal 2022

Yamaha Sustainability Report 2022

30

Sustainability Management

Organizational GovernanceInternational Women’s Day Initiatives
In conjunction with International Women’s Day on March 8,
2022, Yamaha uploaded a brand promotion video entailed“Women Who Make Waves” onto its corporate website. This
video was a celebration of the contributions of women to themusic industry and placed a spotlight on the diverse rangeof women this industry is home to. In addition, the YamahaGroup enlisted three female artists, one for Japan, one fromthe United Kingdom, and one from Saudi Arabia, to provide
messages on their passion toward music and their thoughts
about being a woman in the music industry as part of a global
project.
Meanwhile, Miki Oikawa, president of POLA Inc., was invited
to take part as a guest in an online seminar based on thetheme of sensitivity and gender in management strategies.
At this seminar, Ms. Oikawa gave a presentation on theimportance of empowering women as part of diversity
management, initiatives that can be implemented toward
this end, and POLA’s history of ambition to the roughly
300 attendees. After the presentation, the employees inattendance took part in an online discussion forum throughwhich they shared their everyday thoughts regarding genderequality and diversity.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Women Who Make Waves promotional
image

Online discussion forum

Yamaha Sustainability Report 2022

Community Involvement
and Development

Global Human Resource Utilization

Employment of People with Disabilities

The development and utilization of organizations and humanresources capable of driving global business development isimperative to the Yamaha Group. For this reason, locally hired
employees are appointed to important positions at Groupbases around the world. For example, the president of Yamaha
Corporation of America is a U.S. citizen, and is also an operating
officer of Yamaha Corporation. There are also presidents withGerman, French, Austrian, and U.S. nationality at companies
that joined the Yamaha Group through acquisitions. To promote
the global utilization of human resources, we are managing
important positions that are integral to management in a globally
integrated manner while developing succession planning
frameworks that optimally position human resources regardlessof nationality. The Company has also put forth a mediumterm target of increasing the representation of non-Japaneseindividuals among corporate officers. In addition, we aresystematically cultivating personnel capable of practicing global
management through the strategic development of candidates
for core positions, including future managers.
Furthermore, Yamaha Corporation is hiring employees fromoutside Japan, and as of the end of March 31, 2021, 44 nonJapanese employees were employed by the Company. The
Company is striving to acquire a wide range of human resources
by setting a target for hiring employees from outside Japan anddisseminating recruitment information in English.
(Information on the number of non-Japanese employees isavailable on the Social Data page.)

Yamaha Corporation is promoting employment for people withdisabilities while also developing working conditions conduciveto active participation by these employees. The Company strives
to encourage independence for people with disabilities andto achieve a society of coexistence, and it works to increase
the skills of such employees and raise awareness within the
Company. As of March 1, 2022, 78 people with disabilities were
employed at Yamaha Corporation, of which 41 were assigned to
Yamaha Ai Works Co., Ltd. The employment ratio of people withdisabilities has remained above 2.3% since fiscal 2015, exceeding
the level mandated by the revised Act on Employment Promotion
etc. of Persons with Disabilities instituted in March 2021.

Utilization of Senior-Citizen Employees
Online seminar by President Oikawa(right) of POLA Inc.

Consumer Issues

Yamaha Corporation and its domestic subsidiaries offer a systemthat provides willing employees with the opportunity to continue
working beyond age 60. Through this program, employees cancontinue working until they are 65 (188 individuals were using
this system as of March 31, 2022). (Data by year is shown on theSocial Data page.)
Yamaha Corporation revised this program in April 2020 to makefor a more focused system emphasizing ambition and roles. In
addition to establishing several work ranks and definitions basedon employee roles, the Company introduced goal management,
evaluation, and bonus systems and renewed benefit and leavesystems in line with those available to standard employees.

Employment Ratio of People with Disabilities*5, 6, 7

*5 As of March 1 of each year
*6 Scope: Yamaha Corporation, Yamaha Corporate Services
Corporation, and Yamaha Ai Works Co., Ltd.
*7 Employment ratio of people with disabilities calculated using
formula described by the Act on Employment Promotion etc.
of Persons with Disabilities

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Special Subsidiary*8 Yamaha Ai Works
Established in 1989, Yamaha Ai Works is contracted by
Yamaha Group companies to perform work tasks such asdata processing, printing, filling and sealing envelopes,
accounting, and benefit program and production-related
tasks. Additionally, this company dedicates efforts toactivities for informing and educating others about employing
persons with disabilities, holding learning sessions regarding
disabled employees and workplace tours both internally andexternally.

Excerpt from the Handbook at Work

Yamaha LGBTQ+ logo

External Recognition

External Recognition

PRIDE INDEX gold rating markReceipt of Highest Rating of Gold in 2021 PRIDE INDEX

Special subsidiary workplace tour and learning session (held in 2019)* Special subsidiaries are subsidiaries that meet the definition of the Act on
Employment Promotion etc. of Persons with Disabilities. These subsidiaries
must meet certain criteria, including those pertaining to the number and ratioof employees with disabilities. People with disabilities employed by such
subsidiaries are counted as employees of the parent company when calculating
its employment ratio.

Understanding and Initiatives for LGBTQ+ Individuals(in Japan)
The Yamaha Group is promoting understanding of and offering
support for members of the LGBTQ+ community as an allyin Japan in order to build a better place to work for LGBTQ+
individuals and other sexual minorities and ensure that ourbusiness activities respect diversity.
These efforts have been highly evaluated, and Yamaha
Corporation (headquarters in Japan) has been awarded thehighest rating of gold in the PRIDE INDEX, an index designed torecognize the initiatives of companies and other organizations
for supporting sexual minorities like members of the LGBTQ+
community, for three consecutive years.

For three consecutive years beginning with 2019, Yamaha
Corporation (headquarters in Japan) has been awarded with thehighest rating of gold in the PRIDE INDEX,*9 an index compiled
by work with Pride to recognize the initiatives of companies
and other organizations for supporting sexual minorities likemembers of the LGBTQ+ community. The receipt of this rating
was a reflection of the evaluation of initiatives such as thepromotion of understanding within the organization throughseminars for all Group employees, the production of a logo
and distribution of stickers to display that we are an ally of the
LGBTQ+ community, and the production of tools for promoting
understanding regarding the LGBTQ+ community in theworkplace. Other initiatives that contributed to the receipt of
this honor include the establishment of a consultation venue for
LGBTQ+ issues and revision of work and other regulations toinclude same-sex partners in the definition of family members
used for Company systems. Initiatives in fiscal 2022 specifically
included a global Groupwide campaign conducted in June, which
has been designated as LGBTQ+ Pride Month and is seen as atime for activities and events for promoting education regarding
the rights of members of the LGBTQ+ community. During thiscampaign we actively worked to empower sexual minorities
through social media and other venues.

Certification of Yamaha Corporate Services as a Platinum“Eruboshi” Company Pursuant to the Act on Promotion of
Women’s Participation and Advancement in the Workplace
Yamaha Corporate Services Corporation has maintained
certification as a Platinum “Eruboshi”*10 company since 2016.
Platinum “Eruboshi” is awarded to those “Eruboshi”-certified
companies that have met requirements indicating excellence interms of the accomplishment of general business operator action
plan targets and of initiatives for promoting the participation
and advancement of women in the workplace. Yamaha Corporate
Services has also received Platinum “Kurumin” certification
based on the Act on Advancement of Measures to Support
Raising Next-Generation Children in recognition of its proactive
efforts to develop an environment that is conducive to working
while raising children.
*10 “Eruboshi” is a program in which the Ministry of Health, Labour and Welfare
certifies companies that have formulated action plans for the promotion of
women’s participation and advancement in the workplace based on the Act on
Promotion of Women’s Participation and Advancement in the Workplace enacted
in April 2016 and that have conducted excellent initiatives in this area.

*9 Launched in 2016 by work with Pride, an organization that is assisting inthe spread and popularization of diversity management pertaining to sexual
minorities, the PRIDE INDEX is Japan’s first index for recognizing the initiativesof companies and other organizations for supporting sexual minorities suchas members of the LGBTQ+ community. In this program, the ratings of bronze,silver, and gold are assigned through evaluations based on five categories: action
declarations, internal sexual minority communities, education activities, humanresource systems and programs, and social contribution and public relations
activities.
Platinum “Eruboshi” certification markExternal Recognition
Yamaha Sustainability Report 2022

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Sustainability Management

Organizational Governance

Promotion of Work–Life Balance
Basic Policy
In order to realize both expanded business activities andlifestyles that offer personal fulfillment, we will proactively
promote work–life balance that respects a wide range of values
and lifestyles.
People can use the extra time created by increases in thequality and productivity of work in many different ways, which indoing so leads to the enhancement of the overall quality of life
while energizing both body and mind. This energy can provide
the power for new value creation, and serves as a source ofcontinued good work, the enhancement of corporate value, andthe realization of an enriched personal life. We will work toward
the creation of this type of virtuous cycle at Yamaha.

Promotion System
The Yamaha Group has established the Work–Life Balance
Promotion Committee, which is jointly run by labor andmanagement, to guide its efforts to reduce total working hours
and establish and enhance work–life balance support systems.
Furthermore, each department formulates a work–life balanceaction plan and is rolling out activities aimed at realizing
workstyles that are self-directed and productive.

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Prevention of Excessive Working Hours
The Yamaha Group is promoting awareness and building
structures for the purpose of realizing self-directed, highly
productive workstyles. Through these efforts, we aim to reduce
overtime and weekend work, both causes of excessive working
hours, while enhancing our leave systems and promoting their use.
To reduce total working hours, Yamaha Corporation establishedguidelines for overtime through a labor–management agreement.
Based on these guidelines, monthly working hours are monitored,
and prompt warnings are issued to divisions deemed to be at riskof surpassing the limits set in the guidelines. In addition, the limits
for monthly working hours described in these guidelines are being
reduced in a phased manner. In fiscal 2022, the Company set
targets of less than 60 hours of average monthly overtime and lessthan 540 hours of average yearly overtime. Specific initiatives for
reducing working hours include the introduction of flextime systems
and arranging days in which everyone is encouraged to go homeon-time every week or every two weeks. In addition, we have set
goals for the number of days of paid leave acquired each year andare encouraging systematic leave acquisition through a joint labor–
management effort. To further encourage leave acquisition, we reachout to people who have not taken a sufficient number of days off aswell as their supervisors and conduct follow-up monitoring whileremaining considerate of individual work circumstances. We havealso arranged days in which all employees were encouraged to takethe day off to ensure that leave is taken. In addition to annual paid
leave days, we are developing a system for assorted types of leave,
including leave related to bereavement or celebration as well as
consecutive days of leave given upon company transfers, reachingretirement age, or reaching an auspicious age for the objective ofenhancing the personal lives of employees and supporting themduring major life events. These initiatives for reducing working hours
and encouraging leave are being sequentially deployed throughout
domestic Group companies.

Consumer Issues

Community Involvement
and Development

Fiscal 2022
Total working hours per person at Yamaha Corporation
amounted to 1,940.7 hours in fiscal 2022. In addition, we haveset a target of having an average of 15 or more days of paid leave
a year acquired from fiscal 2017 onward. Leave acquisition rates
are rising every year, and, as a result of these efforts, the average
number of paid leave days used in fiscal 2022 was close to thistarget at 14.8.
Data on total working hours and other data by year is shown on
the Social Data page.

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Sustainability Management

Organizational Governance

Establishment and Enhancement of
Work–Life Balance Support Systems
The Yamaha Group is establishing and improving work–lifebalance support systems to respond to the varied circumstancesof individual employees. The use of these systems is being
promoted by spreading awareness among employees. In
addition, Yamaha Corporation has formulated an action plan
based on the Act on Advancement of Measures to Support
Raising Next-Generation Children. The advancement of this plan
led to the Company receiving Platinum “Kurumin” certification*in 2016 (please see “External Recognition” for details).
In fiscal 2021, the Company introduced systems that allow
employees to work fewer days a week or shorten hours for the
purpose of receiving medical treatment to support employees inbalancing their work with their treatment.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Childcare and Nursing Systems (Comparison with legal standards)
SystemMaternity leave

Legal standards
42 days before birth (98 days for multiple births), 56
days after birth

Yamaha Corporation
56 days before birth (98 days for multiple births), 56
days after birth

Difficult birth leave

Number of days instructed by physician during
pregnancy or within one year of birth

Birth support leave

Five days within a period spanning from 14 days before
spouse gives birth to 14 days after spouse gives birthChildcare leave

In principle, until child becomes one year old (in special Until child becomes two years old (however, for children
circumstances, this may become one year and six
born in April, until the end of April after the childmonths or two years)
becomes two years old)Child nursing leave

Children not yet enrolled in elementary school

Until the end of March of the child’s first year inelementary school

Reduced working
hours for childcare

Until the child becomes three years old

Until the child completes third grade in elementary
schoolExemption fromovertime hours forchildcare

Overtime work limited until the child becomes three
years old

Exemption from required overtime work until the childcompletes third grade in elementary school
Leave that can be acquired in hour, half-day, or fullday increments for nursing care, childcare, infertility
treatment, or other purposesLife support leave
Applicable scope fornursing care system

Spouse, child, mother, father, spouse’s mother orfather, grandparent, sibling, or grandchild

Relative within two degrees of relation

Leave of absence fornursing care

Up to a total of 93 days per applicable family member(possible to split into up to three leaves)

Up to one year per applicable family member (possible
to postpone for up to six months)

Reduced working
Two times or more within three years of start of use
hours for nursing care (separate from leave of absence for nursing care)

Until end of nursing care duties

Shortened work week
for nursing care

Exemption from one work day per week until end of
nursing care duties

Leave for nursing care

Five days per applicable family member; 10 days for two
Five days per applicable family member
or more persons

Reduced working
hours for undergoingtreatment

Until treatment is over

Shortened work
week for undergoingtreatment

Until treatment is over

* Information on the usage status of the childcare leave system is shown on the Social Data page.
The rates of use of childcare leave and of return to work by women have been at least 90% in recent years.

Yamaha Sustainability Report 2022

34

Sustainability Management

Organizational Governance

Establishment of On-Site Daycare Facilities
Yamaha Corporation has established an on-site daycare facility(Oto no Ie) at its headquarters.
Since 2019, Yamaha Group employees have continued to use
this facility, which is operated based on a unique program that is
distinctive of Yamaha’s commitment to providing opportunities
to encounter and engage with sound. Through this facility, theCompany aims to make it even easier for employees to return
to work, and, because their children are nearby, enable them tobetter focus on their work.

On-site daycare facility (Oto no Ie)

Rehiring Programs
Yamaha Corporation offers rehiring programs that can be used toflexibly accommodate employee life events.
Rehiring Program for Family Members Accompanying
Spouses on Overseas Assignment
In fiscal 2009, Yamaha Corporation introduced a system torehire employees who left the Company in order to accompany a
spouse on an overseas assignment after returning to Japan. The
scope of this system, which was previously limited to individuals
who spouses were Yamaha Corporation employees, wasexpanded in fiscal 2017 to include individuals who spouses were
working for Yamaha Group companies. In addition, this system isavailable for employees accompanying spouses who do not workfor Yamaha Group companies on overseas assignments, with alimit of five years from their retirement.
Since the program started in fiscal 2009, a total of 37 employees
have submitted applications before retiring. Of that number, 20(as of March 31, 2022) have been rehired after returning to Japan.

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Rehiring Program for Workers Committed to Nursing CareIn July 2016, Yamaha Corporation introduced a system thatallows an employee to be rehired if they retired to provide
nursing care for a family member. In such cases, the valid reemployment period is within five years of said retirement date.

Consumer Issues

Acquisition of Certification Related to Support for Developing
Future Generations*CertificationDateacquiredMain measures implemented

Aug.
2008

• Extension of childcare leave
period, etc.
• Implementation of more flexible
reduced working hours forchildcare system• Mandatory Group paid leave
program, etc.

Aug.
2014

• Work–life balance seminar• Implementation of All Go Home at
the Same Time Day, etc.

Jun.
2016

• Encouragement of male
employees to take paternity leave• Shortening of working hours, etc.

Improvement of Motivation and Workplace Comfort
Yamaha Corporation is revising its systems and frameworks withthe goal of realizing self-directed, highly productive workstyles
while also improving employee motivation and workplace
comfort. For example, we are enhancing our telework systems
as well as our childcare and nursing care support systems forall employees. At the workplace level, efforts have included
refining work processes and streamlining meetings. Throughthese efforts, we aim to develop flexible systems and workplaceenvironments that are accommodating of the circumstancesof individual employees. The hope is to allow our employees toexercise their skills while maintaining good physical and mental
health and living enriching work and personal lives. Furthermore,a system was introduced in October 2021 that allows employees
to work in remote locations to accommodate individuals who
would normally be forced to live away from their family for work
purposes. We also expanded the range of areas from which
individuals can commute should they need to provide nursing
care to family members. We therefore hope to allow suchindividuals to continue exercising their skills.
Information on Yamaha Corporation’s workstyle reform initiatives
are communicated to Group companies through the intranet,
and we have thus seen a rise in domestic Group companies
implementing similar initiatives.

Community Involvement
and Development“Kurumin”

Platinum“Kurumin”* “Kurumin” is a Ministry of Health, Labour and Welfare system for certifying
companies based on the Act on Advancement of Measures to Support Raising
Next-Generation Children. Company action plans and performance are reviewed
in accord with the Act for Measures to Support the Development of the Next
Generation. Certified companies are allowed to display the “Kurumin” mark.
Platinum “Kurumin” is a system that certifies, among the companies that haveacquired the “Kurumin” mark, companies that conduct initiatives to support work–
life balance at or above a specific standard.

External Recognition
Yamaha Corporation has formulated an action plan based on
the Act on Advancement of Measures to Support Raising NextGeneration Children. Through the advancement of this plan, theCompany was able to receive “Kurumin” certification in 2008 andPlatinum “Kurumin” certification* in 2016.
In 2018, Yamaha Corporate Services Corporation (then Yamaha
Business Support Corporation) received “Kurumin” certification,and this company went on to earn Platinum “Kurumin”
certification* in 2020.

Platinum “Kurumin” certification markrecognizing support for developing future
generations

External Recognition

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Sustainability Management

Organizational GovernanceCommunication with Employees
Basic Policy
The Yamaha Group observes international treaties andregulations and practices respect for the rights of workers,
including the rights to freedom of association, freedom ofenrollment or non-enrollment in labor unions, collective
bargaining, and peaceful assembly. Opportunities are provided
for workers to engage in frank discussions with management
without fear of discrimination, reprisal, coercion, or harassment,
and labor and other agreements are respected. Furthermore, in
exercising the Yamaha Philosophy, employees and management
strive to achieve favorable relationships based on ample
communication.
3-3 Favorable Employer-Employee Relationships

Labor–Management Dialogue
One of the policies contained in the Yamaha Group Policies is“maintenance and construction of a healthy labor–management
relationship,” and the Group conducts labor–management
dialogues between management and the labor unions or
employee associations set up in each Group company. At
Group companies in Japan, labor–management council andliaison conference meetings are held regularly to discuss thestatus of operating results and labor affairs as well as businesschallenges. In addition, Group companies are aiming to
improve work–life balance and create better work environments
through the joint efforts of employees and management. At
overseas Group companies, dialogues between employees
and management are proceeding in accordance with thelabor laws of each country. At Yamaha Corporation, joint
management council meetings are held regularly so that criticalmanagement issues can be examined and discussed between
labor and management. These meetings allow participants tohear from labor unions about current working conditions andengage in lively discussions. The administration and revisionof various programs related to human resources and labor
are conducted after thorough discussion based on labor andmanagement’s perceptions of the issues at hand. The resultsof these discussions are communicated to employees throughthe reports issued by companies and labor unions. In addition,
labor agreements stipulate that changes to business operations
with the potential to materially impact employees, such as
relocations stemming from organizational or position changes or
Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

staff reallocations, warrant prompt notification to labor unions
or labor–management discussions. Labor union officials also
participate in the running of systems that have a significant
impact on employees, such as corporate pension funds, healthinsurance unions, the Mutual Aid Foundation, and employee
stock ownership plans.
The Human Resources Division of the Yamaha Corporation
monitors Group companies to ensure that labor and management
communicate effectively with each other in accordance with

Community Involvement
and Development

Consumer Issues

the Yamaha Group Policies, and requests for corrective action
are issued when needed. Furthermore, Education Guidelines forLabor and Labor–Management Relations have been establishedto ensure that the managers of Group companies and others inmanagerial positions properly understand the rights of workers
and are able to build healthy and stable labor–management
relationships. Education programs are monitored to confirm thatmanagers are being trained in accordance with these guidelines.

Yamaha Corporation Labor and Management Conferences and Committee Meetings
Name

Frequency

Joint
Management
Council

Twice per year
(August and February)Company: President, directors in charge ofbusinesses (office head)
Unions: Central Executive Committee

Companywide management issues

Monthly

Company: Director in charge of laboradministration, Human Resources Division(department managers and personnel in chargeof labor administration)
Unions: Central Executive Committee

Monthly topics(tentative settlement report and labor
conditions)

Business Site
Labor andManagement
Committee

Monthly

Company: Business office managers, businessoffice division administrators
Unions: Branch Executive Committee(Central Executive Committee)

Monthly production and sales trends bydivision; reports on labor conditions

Allocation
Committee

Twice per year
(May and November)Company: Human Resources Division(department managers and personnel in chargeof compensation)
Unions: Central Executive Committee

Pay raises and bonuses

Company: Human Resources Division(personnel in charge of labor administration)
Unions: Central Executive Committee

Measures for reducing long and late-nightworking hours, encouraging the acquisitionof paid vacation days, constructing andimproving systems to support work–lifebalance, and various other initiatives
related to work–life balance

Company-wide
Productionand Sales
Committee

Work–Life
Balance (WLB)
Promotion
Committee

As necessary;
reports published atleast once a year

Participants

Main topics

Note: In addition to the above, meetings of the Overseas Work Committee, discussions of annual operation schedules, report briefings on the business outlook for individual
departments, and labor–management discussions on Company/division policies and on measures to address issues that come to light at union meetings are held.

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Sustainability Management

Human Rights andLabor Practices

Organizational Governance

Rate of Unionization*1, 2 (As of March 31, 2022)

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Labor–Management Communication

Yamaha Corporation (includes employees
seconded to other companies)

77%

Domestic Yamaha Group companies*3

50%*1 Managers are included in the calculated figures.
*2 The right to collective bargaining of labor unions is respected.
*3 Scope of statistics: Yamaha Music Japan Co., Ltd.; Yamaha Music Retailing Co.,
Ltd.; Yamaha Music Manufacturing Japan Corporation; Yamaha Fine Technologies
Co., Ltd.; and Yamaha Corporate Services Corporation

Data by year is shown on the Social Data page.

Employee Engagement Surveys
In fiscal 2022, the scope of employee engagement surveys
was expanded to include overseas employees. Accordingly,
in March 2022 surveys on employee engagement wereadministered to the approximately 12,000 employees ofdomestic and overseas Yamaha Group companies. The
response rate was 89%. These surveys were designed to
track metrics pertaining to organizations and employees andto identify issues so that this information could be used toenergize organizations, improve employee motivation andworkplace comfort, and ultimately spur the mutual growth of
employees and the Company.
Questions pertaining to employee motivation assessed
whether employees held pride in working for the YamahaGroup and felt that they were able to grow through theirwork. Questions pertaining to workplace comfort examinedcircumstances surrounding team relationships, cooperation
with colleagues and supervisors, and organization openness.
The findings of these surveys will be utilized going forward inorder to shape ongoing initiatives for improving the Company
and its organizations.

Yamaha Sustainability Report 2022

The Environment

Labor–Management Information Sharing and Exchanges
Yamaha Group companies promote communication with labor
unions and employee associations in order to foster cultures of
earnest, mutual understanding between labor and management.
In Japan, we engage in labor–management information sharing
and exchanges together with the Yamaha Union Conference,*4
which is formed by the labor unions and employee associationsof domestic Group companies, through regular labor andmanagement liaison meetings.

Yamaha Portal site

Yamaha Awards program in which
awards are presented by the president*4 The Yamaha Union Conference was established in September 1990. Along withdeepening solidarity among members of the Yamaha Group, the conference works
to further the development of organizations, create better working environments,
improve labor conditions, conduct social contribution activities, and exchange awide range of information aimed at enriching personal lives.

Promotion of Employee Relations
As part of its employee relation activities, the Yamaha Group
provides information via internal newsletters, its intranet, andsignage. The Group magazine, which is issued and distributed by
the Public Relations Division of Yamaha Corporation, offers swift
notification of policies and strategies related to management
and business activities. This magazine also covers topics fromvarious departments and Group companies in order to share
information across the entire Group. In China and Southeast
Asia, where the Group positions production sites, regional
internal newsletters are issued in Chinese and Indonesian. In
addition to information on the Group as a whole, information ona range of initiatives, including operational improvement andhealth and safety activities at Group production companies, isprovided to contribute to the mutual development and senseof oneness of Group companies. In October 2021, the Group’s
prior intranet sites were consolidated and reorganized to form
the new Yamaha Portal. This Group portal site is used for thetimely transmission of important management information andalso consolidates notifications, division-specific postings, andother information for internal use; provides introductions ofGroup activities around the world; and functions as a venue forpromoting communication among Group employees.
These information provision initiatives are complemented byefforts for invigorating internal communication and improving
employee engagement. Examples of these efforts include the
Yamaha Day global event held around the anniversary of theCompany’s founding and discussions between the president andemployees held via online conference systems.

Online conference between the president and employees

Yamaha Day global event

PASSION Group magazine

Regional internal newsletters

37

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Family Factory Tours
Yamaha Group production sites inside and outside of Japan
hold family factory tours for employees’ families. In addition toobserving workplaces and production processes, these tours
provide an opportunity for families to deepen their understanding
and interest in the Group through hands-on experience of the
products manufactured at factories and through mini-concertsby employees themselves.

Company introductions and factory tours(Tianjin Yamaha Electronic Musical Instruments, Inc. (left) and
Xiaoshan Yamaha Musical Instruments Co., Ltd. (right) in China)

Yamaha Sustainability Report 2022

Hands-on experience of manufactured products(PT. Yamaha Music Manufacturing Indonesia (left) and PT. Yamaha
Indonesia (right) in Indonesia)

38

Sustainability Management

Organizational Governance

Health and Safety

Human Rights andLabor Practices

The Environment

Activity policies(Key points of activities)

Occupational safety

Prioritize health and safety overeverything

Transportation
accidents

Eliminate accidents largely
attributable to negligence andpractice defensive driving

Health management

Standards and Basic Policy for the Group Safety and
Health Management Policies & Rules
The management and employees of the Group
companies shall view maintaining the health and safetyof all people connected with Yamaha business activities
as a priority in all work and shall work together toward
promoting the creation of labor environments that are
healthy, safe, and comfortable.

Targets for Fiscal 2022

Community Involvement
and Development

Fiscal 2022 Performance• Less than 54 total occupational accidents• 64 total occupational accidents• Zero accidents resulting in fatalities orcasualties• 3 accidents resulting in fatalities orcasualties• Less than 48 total transportation accidents• 60 total transportation accidents• Zero serious accidents attributable tonegligence during business activities• 8 serious accidents attributable tonegligence during business activities

Improve health management and• Regular health checkup rate consistently
workplace environment to ensure
at 100%safety in the workplace

Health and Safety Management System
At the Yamaha Group, the Industrial Safety and HealthCommittee is responsible for health and safety management
at all Group companies. Overseen by a director and managing
executive officer of Yamaha Corporation and comprised ofrepresentatives from business sites and major Group companies
as well as the head industrial physician, the committee meets
twice a year to receive progress reports on and review theGroup’s health and safety initiatives and to discuss and decidepolicies and action plans. In addition, at the start of each fiscal
year in April, the Groupwide Health and Safety Convention isheld. This convention includes the distribution, to domestic andoverseas employees, of messages from the president and theheads of labor unions as well an overview of activities from theprevious fiscal year and explanations of policies and targets forthe current fiscal year from the respective managers. The videos
distributed as part of the convention reiterate the importanceof health and safety in developing workplaces offering peace ofmind in accordance with the basic policy of prioritizing healthand safety over everything.

Video message from the president

Yamaha Sustainability Report 2022

Consumer Issues

Activity Policies, Targets, and Performance

Basic Policy
The Yamaha Group believes that one of its most importantmanagement issues is ensuring the health and safety of its
employees. The Group promotes health and safety activities
based on the Standards and Basic Policy for the Group Safety
and Health Management Policies & Rules, which can be foundbelow, and we aim to continually enhance the level of our healthand safety.

Fair Operating Practices• Regular health checkup rate of 100% forfour consecutive years

Acquisition of Certification for Occupational Health and
Safety Management System
The Group Safety and Health Management Policies & Rules
defines our commitment toward maintaining the healthand safety of all people connected with Yamaha businessactivities, and we are moving forward with the codification andstandardization of the rules and activities necessary for fulfilling
this commitment. Occupational health and safety management
is practiced targeting everyone working at the Yamaha Group,
including full-time employees, contract employees, dispatch
employees, and subcontractors, and the Group is working toacquire certification for its occupational health and safety
management system at musical instrument and audio equipment
production sites. In addition, internal auditors are fosteredthrough ongoing training so that these individuals can perform
audits to assess whether the rules and activities stipulated byoccupational health and safety management systems are being
properly implemented. Currently, 60 such internal auditors are
employed by the Yamaha Group.

Explanation of fiscal 2021 activities andfiscal 2022 policies from a business
unit head39

Sustainability Management

Organizational GovernanceISO 45001-Certified Sites• Yamaha Music Manufacturing Japan Corporation• Hangzhou Yamaha Musical Instruments Co., Ltd.
• Xiaoshan Yamaha Musical Instruments Co., Ltd.
• Tianjin Yamaha Electronic Musical Instruments, Inc.
• Yamaha Electronics (Suzhou) Co., Ltd.
• PT. Yamaha Music Manufacturing Indonesia• PT. Yamaha Music Manufacturing Asia
• PT. Yamaha Musical Products Indonesia• PT. Yamaha Musical Products Asia
• PT. Yamaha Electronics Manufacturing Indonesia• Yamaha Music India Pvt. Ltd.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Occupational Accidents Prevention Measures
In fiscal 2022, the number of occupational accidents at domestic
Group companies and overseas production sites was 64 (ofwhich 36 required time off from work), higher than the target of54, and there were no fatalities.
Occupational Accident Frequency Rateexaminations are confirmed twice a year to avoid applicable
employees from being overlooked due to relocations or changes
in work responsibilities. In addition, health examinations testingfor specified chemicals are conducted with a wider scope oftarget chemicals and more stringent defined limits than those
stipulated in legal requirements.
*1 Self-directed health and safety diagnoses entail self-evaluations looking
at approximately 80 items to ascertain compliance status and guide selfimprovement efforts.

Machinery and Equipment

Formal Labor Agreement Concerning Safety and HealthYamaha Sustainability Report 2022

Community Involvement
and Development

The Yamaha Group requires that safety inspections be performed
by inspection committee members prior to the start of operationof machinery or equipment newly introduced at production
sites and of equipment that has been upgraded, renovated, or
relocated. These inspections look for defective areas while also
providing guidance regarding operating procedures, material
processing methods, and handling of solvents and chemicals.

Note: Certification has been acquired for 11 (73.3%) out of 15 musical instrument andaudio equipment production sites (as of April 30, 2022).

The formal labor agreement that Yamaha Corporation has withthe labor union states, “The Company must take all necessary
measures to ensure safe, healthy conditions at its factories
and improve its work environments while union members must
uphold all rules concerning safety and health. The Company
and union shall also work together to improve union members’
knowledge of safety and health.” The agreement also establishes
provisions concerning matters such as the Safety and HealthCommittee, dangerous and injurious work, medical examinations,and accident compensation.

Consumer Issues

Risk Assessments

Potential injuries that may occur at the Yamaha Group,particularly at production sites, include cuts and scratches aswell as employees becoming clamped by or caught in factoryequipment or machinery, falling, or being involved in otheraccidents. Safety inspections of machinery and equipment are
performed to prevent such occupational accidents. The Groupalso conducts risk assessments, safety patrols, and self-directed
health and safety diagnoses.*1 In addition, we are taking steps
to improve workplace safety through facility and equipment
inspections and chemical substance management while also
performing health and safety training and drills for employees
and establishing and implementing Group standard safety rules.
As well, certain jobs present a risk that employees may sufferfrom lower back pain, cervicobrachial disorders, or poisoning,coniosis, or other disorders as a result of coating, grinding,or polishing processes. With the goal of preventing suchdisorders, specialized health examinations are administered to
employees engaged in specified work processes in a targetedand effective manner. The employees taking part in these

The Yamaha Group positions risk assessments as animportant practice for preventing workplace danger risks from
actualization. Based on this recognition, the Group engages in
activities to prevent occupational accidents. These activities
focus on assessing risks with regard to work content and work
environments while putting in place measures corresponding
to the degree of risk. Also, before commencing new work
procedures, all potential risks are assessed and measures are
implemented to mitigate risks and reduce the burden placedon employees. Currently, the Group is providing education on,
and ensuring the implementation of, risk assessments at Group
companies and production sites in Japan and overseas.

Remote risk assessment (PT. Yamaha Musical Products Asia)

40

Sustainability Management

Organizational Governance

Safety Monitoring
In addition to on-site surveys at ISO 45001-certified sites, safety
monitoring is conducted at Group companies under the guidanceof the Human Resources Division of Yamaha Corporation, which
oversees Groupwide health and safety management. Staff
possessing expert techniques or certifications related to healthand safety conduct checks of workplaces and compliance withhealth and safety management systems. The sites at which
patrols will be conducted are selected over a cycle of a few
years.
Patrol numbers are shown on the Social Data page.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Meanwhile, three discussion forums were held in Indonesia toshare information on COVID-19 cases and infection prevention
measures among work sites. In fiscal 2022, all meetings took
place remotely for the purpose of preventing the spread of
COVID-19 as we continued efforts to share information among
work sites.

Details of Safety Monitoring• Health and safety level checks based on a health and safety
management analysis table (approximately 80 items focusing
on the level of health and safety management systems,
regulations, and standards)• Workplace inspections to check health and safety measuresand to correct and provide guidance on problematic areas
Self-Directed Health and Safety Diagnoses
The Yamaha Group’s non-production companies in Japan
carry out self-directed health and safety diagnoses that focus
on compliance with legal requirements and are based on thenumber of employees. Based on the results of diagnoses,
Yamaha Corporation health and safety managers provide
feedback and give support for improvement measures. In fiscal
2022, diagnoses were carried out at 46 sites.
Diagnosis numbers are shown on the Social Data page.

Consumer Issues

Community Involvement
and Development

Chemical Substance Management
In the production process, there are some tasks that require
employees to handle chemicals with the potential to cause bodily
harm. Accordingly, Yamaha Corporation is taking a number ofmeasures to prevent illnesses, such as improving workplaceenvironments and equipment, requiring that workers undergo
legally mandated medical examinations, and supplying protective
equipment. Additionally, training is provided to workers to enable
them to wear protective equipment correctly. The Company isalso conducting risk assessments of workplaces that handlechemical substances in order to mitigate the related risks.
In fiscal 2022, there were no occupational accidents associatedwith processes that entailed the handling of chemical
substances.
Establishment and Standardization of Rules

Remote information exchange forum (Indonesia)

Production Site Facility and Equipment Safety Management
At production sites inside and outside Japan, Yamaha
Corporation facility management personnel conduct facility
safety surveys of production equipment to prevent accidents
and disasters on-site and to improve safety levels. Furthermore,
Yamaha Corporation regularly conducts evacuation drills andemergency response drills to prepare for disasters.

Yamaha Corporation has been systematically establishingsafety rules relating to people and their surroundings, such as
the expected attitude toward health and safety, a basic codeof conduct, and equipment standards. These rules have been
compiled into tools such as handbooks and portable cards tofacilitate their implementation. We are currently working totranslate each tool into multiple languages as we head toward
the Groupwide rollout of the Group standard rules with the aimof improving the level of health and safety and eliminating any
gaps in standards among Group companies.

Health and Safety Education
The Yamaha Group conducts health and safety education at thestart of each fiscal year for new employees at Group companies
in Japan in order to deepen their knowledge of health and safety,
transportation safety, and health management. In fiscal 2022,
these sessions spanned a total of around two and a half hours(over two sessions) and were attended by 127 participants.
In addition, information exchange forums for safety staff areheld at overseas production sites (in China and Indonesia)
in order to share information on rules and activities and to
facilitate standardization with this regard. In fiscal 2022,
monthly discussions were held in China regarding matters suchas progress in acquiring ISO 45001 certification, frameworks
for utilizing information on accidents within the Yamaha Group
at other sites, and other activities for preventing accidents.
Yamaha Sustainability Report 2022

Facility safety survey in Indonesia

41Sustainability Management

Organizational Governance

Employee Health Promotion Initiatives
The Yamaha Group places the health of its employees andtheir families as its top priority. Employee health is linked tohigher productivity and motivation and, consequently, to theenergization of organizations. Based on this recognition, we
implement various initiatives for promoting employee health.
The president of Yamaha Corporation issued the YamahaGroup Health Declaration in 2018. The declaration guides us inpromoting health management through health checkups, healthguidance, mental healthcare, measures for helping employees
stop smoking, and other initiatives for building safer and more
comfortable workplaces.

Yamaha Group Health Declaration"Sound Minds + Sound Bodies = Sound Living"

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Health Checkups
In addition to diligently offering general health checkups, which
are mandatory under Japanese law, the Yamaha Group uses
health checkups as opportunities to try to prevent lifestyle- andwork-related diseases based on the slogan of “regular healthcheckups are the start line, not the goal.” Since 2002, inhouse health clinics have performed regular health checkups
of employees (in the month of their birthday). On the morningof checkups, all employees undergoing checkups are provided
with guidance from physicians based on the results of their
checkups, other health guidance, and group health education.
The speed of this feedback, as well as the group healtheducation conducted based on a different theme each year,
have contributed to an increased level of health awareness andunderstanding among employees. Additionally, we take thoroughfollow-up measures based on checkup results. In fiscal 2022,
Yamaha Corporation and domestic Group companies had a 100%
examination completion ratio, while an industrial physician madework category decisions*2 for 100% of cases for both Yamaha
Corporation and the Yamaha Group.

Consumer Issues

Community Involvement
and Development

takers. This program was greatly expanded in 2012 by bolsteringcounseling systems and introducing training for managers on
how to approach individuals taking leave for a mental disorder.
As a result, we are now able to maintain rates of more than 80%
for employees returning to work after receiving leave for a mental
disorder for the first time.
Major Initiatives• Training for managers, supervisors, and new recruits frominternal industrial physicians and counselors• Return-to-work support program that connects occupational
health and safety staff, supervisors, managers, and humanresources personnel• Mental health counseling desk staffed by psychiatrists andclinical psychologists from outside medical institutions• Counseling desk provided by outside institutions through anexternal EAP*3 An external EAP is an employee support program that utilizes external specialists
to provide counseling to employees and their families for mental health issues,
help employees return to the workplace after leave for mental disorder, and offer
training to supervisors to promote healthy workplace environments within theirdivisions.

Rate of Employees Returning to Work after Receiving Leave
for a Mental Disorder for the First Time (Yamaha Corporation)• The health of our employees and their families isfundamental to allowing them to lead fulfilling lives,and is of the utmost importance to Yamaha.
• Yamaha will actively support initiatives in aid of
employee well-being, and will create safe, comfortableworkplaces.
• Yamaha employees and their families should maintainan awareness of their physical and mental health, andtake the initiative in acting to improve their wellness.
Takuya Nakata
President and Representative Executive Officer
April 2018

Yamaha Sustainability Report 2022

*2 Work category decisions by industrial physicians are based on Article 66.4, 5 of
the Industrial Safety and Health Act. In these decisions, the Company determines
the work category for health checkups for eligible employees based on anindustrial physician’s opinion.

Mental Healthcare
In order to maintain the mental health of its workers, Yamaha
Corporation is taking steps toward disease prevention bypromoting mental health activities based on the policies ofJapan’s Ministry of Health, Labour and Welfare. Furthermore,
a return-to-work support program was introduced in 2009that connects industrial physicians, nurses, and contracted
psychiatrists working in coordination with an external Employee
Assistance Program (EAP)*3 counselor as a form of aid for leave42

Sustainability Management

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Measures for Helping Employees Stop Smoking
Yamaha Corporation views encouraging employees to stopsmoking as a top priority for protecting the health of employees.
Since 1998, we have continued to help employees quit
smoking through advice offered during health checkups aswell as individualized support for employees desiring such aid.
Moreover, smoking was completely prohibited on the premisesof the Company’s headquarters in April 2020 and later on thepremise of all domestic Group companies. As a result of theselong-term initiatives, the percentage of smokers among all
employees declined from 36.2% in 1998 to 11.1% in fiscal 2022.
Ratio of Smokers among All Employees (Yamaha Corporation)* As of March 31 each year

By prohibiting smoking at all domestic Group companies andproviding advice for quitting smoking and individualized carewhen desired, the Group is seeking to further lower the ratioof smokers and thereby help accomplish Goal 3 of the United
Nations Sustainable Development Goals (SDGs): “Ensure healthy
lives and promote well-being for all at all ages.”
Data on the ratio of smokers including Group companies isshown on the Social Data page.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Measures for Preventing Spread of Infectious Diseases
Preventing the spread of infectious diseases that can have asignificant social and economic impact, such as HIV and AIDS,
tuberculosis, and malaria, is a global issue. Recognizing theimportance of this issue, Yamaha Group production sites inSoutheast Asia are practicing effective hygiene management
in workplaces, cafeterias, and break spaces while also taking
environment-related steps such as pest extermination. In
addition, notification of the infectious disease risks of therelevant areas is provided to employees going on overseas
business trips as well as to employees stationed overseas andtheir families, and immunizations for hepatitis A, hepatitis B,
tetanus, rabies, and measles and other prevention measures arerecommended prior to departure from Japan.
In fiscal 2022, the Yamaha Group continued to promoteteleworking and basic precautions for preventing the spreadof COVID-19 in response to the ongoing global pandemic. In
addition, we encouraged early vaccination, and approximately
7,500 employees elected to receive COVID-19 vaccinations attheir workplace in July 2021. Elsewhere, we worked together
with the government of Indonesia to provide vaccinations
for employees as well as for members of their families andsubcontractors (factory workers, janitors, cafeteria workers,
drivers, etc.) at Group business sites. These activities and therelevant information were shared with domestic and overseas
Group companies via the intranet to encourage global action as aunited “One Yamaha.”
Risk management

Air curtains for preventing
entry by insects

Cafeteria partitions forpreventing infection via
airborne droplets

Consumer Issues

Community Involvement
and Development

Health Support for Employees Stationed Abroad
In fiscal 2022, employees stationed abroad were once again
forced to endure restrictions on their activities as a result of the
COVID-19 pandemic. Staff who were unable to return to Japan
were provided access to online consultations with health staff tohelp alleviate the physical and mental burden placed on them by
the prolonged restrictions.

Online consultation with a Yamaha Corporation industrial physician by an employee
stationed abroad (PT. Yamaha Musical Products Indonesia)

Health Management Support for Employees Stationed Abroad
In 2021, we began arranging online health consultations for
employees stationed abroad as part of our efforts to help combat
the COVID-19 pandemic. Information is shared between local
managers and healthcare staff to help entrench this practice,and the results have manifested in the forms of increased
understanding of situations at overseas sites and higher rates of
employees undergoing regular health checkups.
We are implementing support and other frameworks to ensurethat employees stationed abroad are able to undergo checkups
in an efficient manner should they choose to when returning toJapan on a temporary basis.

Employees undergoing
vaccinations at a businesssite in Indonesia

Online health consultation for employees stationed abroad
The Yamaha Group’s smoke-free slogan

Yamaha Sustainability Report 2022

43

Sustainability Management

Human Rights andLabor Practices

Organizational Governance

Measures for Ensuring the Safety of
Employees Stationed/Traveling Overseas

Fiscal 2022 Training Activities

Training prior
to assignment
overseas

Overseasbusiness trip
orientation

Numberofsessions

Number ofparticipants

Employees

15

44

Employees’
families

732

TargetEmployees suchas those goingon an overseas
business trip for
the first time

Yamaha Sustainability Report 2022

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Human Resources Development

External Recognition

The Yamaha Group believes that the safety of employees isparamount and is taking various steps to safeguard employees
stationed or traveling overseas from the perspectives of accident
and incident prevention and emergency response.
Information concerning dangers in each country and region
is gathered from sources such as Japan’s Ministry of Foreign
Affairs, private security companies, employees stationed atoverseas Group companies, and those who have returned
from abroad. This information is then analyzed and distributed
internally in the form of reminders and business trip regulations.
Safety-related education is also provided to employees prior
to being dispatched overseas, while their families also receive
separate education programs.
Furthermore, for those taking overseas business trips for the
first time, an orientation is held that covers safety education,
including basic knowledge and measures for handlingemergencies while abroad.

Content

The Environment

Inclusion in 2022 Health & Productivity Stock Selection andCertification as White 500 Enterprise in 2022 CertifiedHealth & Productivity Management Organizations Recognition Program
In March 2022, Yamaha Corporation was included, for the firsttime, in the Health & Productivity Stock Selection organizedjointly by the Ministry of Economy, Trade and Industry (METI) andthe Tokyo Stock Exchange (TSE). Launched in 2015, this programis designed to recognize companies among those listed on the
TSE that exhibit excellence in practicing health and productivity
management, in which an enterprise focuses on and strategicallycarries out efforts with regard to their employees’ health froma management perspective. In addition, Yamaha Corporationand its subsidiary Yamaha Corporate Services Corporation werecertified as White 500 enterprises in the 2022 Certified Health& Productivity Management Organizations Recognition Programorganized by METI and Nippon Kenko Kaigi. This honor isthought to be a reflection of the high evaluation of the Group’s
employee health management initiatives, such as providing
regular health checkups (in the month of employees’ birthdays)
and mental healthcare support at in-house health clinics andgreatly reducing the rate of employees smoking through support
for quitting smoking.

Basic Policy
The Yamaha Group believes that diversity in human resources
is a major contributor to the creation of new value. In
accordance with this belief, we provide opportunities for skill
and career development to all human resources fairly andwithout discrimination. Under the concept of supporting highly
motivated employees who wish to fulfill their roles and aim to
make constant progress, the Group supports all employees
in exercising their talents to the fullest and developing
professionally while working toward self-fulfillment.

Education and Training Programs
The Yamaha Group has established guidelines for Groupwide
education and training programs to facilitate the systematic
cultivation of human resources. Based on these guidelines,
we seek to create an education and training system that isequally focused on skill improvement and career development
as the basis for the development of globally successful humanresources. At the same time, training programs are tailored to
specific objectives and groups of employees.
We continue to conduct highly effective education and training
programs, even amid the restrictions imposed in response to the
COVID-19 pandemic, through the use of e-learning programs
utilizing videos as well as discussion-centered programs thattake advantage of the characteristics of online meeting tools.
Major Training and Education Programs (Japan)

00External Recognition• Training by hierarchical levels: Improvement of individual
skills based on career stages (includes training for new
employees, managers, division heads, etc.)• Selective training: Cultivation of base leaders and managers• Skill/passion management program: Acquisition of situational
leadership skills• Yamaha Advanced Skill School and Yamaha Technology
Training School: Development of production site supervisorsand core workers• Function-specific training: Lectures for improving language
and technical skills• Support training regarding childcare leave: Training forindividual taking or scheduled to take childcare leave tosupport a smooth return to work and career development• Study abroad/language learning programs and open TOEIC
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Sustainability Management

Human Rights andLabor Practices

Organizational Governancetests held on Company premises• Yamaha Business School: Distance learning for supporting
self-driven learning efforts of employees• Second Life Preparatory Seminar: Provision of information
regarding lifestyles and workstyles for people over 60
Training Activities in Fiscal 2022 (Yamaha Corporation)
Training

Time

Total number of training days

768

Average annual training hours per person

38

Support for Growth and Success
The Yamaha Group seeks to support the growth of employees
and ensure the evaluations of their successes reflect theirambition and expertise.
Once a year, employees meet with their supervisors to confirm
their aptitude toward their current position, skills, and careergoals. In fiscal 2022, these activities included providing support
materials detailing how to carry out meetings as well as
information for sparking career development motivation to both
employees and their supervisors.
At Yamaha Corporation, training programs for junior employees
include meetings with human resource representatives held
during employees’ second, fourth, and sixth years for the
purpose of confirming their degree of growth in comparison withtargets and their career plans and sharing opinions. The Group
provides comprehensive support to all employees to cultivate
their fundamental business skills, to heighten motivation, and to
alleviate work-related concerns.
Furthermore, in order to ensure that these meetings are
conducive to fair evaluations and effective support for employee
growth, the Group carries out evaluator training for the managers
who conduct meetings as well as mentor training for theemployees who will be responsible for providing on-the-job
training.
We have also developed frameworks for facilitating
communication between the Company and people taking
childcare leave, which has the potential to upset one’s careerplans. In addition, training is held for both leave takers and theirsupervisors to offer such individuals support in relation to bothawareness and skills and to thereby aid them in achieving asmooth return to work.

Yamaha Sustainability Report 2022

The Environment

Fair Operating Practices

Development of Management Personnel
The Yamaha Group’s basic policy is to provide all employees
equal access to opportunities to develop their skills and careers.
This policy shapes our efforts to develop the management
personnel who form the backbone of business activities. In
addition, core positions are managed in an integrated, global
manner to facilitate the cultivation of human resources for core
positions, including future managers.
General training programs for management personnel include
extensive training based on hierarchical levels conducted on a
global and Groupwide basis in accordance with human resources
development guidelines. At Yamaha Corporation, training isorganized by hierarchical levels to provide personnel with theability to develop their skills as appropriate given their career
stage. In fiscal 2022, the Company launched new hierarchicallevel-based training in the form of training for the heads of coreand other divisions in order to bolster its training programsfor individuals who are central to management. Overseas, theYamaha Global Management Plan, a form of global selective
training of local overseas hires, is conducted to systematicallydevelop employees for supporting global management. This
program entered its second phase during fiscal 2022 with thetransition to online options for all programs, including those forindividuals in core positions at overseas Group companies.

Fostering of Human Resources to Support Manufacturing
The Yamaha Group is committed to fostering human resourcesthat can contribute to the advancement of manufacturing.
With the goal of improving upon its “Made in Yamaha” quality,
the Group is clarifying the roles and functions of each of its
production sites while also fostering human resources that can
support the manufacturing activities at these sites. Plants inJapan are positioned as bases for manufacturing high-valueadded products. At these sites, we focus on cultivating humanresources that can support the development of competitive
manufacturing technologies, on developing core production site
workers (Yamaha Advanced Skill School and Yamaha Technology
Training School), and on transmitting the core skills required
to manufacture musical instruments to new employees (Fromto Program). Meanwhile, technicians and supervisors fromJapan are dispatched to plants in China, Indonesia, Malaysia,
and India to help cultivate personnel at these sites based on
the core manufacturing technologies developed in Japan. In
addition, shared, rank-based manufacturing training programs

Consumer Issues

Community Involvement
and Development

are implemented to foster core human resources at these plants
to strengthen their foundations as production sites delivering thesame high level of quality provided by bases in Japan.

Engineer Cultivation and Success Support
The Corporate Philosophy of the Yamaha Group is, “With ourunique expertise and sensibilities, gained from our devotion
to sound and music, we are committed to creating excitement
and cultural inspiration together with people around the world.”
Based on this philosophy, we are exploring new technologies
and cultivating and supporting the success of engineers with thegoal of creating new value. The Yamaha Group has traditionallycultivated engineers for advancing product development throughcourses on digital signal processing and analog circuits, coretechnologies to the Group. In fiscal 2022, we introduced atotal of seven new courses for product development engineers
with the aim of bolstering the technical synergies between our
product development and production divisions. These courses
cover topics like wood coating, plating, equipment control, andother production technologies.
Major Engineer Cultivation and Success Support Initiatives• Technology seminars and technical academic programs• Cross-organization technology forums and other opportunities
for information sharing and exchanges among engineers• Invention reward program

Technical Listening Training
Developing businesses in the fields of sound and musicrequires people who accurately understand the physicalquantity of sound and are able to explain this to others. The
Yamaha Group holds technical listening training for engineers
and other employees involved in sound-related processes byutilizing the auditory sensitivity development techniques that
Kyushu University has fostered for education purposes overthe course of five decades. This training systemically exposesparticipants to changes in physical sound quantity anddifferences in the impression of sound in order to foster anability to accurately comprehend the characteristics of soundin terms of physical quantity. The program also seeks toendow participants with basic knowledge regarding sound. To
date, nearly 1,000 individuals have completed this program.

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Organizational Governance

The Environment
Recognizing environmental issues as important, the YamahaGroup is committed to continuing its contribution to therealization of a better global environment based on its YamahaGroup Environmental Policy.
Yamaha is engaged in initiatives through its business activities,
products, and services to respond to shared global issues,
such as climate change, biodiversity, and the promotion ofrecycling. At the same time, Yamaha is involved in environmental
conservation activities, such as the reduction of emissionsof chemical substances, prevention of leaking of hazardous
materials, the appropriate use of timber, forest preservation, andother activities that contribute to preserving the environment.

Environmental Management
Environmental Policy
Recognizing environmental issues as important management
issues, the Yamaha Group is earnest in its efforts to makeongoing contributions to the realization of a better global
environment based on the Yamaha Group Environmental Policy.
The Yamaha Group is engaged in initiatives through its businessactivities, products, and services to respond to shared global
issues pertaining to matters such as climate change, biodiversity,and the promotion of recycling. At the same time, the Group is
engaged in environmental preservation activities including the
reduction of emissions of chemical substances, the preventionof leaks of hazardous substances (to address water-related risks
to prevent contamination of surface water, underground water,and soil), the appropriate use of timber, forest preservation forthe purpose of protecting biodiversity, and other activities that
contribute to preserving the environment.
Furthermore, such environmental issues are being addressed
through their incorporation in the medium-term management
plan and the action plan of relevant business divisions. The
Yamaha Group Environmental Policy is approved by the
managing executive officer responsible for environmental issuesof Yamaha Corporation.
Yamaha Group Environmental Policy

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Environmental Management Systems
The Yamaha Group has created a system for promoting global
environmental preservation activities that is overseen by the
managing executive officer responsible for environmental issuesof Yamaha Corporation. In 2021, the Working Group for Climate
Change, the Working Group for Resource Circulation, and theWorking Group for Procurement were established under the
Sustainability Committee, which is chaired by the president.
These working groups engage in discussions regarding importantsustainability issues, such as climate change response andtimber procurement, and report on these matters to the Boardof Directors. Based on the Group Environmental Management
Policies & Rules, we have established an integrated environmental
management system for all domestic business sites while
overseas sites develop their own environmental management
systems. These systems entail the formulation of business sitespecific environmental goals along with priority measures andaction plans for accomplishing these goals, which shape actual
initiatives. The status of these initiatives and the issues faced
are confirmed through internal environmental audits to drivea process of ongoing improvement and enhancement of these
initiatives. The Environmental Division of Yamaha Corporation is
responsible for supporting and leading Groupwide environmental
activities. To this end, the division gathers information on
regulatory and social trends related to the environment, enacts
Groupwide policies and rules, monitors and audits activities, andprovides technical support for introducing environmental facilities
and performs environmental measurements.
Sustainability Management System

Community Involvement
and Development

Consumer Issues

Acquisition of ISO 14001 Certification
The Yamaha Group has acquired certification under ISO 14001,
an international standard for environmental management
systems. As of March 31, 2022, Yamaha Corporation and
22 domestic and overseas Group companies had acquired
certification. These companies account for approximately 95%
of the Group’s greenhouse gas emissions (Scope 1 and 2).*1 The
Group believes that the current scope of certification acquisitionis sufficient considering its own environmental load, laws andregulations, and other matters. Going forward, this scope will be
expanded as necessary when constructing business sites that
may have a large impact on the environment.
In 2017, Yamaha Corporation acquired integrated certification in
Japan based on the revised standard implemented in September
2015.
*1 New production sites (Yamaha Music India Pvt. Ltd. and PT. Yamaha Musical
Products Asia) have not acquired certification at this point in time.

ISO 14001-Certified Sites
Yamaha Corporation Business Sites in Japan
Site

Kakegawa Factory
Toyooka Factory(including Yamaha Hi-Tech
Design Corporation)
Headquarters area

Acquisition Date

Integrated
Certification
Acquisition Date

November 1998 November 2010
June 2000

November 2010

February 2001

November 2010

Domestic Group Manufacturing Companies
Site

Acquisition Date

Integrated
Certification
Acquisition Date

Yamaha Fine Technologies
Co., Ltd.

March 2001

November 2010

Sakuraba Mokuzai Co., Ltd.

September 2002 November 2010

Yamaha Music
Manufacturing Japan
Corporation

August 2014

August 2014

Kitami Mokuzai Co., Ltd.

August 2014

August 201446

Sustainability Management

Organizational Governance

Resort Facilities

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Environmental Management Promotion Initiatives
Integrated
Acquisition Date
Certification
Acquisition Date

Site

Yamaha Resort Inc.

November 2001

August 2011

Overseas Group Manufacturing Companies
Site

Acquisition Date

Yamaha Electronics Manufacturing (M) Sdn.
Bhd.

December 1998

Tianjin Yamaha Electronic MusicalInstruments, Inc.

December 1999

PT. Yamaha Musical Products Indonesia

January 2001

PT. Yamaha Music Manufacturing Indonesia

December 2001

PT. Yamaha Indonesia

May 2002

PT. Yamaha Music Manufacturing Asia

July 2002

PT. Yamaha Electronics Manufacturing
Indonesia

January 2003

Yamaha Electronics (Suzhou) Co., Ltd.

March 2004

Hangzhou Yamaha Musical Instruments Co.,Ltd.

May 2012

Xiaoshan Yamaha Musical Instruments Co., Ltd.

March 2013

Internal Carbon Pricing
The Yamaha Group introduced an internal carbon pricing system
in April 2022. This system entails converting CO2 emissions
volumes into monetary amounts based on virtual prices andusing these amounts when making investment decisions.
This approach motivates the Company to invest in facilities
with higher levels of energy efficiency and is expected todrive investment in solar power and other renewable energy
generation equipment. For the foreseeable future, the Group will
use an internal carbon price of \14,000 per every ton of CO2.
Environmental Accounting
Yamaha Corporation began conducting environmental
accounting in fiscal 2000 as a means of quantitatively evaluating
the effectiveness of its environmental initiatives. These
environmental accounting practices are also currently being
used at the Yamaha Group headquarters, domestic production
bases, resort facilities, and production bases in Indonesia, China,
and Malaysia.
For details regarding environmental accounting, please refer tothe Environmental Data page.

Environmental Education and Training
The Yamaha Group offers a variety of training and education
opportunities to employees in an effort to raise their knowledge
and skills with respect to the environment. Such opportunities
include the general education provided to all employees,
specialty education for instructor candidates at production
sites, and environmental facilities education and training forindividuals in charge of environmental facilities.*2 Training is
performed throughout the year as needed for specific businesssites or processes.
*2 Environmental facilities are sites with the potential of polluting the environment
should an accident occur. Lists of environmental facilities are compiled at eachbusiness site, and facilities are managed accordingly.

Yamaha Sustainability Report 2022

Consumer Issues

Community Involvement
and Development

Specialized Training for Environmental Preservation Staff
The Yamaha Group has established specialized training curricula
for employees engaged in areas that require specialized
knowledge, including personnel involved in waste management,
wastewater treatment facility operation and management, andchemical substance handling. Specialized training sessions
are conducted after defining and compiling lists of the skills
required for processes that have a particularly large impact
on the environment and examining the related educational
needs. Furthermore, staff of the Environmental Division of
Yamaha Corporation perform follow-up monitoring regarding
the education of employees responsible for the aforementioned
tasks at overseas factories. For example, wastewater managers
at Xiaoshan Yamaha Musical Instruments Co., Ltd., in China havereceived such specialized training in Japan.
In addition, we conduct education related to chemical substancemanagement and the prevention of accidents such as leaksof environmental pollutants based on the Yamaha Group
Chemical Substances Usage Standard and the Yamaha Group
Environmental Equipment Standards. Emergency response drills
are also performed.
Furthermore, Yamaha’s technical academy program includes
the Eco-design Course for product planners, developers, anddesigners through which education on eco-friendliness in
products is provided.
Internal Environmental Auditor Training
Training for the personnel that carry out activities for selfregulating environmental preservation measures is imperative
to improving the operation of our environmental management
system. The Yamaha Group invites lecturers from externalorganizations and holds annual seminars to train internal
environmental auditors as an initiative to enhance ourenvironmental preservation activities.
At business sites in Japan, an aggregate total of 1,199
participants have obtained internal environmental auditor
qualification, and of these, 318 employees are still currently
employed by the Group, which represents approximately 6% of
employees at relevant business sites (as of March 31, 2022).
We also hold an Internal Environmental Auditor Brush-Up
Seminar to improve the skills of staff members responsible forinternal audits in the given fiscal year.

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Organizational Governance

Promotion of Eco-Conscious Activities by Employees
The Yamaha Group provides support and training to improvethe environmental awareness of all employees and to promote
eco-conscious activities by employees in their daily lives.
Environment Month and Environment Day campaigns areheld every year in June, and these campaigns are used asopportunities for advancing environmental preservation andeducation activities through joint labor–management efforts.
Workplace Environmental Education Activities
To foster environmental awareness among employees, theYamaha Group implements “Cool Biz” and “Warm Biz” programs
aimed at cutting back on unnecessary air-conditioning use byencouraging employees to wear cooler attire in the summer anddress warmer in the winter. In addition, environmental education
posters are displayed. The Group also endorses the FUJINOKUNICOOL Challenge, a citizen-driven global warming prevention
campaign implemented in Shizuoka Prefecture, and encourages
employees to prevent food loss by eating their entire meal at
employee cafeterias and to participate in environmental events.
Climate Change Mitigation and Adaptation

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Environmental Awareness Activities in the HomeThe Yamaha Group works with the Yamaha labor union topromote eco-conscious activities in daily life through projects
and tools such as the tracking of eco-conscious household
activities, “Smart Life in My Home Commitments” conducted by
employees based on themes matched to their homes, the “My
Eco Commitment Coloring Page” for families with children, andthe promotion of Green Eco Curtains at homes.
In fiscal 2022, an aggregate total of 481 employees declared“Smart Life in My Home Commitments,” and reports were madeon superior energy conservation and other activities performed in
the home. Awards were presented to eight particularly exemplary
activities.

Green Eco Curtains at employee homes“Smart Life in My Home Commitments”
activity reports

Works submitted through “My Eco
Commitment Coloring Page”

48

Sustainability Management

Organizational GovernancePrevention of Pollution
Environmental Pollution Prevention Frameworks
The Yamaha Group established the Yamaha Group Environmental
Equipment Standards in 2014 to guide efforts to prevent
environmental pollution during the course of its businessactivities. These Group standards contain provisions regarding
the installation, management, and operation of environmental
facilities. Compliance with these standards is being pursued ina systematic matter based on road maps set on an individual
business site-basis, and we plan to achieve full compliance withthese standards at all sites in fiscal 2024. In this manner, we
aim to keep the number of accidents resulting in environmental
pollution at zero.
As of March 31, 2022, 17 of 19 sites were in full compliance with
the Yamaha Group Environmental Equipment Standards.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Monitoring and Legal ComplianceWith the goal of reducing the environmental impact of its
business activities and ensuring compliance with environmental
laws, Yamaha Group divisions in charge of environmental
measurement regularly monitor gas, wastewater, noise, odor,
and other emissions to confirm the status of the managementof these emissions and to assess compliance in accordancewith the annual plans created by the Yamaha Corporation
Environmental Division and the management divisions ofindividual business sites.
In monitoring environmental impacts, we employ our own
standards, which are stricter than existing legal standards. In
the event that measurements exceed standards or are unusual
in some way, we take immediate emergency and corrective
measures.
In addition, we have systems in place to facilitate quick
responses to revisions to laws and regulations. The YamahaGroup collects the latest legal and regulatory information, andthe Yamaha Corporation Environmental Division compiles,
checks, and communicates this information to businesssites to ensure consistent compliance on a Groupwide basis.
Furthermore, the Group has established working groups at
business sites comprised of members of the management andproduction divisions of the respective sites to advance risk
reduction measures. The Group is carrying out initiatives in both
Japan and overseas. For example, in China, where environmental
laws have been amended frequently in recent years, the YamahaGroup works closely with local Group companies to strengthen
compliance systems.

Consumer Issues

Community Involvement
and Development

Environmental Audits
The Yamaha Group conducts internal environmental audits
according to the ISO 14001 integrated management systemstandard in order to prevent environmental accidents andviolations of law. In addition, we conduct environmental audits
calling on the expert knowledge of the Yamaha Corporation
Environmental Division and in accordance with the YamahaGroup Environmental Equipment Standards. Yamaha auditing
staff acquire internal environmental auditor certification basedon ISO 14001 standards as well as official qualifications related
to environmental preservation, such as Pollution Control
Manager and Working Environment Measurement Expert
certifications.
Shared Groupwide checklists are used to score compliancewith equipment standards at business sites and environmental
risks. By clarifying priorities and items requiring a response, theCompany is pursuing efficient improvements to mitigate risks.
In addition, the frequency of audits is determined based on risk
levels, and audits are conducted regularly. In fiscal 2022, we
conducted environmental audits at six sites.

Environmental measurements being performed

Environmental audit conducted by auditing staff of Yamaha Corporation
Environmental Division

Yamaha Sustainability Report 2022

49

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

The Yamaha Group implements frameworks and conducts
training sessions to prevent environmental pollution causedby leaks of hazardous substances and oils from business sites
as part of its efforts to ensure preparedness for emergency
situations, such as natural disasters or accidents. The YamahaGroup identifies risks using uniform Groupwide evaluation
standards and implements improvement measures and refines
procedures pertaining to emergency response measuresat business sites deemed to face significant risks throughthese evaluations. Additionally, business sites have prepared
procedures, equipment, and stockpiles to respond to such
emergency situations and are conducting emergency response
training.
Groundwater purification equipment at
our headquarters

Pollution and Hazardous Substance Response Measures
The Yamaha Group constantly monitors wastewater to prevent
wastewater from business sites from negatively impacting waterand related habitats. Furthermore, we conduct regular surveys
on the impact of wastewater on life-forms and the water quality
in waterways to which wastewater is discharged. In the past,
the Group has conducted cleanup measures at two sites where
soil and groundwater contamination occurred due to chlorinebased organic solvents. We have already completed groundwatercleanup activities at the Toyooka Factory of Yamaha Corporation.
In addition, conditions at Yamaha’s headquarters have been
restored to near-standard levels, and we continue to advancecleanup activities today. We have completed soil contamination
cleanup activities at both sites.

Yamaha Sustainability Report 2022

Community Involvement
and Development

Chemical Substance Management andEmission Reduction

Emergency Preparedness

Emergency response training

Consumer Issues

In addition, all domestic Group business sites have completely
disposed of large machinery, such as transformers andcondensers that contain high-density polychlorinated biphenyl(PCB), and received registration for disposal of small, highdensity PCB waste articles, such as fluorescent lamp stabilizers.
Furthermore, disposal of devices containing low-density PCBs
has been completed at five sites: Toyooka, Tenryu, Iwata,
Katsuragi, and Kitami Mokuzai. At the main factory of YamahaMusic Manufacturing Japan Corporation, the Company upgradedwastewater processing equipment in 2018 in order to improve
earthquake resistance and processing capabilities. This new
equipment can process twice as much wastewater as theprevious equipment and has been designed to withstand anearthquake with an intensity of 6 upper to 7 on the Japaneseseismic scale.

Based on the Yamaha Group Chemical Substances Usage
Standard, the Yamaha Group practices exhaustive managementof chemical substances regulated under the Act on Confirmation,etc. of Release Amounts of Specific Chemical Substances in theEnvironment and Promotion of Improvements to the Management
Thereof (the “PRTR Act”) and takes steps to reduce emissions ofthese substances from its production processes and products.
These precautions are part of our efforts to minimize thenegative impact on people and the environment from chemical
substance use. At domestic Group companies, safety data
sheets*1 pertaining to materials containing chemical substances
are managed in an integrated manner via a database, evaluationsof the dangers of these substances and their potential impacts
on the environment are performed, and the necessary steps aretaken to mitigate risks.
At present, the chemical emissions that occur in the courseof production processes at Yamaha Group companies mainly
consist of volatile organic compounds (VOCs)*2 from productcoating and adhesive processes. The Group constantly monitors
VOC emissions and is working to reduce such emissions byinstalling treatment equipment and using alternative substances.
(For details regarding VOC emissions, please refer to theEnvironmental Data page.)
Factories in China have completed the introduction of VOC
treatment equipment, resulting in a reduction of approximately
90% in emissions of such substances. Meanwhile, PT. YamahaMusic Manufacturing Asia in Indonesia is implementing thinning
agent recycling initiatives and has been able to achieve a
reduction in emissions of these substances of approximately 70%.
*1 Safety data sheets are used to record information on the potential dangers andhandling methods for chemical substances and products containing chemical
substances regulated under the Industrial Safety and Health Act, the Poisonousand Deleterious Substances Control Act, and the PRTR Act.
*2 VOCs are substances used in thinning agents as coatings and adhesives thought
to be one factor in the release of photochemical oxidants and suspended
particulate matter.

Wastewater processing equipment at the main factory of Yamaha Music
Manufacturing Japan50

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Reduction of Chemical Substance Emissions in Coating
Processes

VOC treatment facility at Tianjin Yamaha Electronic MusicalInstruments, Inc.

VOC treatment facility at Hangzhou Yamaha MusicalInstruments Co., Ltd.

Coating processes are performed to give musical instruments
and automotive interior components their beautiful appearance
and durability. In these processes, the Yamaha Group
continues to research and introduce coating methods thatlower environmental impacts by reducing the use of coating
agents and the emission of organic solvents. To date, we havedeveloped applications for electrostatic coating, powder coating,and flow coating matched to our products, and are making use of
these applications in the production process.
Yamaha Music Manufacturing Japan Corporation has been
replacing the coating agents used for parts from agents
containing organic solvents to water-based coating agents in the
piano manufacturing process. Water-based coating also has the
positive effect of improving the work environment.
Similarly, Yamaha Fine Technologies Co., Ltd., has developed
an in-mold coating method that completes the coating processinside of the mold. This method has been adapted for automobileinterior components. By switching from traditional spray coating
to in-mold coating, this company has achieved adhesion
efficiency*3 of more than 90% while lowering the amount oforganic solvents released into the atmosphere using less coating.
Ventilating operations in the workplace have been significantly
reduced as well, contributing to a reduction in the amount ofenergy used. Through this coating method, we were able toreduce the amount of styrene used in fiscal 2022 by 48.8 tons.

Consumer Issues

Community Involvement
and Development

Protection of the Ozone Layer
The Yamaha Group has historically worked to reduce usage offluorocarbons to protect the ozone layer. We have eliminatedthe use of all specified chlorofluorocarbons (CFCs) andhydrochlorofluorocarbons (HCFCs). Since eliminating the useof all specified CFCs in manufacturing processes in fiscal 1994,
we have been using HCFCs, which have a lower ozone depletion
potential compared to specified CFCs, in the degreasing process
for metal materials. However, we also eliminated the use of all
HCFCs in fiscal 2006 because of its large contribution to global
warming.

Environmental Accidents and Litigation
In fiscal 2022, the Yamaha Group did not conduct any serious
violations of any laws, receive fines, pay fees, or be named in any
lawsuits with respect to environmental concerns. The Group did
not experience any accidents having an effect on the outsideenvironment, nor did we receive any significant complaints.

*3 Adhesion efficiency is the ratio of materials adhering as a coating compared tototal used.

In-mold coating process (YMC: Yamaha Mold Coating)

VOC treatment facility at Xiaoshan
Yamaha Musical Instruments Co., Ltd.

Yamaha Sustainability Report 2022

VOC treatment facility at Yamaha
Electronics (Suzhou) Co., Ltd.

Spray coating process51

Sustainability Management

Organizational Governance

Environmentally Friendly Products andServices
Environmentally Friendly Design andGreen Procurement
The Yamaha Group performs product life-cycle assessmentsthat cover all product life-cycle stages, ranging from material
procurement to production, transportation, use, and disposal,
and uses other methodologies to identify the characteristicsof the environmental impacts of its various product lines. This
information is used to practice environmentally friendly design
based on the major environmental impact characteristics ofspecific products.
For chemical substances contained in our products, wehave created standards for use in products, established amanagement system, and perform green procurement.
Yamaha Group Environmental Policy

Major Product Characteristics Identified through Life-Cycle
Assessments and Measures
Note: The size of each circle indicates the relative environmental impact associatedwith the respective stage in the product life cycle.

Acoustic Instruments
Characteristics• No energy consumption during use (lack ofneed for electricity, etc.)• Long lifespans (often used for several
decades)• Primarily made using renewable timber, but
present risks of deforestation and resource
depletion via illegal thinning• Lack of material recycling infrastructure likethat seen for household appliances
Measures• Sustainable timber procurement that does
not contribute to deforestation or resource
depletion• Extension of lifespans throughAcoustic instrument
enhancement of maintenance services andlife cycle
reuse frameworks• Development of material recycling frameworks

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Electronic Instruments
Characteristics• Lower energy consumption than standard
household appliances as most products do
not have idle power consumption• Lifespan on par with standard household
appliances• Large environmental impact frommanufacturing metal components due
to need for excavation and smelting,environmental pollution risks from runoffs
attributable to plastics and chemical
substances• Lack of material recycling infrastructure likethat seen for household appliances
Measures
Electronic instrument• Reduction of use and replacement oflife cycle
substances that impact the environment• Extension of lifespans through retrofitting• Utilization of biomass and other renewable resources• Development of material recycling frameworks
AV Equipment and IT Equipment
Characteristics• Relatively large energy consumption due toconstant operation of some IT equipment
and idle power consumption of AV
equipment• Lifespans heavily influenced by
specifications and versions of connected
equipment• Large environmental impact frommanufacturing metal components due
to need for excavation and smelting,environmental pollution risks from runoffs
attributable to plastics and chemical
substances• Lack of material recycling infrastructure likeAV equipment and IT
that seen for household appliances
equipment life cycle
Measures• Energy-efficient design• Reduction of use and replacement of substances that impact
the environment• Utilization of biomass and other renewable resources• Development of material recycling frameworks

Consumer Issues

Community Involvement
and Development

Management of Chemical Substances Contained in ProductsSome chemical substances contained in distributed or soldproducts require proper treatment at the time of disposal
or have the potential to adversely impact people’s health or
the environment. For this reason, countries around the world
have been strengthening restrictions on chemical substances
contained in products and requiring data disclosure.
With this regard, Yamaha Corporation has established theStandards for Chemical Content in Products. These standards
are used to manage chemical substances in products during
design and development to help ensure legal compliance andreduce environmental impacts. The standards are revised whennecessary in response to legislative changes, the accession ofvoluntary standards, and other factors.
Management System for Chemical Substances Contained in
Products
In order to manage the chemical substances contained in
products, it is imperative to identify and control the chemical
substances contained in the parts and materials that makeup finished products. The Yamaha Group has implemented amanagement system for such chemical substances, and suppliercooperation is requested as we conduct surveys of the chemical
substances contained in parts and work to manage thesesubstances.
Furthermore, the Group has adopted the industry-standard
format for the communication of information on the chemical
substances contained in products.*1 We also have systems inplace for furnishing flexible responses to the ongoing additionof chemical substance regulations, such as the expansion of
the list of substances of very high concern in the European
Union’s Registration, Evaluation, Authorisation and Restrictionof Chemicals (REACH) regulations.*2 At the same time,
Yamaha holds briefing sessions to gain the understanding andcooperation of suppliers in regard to managing the chemical
substances used in components.
*1 The Group uses the chemSHERPA® (chemical information SHaring and Exchange
under Reporting PArtnership in supply chain) standard endorsed by the Joint
Article Management Promotion-consortium (JAMP) for providing information
on chemical substances contained in products. Through the adoption of suchstandards, parts manufacturers are able to use the information on chemical
contents that they receive from material manufacturers to convey information on
the chemical contents of parts to the entities they supply.
*2 Substances of very high concern are substances, such as carcinogens, for which
disclosure and management are required under REACH regulations should anamount exceeding a defined threshold be contained within a product.

52

Sustainability Management

Organizational Governance

Promotion of Green Procurement
In accordance with the Yamaha Group Green Procurement
Policy, the Yamaha Group promotes green procurement in which
it sources materials with low environmental impacts throughout
the entirety of product life cycles, spanning from resource
extraction to disposal. The policy compiles our requests ofsuppliers, and we ask suppliers to cooperate with surveys on
the chemical substances used and contained in the articles they
supply as well as the status of chemical substance management.
Information on chemical contents and chemical substancemanagement practices received from suppliers is compiled
in a database for use in confirming the chemical substances
contained in products and in complying with environmental
regulations. The policy is revised as necessary by changes in the
global regulatory climate.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Yamaha Eco-Products Program
The Yamaha Group launched the Yamaha Eco-Products Programin 2015. This program is designed to clarify environmental
standards for products and promote environmentally friendly
products. A Yamaha Eco-Label is affixed to those products
meeting our environmental standards, thus certifying
them as Yamaha Eco-Products. Our objective is to provide
straightforward information on the environmental considerations
incorporated into products to assist customers in the decisionmaking process when selecting a product.

Consumer Issues

Community Involvement
and Development

Products Supporting the Reduction of Environmental
Impacts
Yamaha Group products are not only for general consumers but
also for businesses. Some of our products help to reduce theenvironmental impact of our customers’ business activities orcan be used to reduce environmental impacts during the use of
products manufactured by the customer. The Group works to
reduce environmental impacts throughout society by means of
the development and promotion of such products.
Application of Environmental Technologies

Certification under the Yamaha Eco-Products Program(As of March 31, 2022)
A total of 14 new product models were certified under the
Yamaha Eco-Products Program in fiscal 2022. As of March 31,
2022, the number of certified products, including prior products,
was 468, of which five were newly developed products bearing
the Yamaha Eco-Label.
In fiscal 2022, sales of Yamaha Eco-Label certified products
accounted for approximately 18% of total net sales.
Product Certified in Fiscal 2022

TW-E5B truly wireless Bluetooth earphones

Reason for certification: Resource conservation (elimination ofplastic shock absorbers)
Sustainable Consumption
Yamaha Eco-Products Program

Yamaha Eco-Label

Yamaha Sustainability Report 2022

53

Sustainability Management

Organizational Governance

Sustainable Resource Use
Timber Resource Initiatives
Many of the instruments that the Yamaha Group produces, suchas pianos and string, percussion, and wind instruments, areprimarily made of wood. Large amounts of timber are also used
when making electronic musical instruments, speakers, andsoundproof rooms, due to the merits of wood in terms of acoustic
performance, function, design, and texture.
Considering the diverse variety of timber used in its business
operations, the Group established the Yamaha Group Timber
Procurement Policy, which sets forth directives for timber usage
in order to better conserve this precious resource and to ensure
its availability for continued use in the future. The Group alsoestablished the Yamaha Supplier CSR Code of Conduct, whichclearly stipulates points related to the harvesting and tradingof timber resources that suppliers are requested to observe.
This policy and code guide the Group in conducting sustainableprocurement that is friendly to the environment and biodiversity
and in fully utilizing timber, a highly renewable resource, without
waste.
Yamaha Group Timber Procurement Policy
Yamaha Supplier CSR Code of Conduct

Breakdown of Timber Resources Used by the Yamaha Groupby Origin (Fiscal 2022)
Breakdown of Timber Purchase Volumes by Location

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Timber Due Diligence
Sustainable use of timber requires consideration for forest
conservation and for timber resource volumes. At the same time,
it is crucial to contribute to community development throughemployment opportunities and infrastructure to sustain theeconomic viability of the supply chain. The Yamaha Group has
established a due diligence system to prevent the procurementof timber from illegal sources, and promotes a strict confirmation
process for the legality of timber harvesting through site visitsand surveys of documents for procurement sources. In addition
to environmental considerations, the Group is expanding
the use of certified timber, which is produced in sociallyand economically sustainable forests and contributes to theadvancement of the community.
The Group conducts surveys targeting all business partners
from which timber was purchased to assess the place of origin,
the legality of harvesting, and the sustainability of relevant
resources. Based on the results, we perform stricter verificationof legality for timber deemed to represent a high risk by
undertaking further investigations including local site visits
and assessments by a committee comprised of members of theTimber Procurement Division and the Sustainability Division.
We confirmed that 99.4% (volume ratio) of procured timber was
low risk in fiscal 2022. The Group conducts such surveys eachyear with the cooperation of suppliers and is aiming to achievea 100% rate of low-risk timber procurement. Additionally, we are
actively adopting certified timber. Certified timber constituted
52% of timber purchase in fiscal 2022 (by volume, comparedwith 48% in fiscal 2021). The Group was thereby able to realize
the goal of achieving a 50% ratio of certified timber use over thethree years leading up to fiscal 2022 set in the medium-term
management plan announced in April 2019.

Community Involvement
and Development

Consumer Issues

Ratio of Certified Timber Use

Note: Figures are as of March of the respective fiscal year

Legality assessment meeting

Site visit

Cultivation of Quality Timber through Coordination with
Local Communities (Tone Forest Activities)
The Yamaha Group uses a diverse variety of timber to produce
musical instruments and other products. However, concerns
regarding the sustainability of these resources have arisen
in light of the recent declines in timber resource volume andquality. The Group aims to address these concerns through Tone
Forest activities, which are being advanced through coordination
with communities for the purpose of developing sustainable
forests to ensure that high-quality timber suited to musicalinstrument production can be secured in a sustainable manner.
We partner with government agencies and academic institutions
to advance these activities around the world.

Note: Figures exclude products that are not Yamaha brand or original equipment
manufacturer (OEM)/original design manufacturer (ODM) products.

For details regarding specific volume figures, please refer to theEnvironmental Data page.
Yamaha Sustainability Report 2022

54

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Initiatives in Tanzania (African Blackwood)
In fiscal 2016, Yamaha Corporation began investigating African
blackwood (Dalbergia melanoxylon), an important material used
for woodwind instruments. These investigations have been
looking at matters such as ecology, resource stocks, and forest
management status in Tanzania, where this tree is grown. The
goal of these investigations is to help conserve this tree species
while securing a stable procurement source. African blackwood
is classified as near threatened by the Red List of Threatened
Species, which is compiled by the International Union forConservation of Nature and Natural Resources, and a downward
trend in the resource volume has been seen in recent years. As aresult of investigating the management status of forests and theecological status of these trees, including distribution, growth,and natural regeneration, we discovered that this resource
can be maintained in a sustainable manner through proper
forest management. Following these results, we undertook thedevelopment of a business model for realizing the sustainable
use of this species as a material for musical instruments as apreparatory survey on a base of pyramid (BOP) business with
the Japan International Cooperation Agency (JICA). Taking
place over the period spanning from 2016 to 2019, this processincluded the construction of a value chain for generating a cycleof forest preservation, instrument production, and community
development, as we tackled the issues that arose in the pursuitof the quick development of said business model. Furthermore,in 2017 we began conducting regular African blackwood tree
planting activities with the goal of fostering future forest
resources. The scope of these activities is being expanded as
we work together with local NGOs and community members
to introduce tree planting and propagation techniques, andsaplings cultivation, tree planting, and other forest management
activities are becoming entrenched within communities as aresult. Currently, three communities are taking part in these
activities, and, in fiscal 2022, we planted approximately 4,500
seedlings, making for an aggregate total of around 12,000
saplings planted across an area of roughly 6.5 ha over five yearsof these activities. The growth status of the planted saplings
has been monitored on a regular basis to collect fundamental
data for fostering quality trees. In addition, Yamaha Corporationis conducting initiatives aimed at the effective use of existing
resources, including procuring timber from forests that havebeen certified as being sustainably managed and developing
elemental technologies for improving the usage efficiency ofwood materials.
Yamaha Sustainability Report 2022

Forest survey

Saplings being raised in a farming
village (photograph provided by Mpingo
Conservation Development Initiative)

Environmental education initiative
for local elementary school students(photograph provided by Mpingo
Conservation Development Initiative)

Consumer Issues

Community Involvement
and Development

Mokuzai and members of their families gathered to plant some
200 Sakhalin spruce saplings.
Moreover, we used a FAZER R industrial-use unmanned
helicopter that employs the forest measurement technologies of
Yamaha Motor Co., Ltd., to perform laser measurements of thetrees aged 15 to 25 years in Kitami Mokuzai’s Sakhalin spruce
plantation. The data of the 35-ha plantation acquired from 80
m in the air was combined with tree and environmental datacollected within the plantation to be used in basic researchon long-term Sakhalin spruce cultivation. The measurement
and related survey activities were featured in Vol. 2 (Nurturing
Forests Rich in Sound) of Yamaha Motor’s Field-Born short
SDG documentaries. We continue to transmit information about
our activities through participation in the forestry initiatives ofuniversities and local communities with the goals of ensuring a
reliable supply of high-quality Sakhalin spruce for use in pianosoundboards while also educating younger generations about
the importance of forest resources.

Initiatives in Hokkaido (Sakhalin Spruce)
Kitami Mokuzai Co., Ltd., a Hokkaido-based company that
manufactures piano soundboards, signed an agreement with the
Okhotsk General Subprefectural Bureau and the town of Engaru,
Monbetsu-gun, Hokkaido Prefecture in March 2016 underwhich these organizations have been working together to foster
sustainable forests and expand the demand for Sakhalin spruce(Picea glehnii) plantation timber. These activities were expanded
on in 2021 with the conclusion of a comprehensive cooperationagreement between Hokkaido Prefecture and Yamaha
Corporation, which broadened the scope of these forestry
activities to include the entirety of Hokkaido Prefecture. Yamaha
has long used Hokkaido-grown Sakhalin spruce in its pianosoundboards, but the recent decline in naturally grown timber
has resulted in us changing to imported wood for the majority ofour piano soundboards. Under the aforementioned agreementwith Hokkaido Prefecture, we will take part in collaborative
activities ranging from research to community events forpromoting appropriate management, tree planting, and otherforestry activities targeting Sakhalin spruce plantation timber,including those trees owned by the prefectural government, local
governments, and Kitami Mokuzai.
In October 2021, we followed up on our activities in 2020 by once
again holding a tree planning event at an Engaru Town Sakhalin
spruce plantation. In this second iteration of this event, a groupof approximately 80 people comprised of employees of Kitami

Sakhalin spruce trees aged 25 years(Kitami Mokuzai plantation)

Governor of Hokkaido Naomichi Suzuki
and Yamaha President Takuya Nakata at
signing ceremony

Forest survey

Yamaha Motor FAZER R industrial-use
unmanned helicopter

Employees of Kitami Mokuzai and members of their families taking part in second
tree planting event

55

Sustainability Management

Organizational Governance

Environmental Considerations for Timber Resources in
Product Creation
The Yamaha Group is proactively utilizing wood cultivatedspecifically for industrial purposes on planned plantations aswell as certified wood, which is properly managed so that the
lumbering process does not harm the forest or ecosystems. The
goal of measures is to use the high-quality renewable resourceof trees on a sustainable basis.
In addition, the Group focuses on developing alternative
materials that accurately reproduce the superior sound quality ofscarce wood materials best suited for instruments.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Effective Use of Timber Resources
The Yamaha Group is working to reduce losses by improving
the yield ratio in timber processing while also reusing andrecycling wood chips from production processes. The Company
is using offcuts in other components and either using, selling,or disposing such offcuts as raw materials, fertilizer, or fuel. In
recent years, the Company has also been conducting uniqueinitiatives, such as using sawdust produced in the wood
manufacturing process at Japanese factories that manufacture
pianos as bedding for cows.

Waste Reduction Initiatives
OfficeToyooka
Factory

Utilization of Sustainable and Recyclable Materials
The Yamaha Group is developing alternative materials thatcan be substituted for scarce timber and adopting sustainable
materials, such as biomass-derived resins, for use in its
products. In addition, we use recycled polystyrene in portions of
speaker boxes while incorporating recycled plastics into otherproducts.
Environmentally Friendly Products and Services

Yamaha Sustainability Report 2022

We process waste containing rare metals from the
R&D Department as a valuable resource and makeeffective use of this resource.
The Company has introduced a liquid waste
reduction CD dryer, taking the place of thedecompression and concentration equipment, which
contributed to an approximately 30% reduction inemissions of specified controlled industrial waste,such as waste acids and waste alkali.

Resource Conservation in Products and Packaging

Environmentally Friendly Products and Services
Initiatives to Extend Product Lifespans
Piano Renewal Business (in Japanese only)

Details
The Company has introduced vacuum concentrationequipment for liquid waste and reduced theamount of waste acids and waste alkali generated
in the wind instrument manufacturing process byapproximately 80%.

Conservation and Sustainable Use of Raw Materials
The Yamaha Group strives to use less resources in its products
from a variety of standpoints, such as lowering product size andweight, integrating several products into one, and reducing sizes,
and when possible completely eliminate product packaging
and cushioning. Furthermore, the Group is also engaged inefforts that will ultimately lead to less use of resources, such as
extending the lifespans of its products and developing its piano
renewal business.

Community Involvement
and Development

Consumer Issues

The Company has installed more wastewater
processing equipment and begun the in-houseprocessing of wastewater containing adhesive
agents generated in the piano manufacturing
process. These efforts have led to annual waste
reductions of approximately 90 tons.

Timber offcuts previously disposed of as waste being repurposed as corner block(structural reinforcement materials inside guitar bodies)

Waste Reduction and Resource Recycling
The Yamaha Group has established systems for recoveringand separating waste in order to reduce waste produced atfactories and offices and promote recycling. Targets have been
established with this regard as part of the Group’s environmental
management system.
In Japan, the Group had a recycling rate of approximately 99% asof March 31, 2022.
Furthermore, regular on-site inspections of waste processing
subcontractors are carried out to verify that waste is being
processed appropriately as part of our efforts to fulfill our waste
processing responsibilities.

Kakegawa
Factory

The Company has augmented its ability to processwastewater containing adhesive agents. These
efforts have led to annual waste reductions ofapproximately 270 tons.
In 2021, the Company began using sawdust createdthrough timber processing to produce cat litter andother items.

KitamiMokuzaiCo., Ltd.

A liquid waste reduction CD dryer has been
installed, resulting in a 50% reduction in emissionsof wastewater, sludge, and other waste.

XiaoshanYamahaMusicalInstruments
Co., Ltd.

The company has reduced paint process-related
waste by keeping the circulating water used in
the musical instrument painting booths clean toenable longer usage, which resulted in annual waste
reductions of approximately 120 tons.

Yamaha Fine
Technologies
Co., Ltd.

The company takes steps to cut down on car part
rejects by reducing equipment defects and quality
defects. The result was a 16% reduction in overallfactory waste production coupled with energy
and resource savings achieved through improved
productivity.

56

Sustainability Management

CD dryer (Toyooka Factory)

Organizational GovernanceCD dryer (Kitami Mokuzai)

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Meanwhile, the plating and washing processes involved inwind instrument manufacturing use large volumes of water.
Recognizing this fact, since the early 1970s the Group has beenreusing cooling water, recycling wastewater from production
processes using reverse osmosis membrane equipment, andimplementing measures to prevent leakage in water-using
facilities
Water Usage*

For details regarding waste, please refer to the Environmental
Data page
Product and Packaging Recycling
The Yamaha Group complies with laws and ordinances related
to recycling products and packaging in relevant countries andregions, including the Waste Electrical and Electronic Equipment(WEEE) Directive of the European Union. In addition, we arepromoting efficient use of resources in Japan by establishinglocations for collecting used Electone™ products across thecountry to recover and recycle.

Preservation of Water Resources
The Yamaha Group uses water to wash products and cool
facilities. The Group evaluates water-related risks throughcomprehensive risk assessments conducted on a Groupwide
basis as well as through surveys and water-related risk
evaluation tools at all business sites. These measures are used
to evaluate physical water stress, water quality, regulatory risks
related to water resources, and reputational risks. In fiscal
2020, we began acquiring third-party verification for Groupwide
water intake volumes to further improve management practices.
The Group does not have large-scale production activities inareas where water resources are lacking, and we have therefore
judged that our operations do not have a large impact on theenvironment through water intake. Furthermore, the Grouprequires high-transaction-value suppliers that use large amountsof water to provide reports describing water intake volume, thewater-related risks they recognize, examples of damage, andother matters to maintain an understanding of water-relatedrisks across the value chain.

Yamaha Sustainability Report 2022

* Water usage represents the total amount of groundwater intake and tap andindustrial water purchases.
* The scope of calculation for greenhouse gas emission and water usage volumes
encompasses the Yamaha Corporation headquarters and major production sites
and resort facilities worldwide and accounts for more than 95% of all YamahaGroup sites.

Community Involvement
and Development

Consumer Issues

Resource Conservation and Recycling Initiatives
Xiaoshan Yamaha Musical Instruments
Xiaoshan Yamaha Musical Instruments Co., Ltd., which
manufactures wind instruments and percussion instruments
in China, has been reusing approximately 80% of wastewater
for manufacturing processes since it installed a wastewater
treatment facility that purifies wastewater to the level of purewater. (This facility has brought this company in compliance withlegal provisions for the inspection and improvement of corporate
pollution resulting from electroplating of Zhejiang Province.*)
In addition, Xiaoshan Yamaha Musical Instruments has adopted
a cooling method that uses a circulating water supply to cool
the annealing furnaces used for heat treating the copper tube
components of wind instruments, resulting in annual reductions
in water use of approximately 5,700 tons.
* Legislation passed in Zhejiang Province promotes environmental preservationin electroplating factories by requiring companies engaged in electroplatingprocesses to conform to 56 items related to environmental preservation systems
and equipment. Standards for metals such as copper and nickel are stricter thanthose for general factory wastewater

Protection of Biodiversity (Water Quality Preservation)
Prevention of Pollution (Monitoring of and Compliance with Laws
and Regulations)Third-Party Verification

For details regarding water usage and reuse, please refer to theEnvironmental Data page.

Wastewater treatment facility

Cooling unit using circulated
water

57

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Yamaha Musical Products Indonesia

Yamaha Music India

Yamaha Musical Products Asia

Wind instrument manufacturer PT. Yamaha Musical Products
Indonesia has introduced a wastewater treatment facility thatenables the reuse of more than 60% of wastewater. Furthermore,wastewater treatment processes have been rationalized toreduce the use of chemicals.
In addition, Yamaha Musical Products Indonesia has installed
equipment to allow cyclical reuse of the wash water used inrecorder production processes. This equipment has reduced
water use by approximately 12,000 tons per year. In 2019, such
equipment was deployed for other processes, cutting water use
by about an additional 1,300 tons.

Yamaha Music India Pvt. Ltd., which completed construction in
2019, has introduced a completely closed wastewater treatment
facility. Wastewater generated from the manufacturing process
is 100% reused and is not emitted outside the factory.

At PT. Yamaha Musical Products Asia, which commenced
production in fiscal 2021, we have introduced a state-of-theart wastewater treatment facility designed for the purpose ofreusing wastewater in manufacturing processes.

Wastewater treatment facility

Reuse of 100% of manufacturing processwastewater

Wastewater treatment facility

Yamaha Music Manufacturing Asia

Wastewater treatment facility

Hangzhou Yamaha Musical Instruments

PT. Yamaha Music Manufacturing Asia, a manufacturerof electronic instruments, installed reverse osmosis
membrane equipment in 2019 to treat wastewater for reusein the manufacturing process. In addition, it is conserving
approximately 120,000 kWh of power a year by spraying mist on
chillers to augment their cooling capabilities.

In response to increasingly strict wastewater standards, piano
and guitar manufacturer Hangzhou Yamaha Musical Instruments
Co., Ltd., has installed a wastewater treatment facility capableof purifying wastewater to the point that it can be reused. The
wastewater treated in this facility is used for cooling water andother applications, resulting in annual reductions in water use ofroughly 10,000 tons.

Reverse osmosis membrane equipment

Wastewater treatment facility

Yamaha Sustainability Report 2022

Reuse of wastewater for cooling water58

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Climate Change Mitigation and Adaptation

Initiatives and Achievements to Date

Climate Change Response Measures
Rapid climate change poses a major threat to humanity and to all
life-forms on earth. We recognize that helping combat this threat
and contribute to the decarbonization of society are corporate
responsibilities and important management issues.
Under the guidance of the Working Group for Climate Change,
a working group chaired by a managing executive officer
positioned under the Sustainability Committee, which is chairedby the president, the Yamaha Group is working to contributeto the global movement to reduce CO2 emissions. At the sametime, we are preparing for the potential impact of climatechange by identifying risks, formulating mitigation measures,and incorporating these into business strategies. Endorsing
the goals of Science Based Targets (SBT),*1 an international
initiative encouraging companies to formulate greenhouse gas
emission reduction targets in accordance with scenarios basedon scientific evidence, the Group received certification fromthis initiative for its medium- to long-term reduction targets
in June 2019. Later, in September 2021, the Company received
certification for a new greenhouse gas emission target ofachieving a reduction of 55% in Scope 1 and Scope 2 emissions
from fiscal 2018 to be achieved by fiscal 2031, substantiallyhigher than the prior target of a 32% reduction. The certification
indicates that this new more ambitious target is viable forlimiting global warming to 1.5ºC above pre-industrial levels. The
move was taken in response to the carbon neutrality trends ofthe international community. Furthermore, the Group declared
its endorsement of the recommendations of the Task Force on
Climate-related Financial Disclosures (TCFD)*2 in June 2019and commenced initiatives for analyzing the impact of climatechange on its finances and disclosing related information.
Also at this time, the Group declared its endorsement of therecommendations of the Task Force on Climate-related Financial
Disclosures (TCFD)*2 and commenced initiatives for analyzing
the impact of climate change on its finances and disclosing
related information.
Going forward, the Group will continue to pursue reductions
in greenhouse gas emissions and work to address the impact
of climate change. At the same time, we will seek to create
products, services, and business models that help mitigate
climate change and promote the decarbonization of society
through energy-efficient products and other means.

Yamaha Sustainability Report 2022

Community Involvement
and Development

Consumer Issues*1 SBT is an international initiative that encourages companies to formulate
greenhouse gas emission reduction targets in accordance with scenarios basedon scientific evidence to contribute to the accomplishment of the goals of theParis Agreement.
*2 TCFD is a task force created by the Financial Stability Board that has released
recommendations aimed at facilitating appropriate investment decisions throughdisclosure of the potential financial impacts of climate change.

Sustainable Consumption
Yamaha Eco-Products Program

Targets, Measures, and Results
Greenhouse Gas Emission Reduction Targets (SBT-Certified)• Reduce total Scope 1*3 and Scope 2*4 greenhouse gas emissions
by 55% from fiscal 2018 levels by fiscal 2031 (achieve effective
carbon neutrality by fiscal 2051)• Reduce total Scope 3*5 greenhouse gas emissions by 30% fromfiscal 2018 levels by fiscal 2031
*3 Scope 1 emissions are direct greenhouse gas emissions from a business operator
through sources such as fuel use on company premises.
*4 Scope 2 emissions are indirect greenhouse gas emissions from use of electricity,heat, and steam supplied by third parties.
*5 Scope 3 emissions are indirect greenhouse gas emissions from areas of the supply
chain not accounted for under Scope 1 and Scope 2.

Yamaha Corporation and domestic production sites areadvancing energy conservation and other initiatives inmanufacturing processes and at offices to achieve the longpursued target of reducing CO2 emissions per unit of production
by 1% or more each year. For example, we have been introducing
renewable energy at our business sites, and were thereby able
to transition to renewable energy for 100% of the power usedat the Company headquarters in April 2021. We then later
switched to Shizuoka Green Electricity, a service that supplies
electricity produced through hydroelectric power generationin Shizuoka Prefecture offered by Chubu Electric Power Miraiz
Co., Inc., in September 2021. At overseas production sites,
quantitative reduction targets are set on an individual-site basis,and proactive initiatives are being implemented toward theaccomplishment of these targets.
In advancing emission reduction initiatives, we manage
greenhouse gas emission volumes in accordance with theGreenhouse Gas Protocol.*6 In addition, third-party verification
has been received for Scope 1 and Scope 2 emissions and certain
Scope 3 emissions since fiscal 2017.
*6 The Greenhouse Gas Protocol is a set of standards for calculating and reporting
greenhouse gas emission volumes.

Third-Party Verification

Major Greenhouse Gas Emission Reduction Initiatives• Energy-saving initiatives including optimization of production
methods and equipment placement, installation of highenergy-efficiency equipment and LED lighting, and exhaustive
management of facility operation times, air-conditioning
temperatures, and other energy consumption factors• Introduction of cogeneration systems and solar power
generation systems• Transition to fuel sources with low greenhouse gas emissions• Switch to purchasing renewable energy• Facilitate investment in high-efficiency and renewable energy
equipment through internal carbon pricing system• Improvement of transportation efficiency and shift to lowcarbon transportation methods (ships and trains) in distribution• Development of energy-efficient products (reduction ofemissions from large-volume Scope 3 emissions category(product use))

Logo for Shizuoka Green Electricity
service providing carbon-free electricity
produced in Shizuoka Prefecture

100% Renewable Energy Fujippi markthat can be displayed by business
operators in Shizuoka Prefecture using
100% renewable energy

59Sustainability Management

Organizational Governance

Scope 1 and Scope 2 Emissions(Yamaha Corporation and all production sites)*7 *8 *9 *10

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Greenhouse Gas Emission Reduction Initiatives
Internal Carbon Pricing
The Yamaha Group has introduced an internal carbon pricing
system based on the recognition that investing in renewableenergy and highly energy-efficient equipment was imperative
to addressing climate change risks. This system entails theassignment of internal carbon prices, which are then used tomake investment decisions alongside criteria like the reductions
to CO2 emissions that would be produced by a given investment.
As of April 1, 2022, the Group was using an internal carbon priceof \14,000 per every ton of CO2.
Factory Initiatives*7 The scope of data collection is comprised of Yamaha Corporation headquarters
and major production sites and resort facilities worldwide (estimated to account for
more than 95% of all Yamaha Group sites*8).
*8 Two new production sites (Yamaha Music India Pvt. Ltd. and PT. Yamaha Musical
Products Asia) are not included among Yamaha Group business sites at this point
in time.
*9 Figures differ from those previously released as figures were recalculated to further
subdivide regional and power company coefficients by base and by fiscal year.
*10 Figures use the combined value of indirect emissions through purchased
electricity and steam, direct emissions of CO2 through in-house power generationand heat usage, and greenhouse gas emissions from manufacturing processes.

Scope 3 Emissions (Fiscal 2022)

CO2 Absorption through Tree Planting Activities in Indonesia
After conducting Yamaha Forest tree planting activities inIndonesia over the period from 2005 to 2016, the Company
confirmed the growth status of the forest via satellite imagery
and estimated the volume of CO2 absorbed by the trees in 2017.
The Company estimates that approximately 42,000 t-CO2 hadbeen absorbed leading up to 2017, and that 6,000 t-CO2 havebeen absorbed on a consistent basis each year thereafter.
Protection of Biodiversity
Yamaha Group Environmental Data
Yamaha Sustainability Report 2022

Energy Conservation Activities at String and Percussion
Instrument Factory
Yamaha Music Manufacturing Japan Corporation (the Iida
Factory) has established the Energy-saving Promotion
Committee and has been engaged in initiatives to reduce
CO2 emissions. Measures taken have included ensuring theappropriate pressure for compressors, partitioning work booths,
introducing power usage monitors, and installing door andwindow screens for ventilation in offices. This company is also
implementing measures to improve energy efficiency and tosave space by consolidating equipment inside factories andrationalizing equipment layouts. Furthermore, this company
has applied a thermal-barrier coating to the roof of the factory,
improving air-conditioning efficiency as a result.

Consumer Issues

Community Involvement
and Development

Energy Conservation Measures at Piano Factory
Yamaha Music Manufacturing Japan (the Kakegawa Factory)
is conducting a range of ongoing efforts to conserve energy.
Specific activities include removing unnecessary lighting,changing from fluorescent lighting to LED lighting, replacing
prior compressors with inverter compressors, upgrading
distribution transformers and air-conditioning equipment,
and improving air-conditioning control. Energy conservation
efforts in fiscal 2021 included integrated compressor control toallow for efficient operation during low-load periods. Throughthese activities, this company has succeeded in reducing CO2
emissions by 500 t-CO2 and cutting electricity usage by 840
MWh on an aggregate basis over the eight-year period fromfiscal 2015 to fiscal 2022. Furthermore, cogeneration systems
have been utilized to cut CO2 emissions by 2,900 t-CO2 a year
(equivalent to 420 kL of crude oil a year).

Cogeneration system at Kakegawa Factory

Reduction of Peak Summer Power Consumption
At Yamaha Fine Technologies Co., Ltd., steps are taken to cut
peak power consumption during the summer by efficiently
managing air-conditioning and sprinkling water on the factoryroof. In addition, a summer-time system was introduced in fiscal
2015. Over the three-month period from July to September,
the work start time is moved two hours ahead to 6:00 a.m. forcertain automobile interior parts painting processes that require
high levels of air-conditioning. Through these measures, thepeak power consumption point was shifted from 2:00 p.m. to
11:00 a.m. As a result, peak power consumption was reduced
by approximately 310 kW in the hotter part of the afternoon,and power consumption was lowered by 200,000 kWh during
the three-month period from July to September. Moreover,this company is making efforts to conserve electricity, suchas improving labor efficiency by shortening facility operating
hours, reviewing workplace layouts to reduce air-conditioning
requirements, and revising how steam is used during the winter.
60

Sustainability Management

Organizational Governance

Energy Conservation Activities at a Factory in China
Hangzhou Yamaha Musical Instruments Co., Ltd., has introduced
various energy conservation activities that include making
technological improvements and enhancing management ofdaily work activities to curb the increase in energy consumption
stemming from rising production levels. Recognizing theseenergy conservation activities and other environmental
initiatives, Hangzhou City officials presented this company with
Cleaner Production Certification in accordance with China’s
Cleaner Production Promotion Law at the end of 2011. Since
then, this company has continued to implement the following
measures to reduce energy usage.
• Appropriate operation management of dust collectors• Shortening of water supply operation times, strategic
positioning of lighting, and reduction of lighting usage times• Installation of automatic control system for dust collectors
and digital electricity meters in switchboards to enhance
management of electricity consumption and reduce losses from
idle power consumption by machinery at night• Sequential shift from fluorescent lighting to LED lighting

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Environmental Initiatives at Resort Facilities
Yamaha Resort Inc. is implementing the following CO2 emission
reduction initiatives at the resort facilities it operates.
Reduction of CO2 Emissions and Fuel Consumptionin Golf Course Operations (Katsuragi Golf Club):• Annual reductions in CO2 emissions of more than eight tons
achieved by switching from gasoline golf carts to electric carts(fiscal 2014)• Annual electricity savings of 25 MWh through “green fan”
initiatives (greens maintenance) and adjustment of facility airconditioning (fiscal 2019–2020)• Approx. 30% reduction in boiler fuel consumption (heavyoil) and one-hour reduction in boiler operation time throughreplacement of all large-scale, air-conditioning systems thatuse hot water for heating with energy-efficient air-coolingsystems (completed in fiscal 2020)• Two high-efficiency boilers installed to replace existing boilers
and introduction of four EV charging stations (fiscal 2022)
Reduction of CO2 Emissions in Hotel Operations(Katsuragi Kitanomaru):

Bulletin board providing notice of energy
conservation and other environmental
activities

Environmental education for employees• Two high-efficiency boilers installed to replace existing boilers
in bothfiscal 2019 and fiscal 2020
Upgrade to high-efficiency air-conditioning units using new
refrigerants in seven customer rooms and installation of highefficiency air-conditioning unit in hotel lobby (fiscal 2022)
Transition to LED Lighting(Katsuragi Golf Club and Katsuragi Kitanomaru):

Consumer Issues

Community Involvement
and Development

Initiatives at Offices
Priority Electricity Conservation Measures
Electricity conservation measures at offices include reducing theamount of lighting (after verifying lighting levels), introducing
LED lighting, turning off lit advertisements, halting elevator
operation, and notifying employees of electricity consumption
amounts to raise awareness.
Transition to LED Lighting
The Yamaha Corporation headquarters is promoting thetransition to LED lighting in office spaces, and approximately
1,400 fluorescent lights and mercury lamps have been replacedwith LED lighting over the nine-year period spanning from fiscal
2014 to fiscal 2022. As a result, annual electricity consumption
has been reduced by 52 MWh. Meanwhile, the transition to LED
lighting outside of the Toyooka Factory has produced annual
savings of 44 MWh while an additional reduction of 70 MWh in
annual electricity consumption has been achieved by replacing
approximately 5,100 fluorescent lights inside of the factory with
LED lighting over the six-year period from fiscal 2017 to fiscal
2022. Going forward, we will continue to systematically transition
to LED lighting in factories and offices.
“Cool Biz” and “Warm Biz” Initiatives
During summer (May to October), we encourage employees towear cooler attire, such as by not using a necktie, and set the
air-conditioning temperature to over 28°C. In winter (November
to March), employees are asked to wear warmer clothes so as not
to rely too heavily on heating, and the temperature of heaters is
set to under 20°C.

• Annual electricity savings of 49 MWh through switch to LED
lighting and installation of motion sensors in restrooms• Annual electricity savings of 28 MWh through replacementof mercury lamps with LED lighting in clubhouse lobby and
Kitanomaru garden

In-house educational posters promoting the “Cool Biz” and “Warm Biz”
programs

Yamaha Sustainability Report 2022

61

Sustainability Management

Organizational GovernanceInitiatives in Logistics
Energy Conservation and CO2 Emission Reduction in Logistics
The Yamaha Group is working to increase energy efficiency
and reduce CO2 emissions in logistics operations together
with efforts to improve transportation efficiency and shortentransportation lead times. To this end, we are incorporating
CO2 emission reduction initiatives into various activities. For
example, we are working to raise truck and container loading
ratios, review warehouse locations and transport routes toshorten transportation distances, examine the possibility ofincorporating low-carbon modes of transportation (ships andtrains), revise transportation packing specifications, conduct
joint transportation with other companies, and dispose of waste
in the area it is produced.
The Group’s total domestic transport volume (includingtransportation by domestic sales companies, etc.) in fiscal 2022
decreased 3.1 million ton-kilometers year on year, to 1.6 million
ton-kilometers. CO2 emissions were down 566 t-CO2 year on year,
to 2,527 t-CO2.
Reducing CO2 emissions from logistics requires the cooperationof transportation companies. As such, we are working withthem to develop the necessary systems by requesting thatthe transportation companies we work with cooperate inenvironmental efforts and incorporating environmental matters
into questionnaires.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Resource Conservation and CO2 Emission Reduction in
Piano Frame Transportation

Standardization of Packaging for Shipping Components andMaterials to Conserve Resources and Reduce CO2 Emissions

Previously, the Yamaha Group has used disposable iron packing
racks when transporting piano frames from Japan to overseas
factories. However, we are gradually introducing returnable
packing racks for piano frames that can be used multiple times
in order to conserve resources. In addition, by shortening
transportation routes and improving load efficiency, theCompany has achieved a 100-ton reduction in CO2 emissions
associated with the disposal of iron packing and a 1,600-ton
reduction in iron resource consumption. Going forward, we will
examine the possibility of shortening transport distances andreducing disposable packing material use, including for parts
aside from piano frames.

The Yamaha Group is pursuing enhanced efficiency intransportation by increasing the number of products shipped
per container through the use of more compact packaging that
better matches the sizes of the containers used during shipping.
For example, a 17.0% reduction in the size of the packaging used
for Yamaha P series digital pianos resulted in a 12.5% increase incontainer packing rates. This change led to an annual reductionin the number of 40-foot high-cube containers used of 269
together with a 26-ton decrease in annual CO2 emission volumes.

Japan

China / Indonesia

Function integration & centralization
Yamahapiano frame factory

Packing+export+import
Logistic operator
25km

Piano frame production

Packing rackwith piano frame

Yamaha's China Factory /Yamaha's Indonesia Factory

70km

Packing+vannig+export
Empty packing rack

Port of
Shimizu

Port ofNingboLoading container with pre-standardization packing boxes (left) and loading
container with standardized packing boxes (right)

Port of
Jakarta

Import & devanning &maintenance / repair

Distribution flow using returnable packing racks

Yamaha Group Environmental Data

Returnable packing rack for grand pianoframesYamaha Sustainability Report 2022

Folded returnable packing rack (whenbeing returned)

62

Sustainability Management

Organizational GovernanceEndorsement of TCFD Recommendations
Rapid climate change poses a major threat to humanity and to all
life-forms on earth. We recognize that helping combat this threat
and contributing to the decarbonization of society are corporate
responsibilities and important management issues.
In fiscal 2019, the Yamaha Group declared its endorsement of
the recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD) and commenced initiatives foranalyzing the risks and opportunities for its business createdby climate change. This information is reflected in management
strategies, and information on the financial impacts of theserisks and opportunities is disclosed.

Yamaha’s Initiatives
Governance
Climate change and other important sustainability issues are
discussed at meetings of the Sustainability Committee, which
is an advisory body to, and chaired by, the president that wasestablished in January 2021, after which these matters are
discussed and examined by the Board of Directors to make for asystem of appropriate supervision by the Board of Directors. The
Sustainability Committee met 10 times in fiscal 2022.
Measures for responding to climate change-related risks andopportunities are discussed by the Working Group for Climate
Change, a working group chaired by a managing executive
officer positioned under the Sustainability Committee, and theresults of these discussions are reported to the Sustainability
Committee.
In fiscal 2022, Yamaha revised its sustainability priorities(materiality), the management issues with the potential to impact
corporate value over the medium to long term, to include climatechange among these issues. The new medium-term management
plan “Make Waves 2.0” launched in April 2022 defines “setsustainability as a source of value” as one of its key policies,
thereby positioning response to climate change as a central
theme of the plan

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Strategy

Metrics and Targets

Scenario analyses have been performed to confirm the potential
impacts of climate change on the Yamaha Group. The specificscenarios utilized were the Sustainable Development Scenario(global warming of less than 2°C above pre-industrial levels)and the NZE Scenario (net zero emissions by 2050 and global
warming of 1.5°C above pre-industrial levels) based on the2021 World Energy Outlook of the International Energy Agency(IEA) for transition risks and the Representative Concentration
Pathway (RCP) 8.5 (global warming of 4°C above pre-industrial
levels) scenario from the Fifth Assessment Report of theIntergovernmental Panel on Climate Change for physical risks.
Applied to all businesses, these assessments were used to
identify short-term, medium-term, and long-term risks andopportunities.*1

Reductions to CO2 emissions are managed in a comprehensive
manner encompassing the entire Yamaha Group and its supply
chains. To facilitate these efforts, the Greenhouse Gas Protocol
is used as the standard for calculating total greenhouse gas
emissions (Scope 1, Scope 2, and Scope 3 emissions), and thirdparty verification is received for these calculations.
Yamaha has set the medium-term targets of reducing total Scope
1 and Scope 2 greenhouse gas emissions by 55% (a target certified
by Science Based Targets as sufficient for helping limit average
global warming to below 1.5ºC) and total Scope 3 greenhousegas emissions by 30% from fiscal 2018 levels by fiscal 2031. In
addition, we have set a long-term target for Scope 1 and Scope 2
emissions of achieving carbon neutrality by fiscal 2051.

*1 Risks and opportunities are classified as “short-term” if their impacts will be moststrongly felt over the next several years, “medium-term” if their impacts will be felt
leading up to 2030, and “long-term” if the impacts will appear in 2050.

Risk Management
The Risk Management Committee has been established as
an advisory body to the president. This committee meets todiscuss risk management-related themes from a Companywide
perspective, and the findings of these discussions are reported
to the president.
The committee also assesses and categorizes a variety ofclimate change and other risks based on the potential damages
and frequency. In addition, risk control levels are evaluated to
identify serious risks requiring priority attention, to designate thedivisions responsible for managing these risks, and to thereby
improve the overall level of risk management.
In addition, the Working Group for BCP and Disaster Prevention
Management has been set up under the Risk Management
Committee to establish business continuity plans and implement
other business continuity management initiatives to address thephysical risks associated with natural disasters.
Relevant executive officers report on these activities to the Boardof Directors, which carries out confirmation and oversight of theeffectiveness and progress of risk management frameworks.

Scope 1, Scope 2, and Scope 3 emissions

In addition, we have set the goal of achieving a ratio of certified
timber use of 50% by fiscal 2022 in order to help preserve forest
resources and protect biodiversity. This goal was successfully
accomplished in fiscal 2022 with a ratio of 52%. Going forward,
we plan to establish internal standards to guide wider-ranging
management of timber sustainability. At the moment, we aretargeting a ratio of sustainable timber use, as defined based on
our internal standards, of 75% in fiscal 2025. Ongoing initiatives
will be advanced toward this goal.

63

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Major Climate Change-Related Risks and Opportunities
Transition
Risks

Major Short-Term Risks Major short-term risks include the risks of companies withdrawing
from the timber business due to decarbonization trends, resulting in difficulties procuring timber.
The Yamaha Group has proceeded to raise the rate at which it uses certified timber, which canbe procured reliably, from the perspective of the sustainability of forest resources, and ourratio of certified timber use was 52% on March 31, 2022. In addition, with our dedicated timberrelated technology and procurement divisions, we have accumulated the expertise necessary
to quickly switch to an alternative source should it become difficult to procure timber from a
specific location

Major Medium-Term Risks Major medium-term risks include the potential for the institutionof various measures aimed at the realization of a decarbonized society to lead to higher energy
prices and additional costs resulting from carbon pricing systems.
To combat these risks, we altered our prior greenhouse gas emissions reduction target, which
had been certified by Science Based Targets as a target for limiting global warming to 2ºC
above pre-industrial levels, and received certification for the new target in September 2021,
indicating it as being viable for limiting global warming to 1.5ºC above pre-industrial levels.

Initiatives in pursuit of this target include advancing Companywide energy conversation
activities, utilizing renewable energy, developing energy-efficient products, streamlining
logistics processes, and bolstering engagement with suppliers. In addition, we have introduced
an internal carbon pricing scheme for the purpose of facilitating investment in low-emissions
equipment and installed emissions-reducing provisions into new Company buildings. By
accelerating initiatives to achieve this more ambitious target, we aim to mitigate varioustransition risks.

Physical
Risks

Major Long-Term Risks Global warming threatens to change the environments is which
the timber we procure is produced, which in turn would impede our ability to produce certain
musical instruments. The Yamaha Group undertook an investigation that looked at scarce anddifficult-to-substitute tree species from which it procures timber and was based on an academic
thesis. This investigation indicated a possibility that the environments in which several ofthese tree species are cultivated might shrink as a result of global warming. Should it become
difficult to procure timber from these tree species, resulting in increases in raw material prices,
it would constitute a business risk. For this reason, we will carefully monitor circumstances
related to the production of these tree species in the future and make preparations so that,should it be deemed that our operations might be impacted by these circumstances, we will
be able to quickly shift to alternative tree species. Furthermore, the Group exercises due
diligence in verifying the legality of tree harvesting methods to ensure that it does not purchaseillegally harvested timber and thereby safeguard its ability to continue procuring timber in asustainable manner. We are also pursuing ongoing improvements to our business resiliencethrough multifaceted initiatives. One such initiative is the Tone Forest activities we engaged

in with timber-producing communities to foster high-quality resources used for manufacturing
musical instruments with regard to scarce timber that may become more difficult to secure due
to climate change.
With regard to floods and other risks, we completed establishment of business continuity plans
for all Yamaha business sites around the world. We have also taken precautionary measures
such as installing drainage equipment to safeguard against damages from typhoons, floods,
and other natural disasters projected on an individual business site basis. In addition, we have
implemented measures such as revising the locations and structure of Company business sites
and even external warehouses. Furthermore, based on scenarios assuming global warmingof 4°C above pre-industrial levels and once-in-a-century flooding in 2050, flooding risks andthe effectiveness of flooding countermeasures were assessed for Yamaha Group bases, major
distribution bases, and suppliers located in river-adjacent and coastal areas susceptible tofloods around the world. These assessments found that no sites were at particularly high risk offlooding

Opportunities

Major Medium-Term Opportunities Major medium-term opportunities for Yamaha include
the potential for increased demand for its products as people limit movement to help combat
climate change. Specifically, it is possible that demand will grow for communications
equipment. In addition, the trend toward decarbonization could drive the popularization of EVs,

creating the potential for the Yamaha Group to engage in new businesses through which it
produces comprehensive sound atmospheres within vehicles as well as the opportunity to win
additional support for customers for its audio technologies, which deliver high sound quality
from lightweight equipment.

Major Long-Term Opportunities Major long-term opportunities include the possibility
that demand for our products will increase as factors like global warming place limitations
on outdoor activities. These factors are anticipated to drive growth in demand for a variety
of musical instruments as well as for communications equipment. Moreover, by developing

alternative materials with characteristics that are even more beneficial than those of thematerials currently used, we aim to prepare for the potential depletion of the habits in which
the timber suited to musical instrument production is grown. These provisions will allow us toprovide value and take advantage of an even wider range of business opportunities.

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Results of Scenario Analyses
Category

Impact Level

Risks and Opportunities

Reason, Impact, and Response

Impact on
Business(Potential)• The number of companies targeting net zero emissions is increasing, a trend that is expected to stimulate a rise demand forforest-associated carbon credits, which is in turn prompting forest owners to withdraw from timber businesses.

Procurement

Short-term
risks

Risk of difficulties inprocuring timber because ofcompanies withdrawing fromthe timber business due todecarbonization trends• The impacts of such withdrawals have been felt in certain timber-producing regions, but we are taking steps to mitigate theassociated risks by utilizing alternative timber produced in different regions.
• Should a supplier of timber to Yamaha withdraw from the timber business, there is a risk that the Company may face difficulty
securing the timber it needs to manufacture its products. However, with our dedicated timber-related technology andprocurement divisions, we are able to quickly switch to an alternative source or develop alternative materials.

−−• The Company is progressively transitioning to certified timber from forests managed in a sustainable manner in its
procurement of timber resources.

Risk of additional costs due
to institution or increase ofcarbon prices

Transition risks(Global warmingof 1.5°C)

Directoperations

Medium-term
risks• The IEA’s NZE Scenario (net zero emissions by 2050) projects carbon prices of U.S.$130 per t-CO2 (approx. \15,000 per
t-CO2) in Japan, U.S.$90 per t-CO2 (approx. \10,000 per t-CO2) in China, and U.S.$15 per t-CO2 (approx. \1,700 per t-CO2) inIndonesia. These carbon prices will result in a rise in costs of approximately \1.6 billion in 2030. However, by accomplishing thegreenhouse gas emissions reduction targets Yamaha put forth based on scenarios projecting global warming of 1.5°C, it should
be possible to limit this rise in costs to \0.6 billion (yen amounts translated at a rate of \115 to U.S.$1).

−−• An internal carbon price of \14,000 per t-CO2 has been set for the purpose of accomplishing this target, which is being pursued
by promoting investment in low-emissions equipment, increasing the energy efficiency of production divisions, and utilizing
renewable energy.
• The procurement of renewable energy is imperative to achieving significant reductions in emissions.

Risk of additional costs due
to increased procurement of
renewable energy• A large portion of Yamaha’s Scope 1 and Scope 2 emissions are associated with electricity, meaning that increased use ofrenewable energy will be crucial to reducing emissions (electricity purchased in fiscal 2022 amounted to approximately \3.0
billion).

−• Reductions to CO2 emissions will be pursued by conserving energy, generating renewable energy in-house, and purchasing
renewable energy.
• There has been a trend toward people limiting their movement (via airplanes, etc.) to combat climate change, and it is possiblethat this trend may continue or expand going forward.
• This transition from outdoor to indoor activity may create opportunities by increasing demand for Yamaha’s communicationequipment (speakerphones, routers, etc.).

Product
demandOpportunities created byMedium-term increased product demand
opportunities as people limit movement tocombat climate change• The trend toward decarbonization is expected to drive the popularization of electrified vehicles. The IEA’s NZE Scenario (netzero emissions by 2050) projects that sales of EVs will represent 64% of total automobile sales in 2030 and 100% in 2050. This
accelerated spread of EVs has the potential to help win stronger customer support for Yamaha and its technologies for creating
lightweight equipment that produces high-quality audio. We also see potential for engaging in new businesses through which
we branch out from audio equipment to produce comprehensive sound atmospheres within vehicles.

++• Reductions to waste and more effective use of resources is being promoted as a means of combating climate change. Against
this backdrop, Yamaha has the potential to become a brand that guides the direction of the entire industry. Efforts to secure
this position should include the development technologies and business model reforms for providing products as services
aimed at reducing raw material use, utilizing recycled and renewable martials, encouraging customers to use products forlonger by upgrading or purchasing more durable items, and eliminating the use of plastics in packaging.

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Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development• Global warming may change the environments in the regions from which Yamaha procures timber.

Procurement
Long-termrisks
Physical risks(Global warmingof 4°C)

Directoperations

Risk of difficulties inprocuring timber due tochanges in production region
environments• The Company undertook an investigation that looked at scarce and difficult-to-substitute tree species from which it procurestimber and was based on an academic thesis. This investigation indicated a possibility that the environments in which severalof these tree species are cultivated might shrink. It has therefore been determined that we face the risk of it becoming difficult
to procure timber from these tree species, resulting in increases in raw material prices.

−−• Through the advancement of Tone Forest for developing forests capable of sustainably producing timber suited to musicalinstrument production together with the community, we aim to secure stable supplies of high-quality timber over the long term.

• Global warming is projected to cause increases in the damages from heavy rains, floods, and other natural disasters. It is
Risk of halts to operations
therefore possible that profits may be lost should operations be halted at an operating base (factory) as a result of flooding.
and lost profits due to heavy
rains, floods, or other natural • However, even when using analyses based on a scenario projecting global warming of 4°C above pre-industrial levels in 2050,
disasters impacting operating the Company’s investigations have found no risks flooding of more than one meter above floor level at the approximately 100
bases (factories)
major Yamaha Group bases, distribution bases, and suppliers investigated.

−• There has been a trend toward people refraining from leaving their homes during the summer as a result of rising temperatures(risks of heatstroke, etc.), and it is possible that this trend may continue or expand going forward.

Product
demandOpportunities created by• This transition from outdoor to indoor activity may create opportunities in the form of increased demand for Yamaha’s
increased product demand ascommunication equipment (revenue of \14.5 billion from ICT equipment in fiscal 2022) and for guitars and other types ofLong-term
people refrain from leavingmusical instruments (revenue of \276.2 billion from musical instruments in fiscal 2022).
opportunities
homes during summer as a
• To prepare for the potential depletion of the habitats in which timber suited for musical instrument production is grown, we areresult of rising temperatures++developing alternative materials with characteristics that are even more beneficial than those of the materials currently used.
We thereby aim to contribute to the development of music culture and to capitalize on a wider range of business activities.

Note: Certain risks and opportunities have been omitted in reflection of their likelihood of occurrence or potential impact on business.

Potential Changes in Timber Procurement Region Environments from Base Year

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Protection of Biodiversity

External Recognition
A List, Highest Honor in CDP Climate Change Surveys
In 2021, Yamaha Corporation was selected, for the first time, for
inclusion in the climate change A List by CDP, an international
NPO tackling climate change and other environmental issues.
Positions on this list are reserved for companies exhibiting
excellence on a global scale in addressing climate change anddisclosing information related to those efforts.
Approximately 13,000 major companies
from around the world were assessed in
the fiscal 2022 CDP climate survey. These
companies were assigned ranks ranging
from D- to A, and 200 companies, 55 ofwhich were Japanese companies, were
included in the A List, the highest honor inthis survey.
CDP Supplier Engagement Leaderboard
Yamaha Corporation has been included on the Supplier
Engagement Leaderboard, the highest honor in the Supplier
Engagement Rating of CDP, for two consecutive years.
Launched in 2017, the Supplier Engagement Rating is a
program through which CDP assesses the climate change andgreenhouse gas emission reduction initiatives that companies
are conducting across their supply chains. In 2021, approximately
23,000 companies from around the world were surveyed andassessed with 518 companies, including 105
Japanese companies, being selected for the
Supplier Engagement Leaderboard. Yamaha’s
selection for this honor is thought to be areflection of the Company’s ongoing efforts to
reduce greenhouse gas emissions from acrossthe life cycles of its products, spanning from raw
material procurement to production, distribution,use, and ultimately disposal or recycling.

Responsibility as a Company Using Timber
The Yamaha Group conducts business activities that utilize
natural resources, such as the timber used as a raw material
to make a variety of products including acoustic musicalinstruments, and the ecosystems that produce these resources.
The Group promotes appropriate business activities andappropriate timber use as well as environmental preservation
activities based on its commitments for the preservation offorests and the protection of biodiversity, as stated in the
Yamaha Group Sustainability Policy and the Yamaha Group
Environmental Policy.
Yamaha Group Sustainability Policy
Yamaha Group Environmental Policy
Sustainable Resource Use

Consumer Issues

Community Involvement
and Development

Responsibility as a Company Using Timber
Chemical Substance-Related Initiatives
To limit the impact of chemical substances on the environment
and ecosystems, the Yamaha Group is working to enhance
management and reduce usage of chemical substances while
implementing measures to prevent leakage.
Prevention of Pollution

Water Quality Preservation
The Yamaha Group is building treatment facilities andconducting monitoring and audits to prevent wastewater fromfactories from contaminating public water systems, soil, andgroundwater.
Prevention of Pollution

Evaluation of the Impact of Factory Wastewater on Ecosystems (Toyooka Factory)
Yamaha Music Manufacturing Japan Corporation, which islocated within the Yamaha Corporation Toyooka Factory,
conducts the production of wind instruments. Wastewatercontaining chemical substances from the wind instrument
production process at this company is detoxified before being
released into waterways. The impact of such factory wastewateris evaluated using the bioresponsive Whole Effluent Toxicity
method,* and these evaluations have confirmed that the impact
on ecosystems is minimal.
* The Whole Effluent Toxicity method is a wastewater management method that
evaluates whether wastewater from factories and business sites is harmful toecosystems by measuring the impact on the existence, growth, and reproduction of
aquatic organisms, such as algae, water fleas, and fish in diluted wastewater.

External Recognition

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Sustainability Management

Organizational Governance

Preservation of Forests and Natural Environments
Yamaha Forest Activities in Indonesia

Human Rights andLabor Practices

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Record of Yamaha Forest Activities in Indonesia
Phase 1 (Fiscal 2006–2010)
SponsorOver the period spanning from 2005 to 2016, Yamaha
Corporation and six local Indonesian subsidiaries carried out
Phase 1 and Phase 2 Yamaha Forest activities in the form ofplanting saplings in Indonesia, thus contributing to the regionalsociety. In these activities, we planted tree types selectedbased on academic studies in order to restore natural forests
and rehabilitate ecosystems in accordance with regional
characteristics.
In fiscal 2018, the Company confirmed the status of forest
growth using satellite imagery and estimated the CO2 emissions
absorbed by the trees in the Yamaha Forest areas from bothPhases 1 and 2 of the project. The Company estimates thatapproximately 42,000 t-CO2 have been absorbed to date.

The Environment

Phase 2 (Fiscal 2011–2015)

Yamaha Corporation and six local Indonesian subsidiaries
Yamaha Motor Co., Ltd., and two local Indonesiansubsidiaries

Yamaha Corporation and six local Indonesian subsidiaries

Cooperation

The Organization for Industrial, Spiritual and Cultural
Advancement International

JICA, Local National Park Management Office, National
Kuningan University Forest Department

Location

Sukabumi, West Java, Indonesia

Mt. Ciremai National Park, Kuningan, West Java, Indonesia

From December 2005 to March 2010

From December 2010 to March 2015 (planting activities)
April 2015 to March 2017 (maintenance)

PeriodMain cause ofDestructive deforestation
forest loss

Forest fires

PurposeRecovery of biodiversity, water source protection,
prevention of soil erosion, and CO2 absorption and fixation

Recovery of biodiversity, water source protection, preventionof soil erosion, and CO2 absorption and fixation

Area

Approx. 126.7 ha

Approx. 50 ha

Number oftrees planted

115,11052,870Total of 21 including mahogany, teak (Tectona grandis),Paraserianthes falcataria, eucalyptus, melina, and meranti

Total of 46 indigenous species selected based on vegetation
surveys (bayur (Pterospermum acerifolium), Peutag, Salam,
Acacia Mimosa, Teurap, etc.)

Type of tree

Details ofactivities• Tree planting and management• Tree planting and management (participation in JICA’s
Rehabilitating Degraded Lands Project for Protection of• Tree planting ceremony (total of 9,180 participants)
Biodiversity)• Environmental education activities (planting activities at• Tree planting ceremony (total of 1,300 participants)
farmers’ groups and schools, etc.)• Environmental education activities for elementary school• Education support (donations of desks, chairs, etc.)• Regional support (construction of community water areas) students

Note: In fiscal 2017, this project was relocated to Mt. Ciremai
National Park, where it is continued under the management of local
government agencies and other related entities.

Volume of
CO2 absorbed

30,929 tons (12-year total)

11,542 tons (7-year total)(Fiscal 2018 estimate)

Planting area at start of tree planting activities in 2011 (left) and after steady growthin 2017 (right)

Yamaha Sustainability Report 2022

Satellite imagery of planting area (left: 2009, right: 2017; based on survey performed
by Kokusai Kogyo Co., Ltd.)

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Organizational Governance

Human Rights andLabor Practices

The Environment

Enshunada Coastal Forest Recovery Support
In 2007, Yamaha Corporation signed a supporter of future forestsin Shizuoka agreement with Shizuoka Prefecture and Hamamatsu
City. Based on this agreement, Yamaha Corporation works tosupport the reforestation of the Enshunada Coastal Forest
owned by Hamamatsu City. These activities include continuously
planting saplings in a coastal forest that was seriously damagedby pine weevils. Planted on an annual basis, the trees have been
growing steadily.
In October 2021, trees were planted by environmental staff as thetree planting event was not open to the public.
Record of Tree Planting Activities
Numberof trees

Types of trees

1st (2007)

115

Ubame oak (Quercus phillyraeoides), Japanesecamellia (Camellia japonica), and wax myrtle(Myrica rubra)

2nd (2008)180

Ubame oak (Quercus phillyraeoides), Japanesecamellia (Camellia japonica), wax myrtle (Myrica
rubra), and elegance female holly (Ilex integra)

150

Japanese camellia (Camellia japonica), ubameoak (Quercus phillyraeoides), elegancefemale holly (Ilex integra), camphor tree
(Cinnamomum camphora), yeddo hawthorn(Rhaphiolepis indica var. umbellata), Japanese
hackberry (Celtis sinensis var. japonica), andJapanese pittosporum (Pittosporum tobira)

Iteration

3rd(2009)

155

Japanese hackberry (Celtis sinensis var.
japonica), camphor tree (Cinnamomum
camphora), elegance female holly (Ilexintegra), ubame oak (Quercus phillyraeoides),Dendropanax trifidus, and yeddo hawthorn(Rhaphiolepis indica var. umbellata)

5th (2011)

160

Wax myrtle (Myrica rubra), kurogane holly (Ilexrotunda), Japanese pittosporum (Pittosporum
tobira), Dendropanax trifidus, and border privet(Ligustrum obtusifolium)

6th (2012)200

Japanese cinnamon (Cinnamomum japonicum),kurogane holly (Ilex rotunda), Daphniphyllum
teijsmannii, Japanese spindletree (Euonymus
japonicus), and border privet

4th (2010)(Activities halted in 2013 for the purpose of constructing tideembankments.)

7th (2014)

300

Wax myrtle (Myrica rubra), Japanese hackberry(Celtis sinensis var. japonica), Neolitsea
sericea, and black pine (Pinus thunbergii)

Yamaha Sustainability Report 2022

Fair Operating Practices

8th (2015)480

Ubame oak (Quercus phillyraeoides), Japanesespindletree (Euonymus japonicus), yeddo
hawthorn (Rhaphiolepis
indica var. umbellata), Japanese pittosporum(Pittosporum tobira), and black pine (Pinus
thunbergii)

9th (2016)

245

Ubame oak (Quercus phillyraeoides), Japanesespindletree (Euonymus japonicus), and blackpine (Pinus thunbergii)

10th(2017)

330

Resistant black pine (Pinus thunbergii)

11th(2018)

300

Resistant black pine (Pinus thunbergii)

12th(2019)

300

Resistant black pine (Pinus thunbergii)

Tree planting activities were canceled in 2020 due to the COVID-19
pandemic (the growth of trees planted thus far was observed instead).

13h (2021)

150

Total

3,065

Resistant black pine (Pinus thunbergii)

Consumer Issues

Community Involvement
and Development

Observation of planted tree growth

These activities were given the certification label (smile label) by
the office overseeing supporters of future forests in Shizuoka in
the Forest Resources Division of the Environmental Protection
Bureau of Shizuoka Prefecture’s Community and Environmental
Affairs Department. This label certifies that these activities
serve as a physical contribution (smile 1), a financial contribution(smile 2), and a partnership with the region (smile 3).

Smile 1: Physicalcontribution

Smile 2: Financial
contribution

Smile 3: Partnership withthe region

13th tree planting event69

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

Product / Service

Products Supporting Environmental Impact Reduction
Product / Service
Micro prober flexible printed
circuit conduction andinsulation inspection devices(Yamaha Fine Technologies Co.,Ltd.)

Waste reduction and resource
conservation benefits from
improved yield rates for
product subject to tests

Helium leak tester(Yamaha Fine Technologies Co.,
Ltd. product)

Support for compliance with
automobile environmental
regulations and reductions
in environment impacts fromdriving

Hydrogen leak detectors(Yamaha Fine Technologies Co.,
Ltd. product)

Promotion of hydrogen as
next-generation energy

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Products Using Alternatives for Scarce Timber

Application of Environmental Technologies
Environmental
Characteristics / Benefits

The Environment

Photograph

Overview

Acoustalon™ glassstrengthened plastic resin

Use of substitutes for scarcetimber in marimba soundboard parts

Ebony-style natural wood

Substitute for black piano key
parts made from scarce ebonythat uses alternative material

Carbon bows

Use of substitutes forbrazilwood and other scarcetimberPhotograph

Products that Limit Chemical Substance Use (Enhancement of Timber Using A.R.E.*)

Products Designed with Consideration for Timber Resources
Products Designed to Conserve Natural Timber Resources
Product / Service
RGX-A2 electric guitar(Japanese Only)

Overview

Photograph

Product / Service

Overview

YVN500S acoustic violins, L Series
acoustic guitars, etc.

Use of A.R.E.* treatment on
body materials to improvesound characteristics without
using chemical substances

Yamaha Hall in the Yamaha
Ginza Building(Japanese Only)

Use of A.R.E.* treatment on
stage floor to improve thesound characteristics without
using chemical substances

Photograph

Uses afforested timber inplace of natural timber* Acoustic Resonance Enhancement (A.R.E.) is Yamaha’s proprietary technology for artificially stimulating the same changes in woodthat occur during natural aging in a short time to improve acoustic characteristics. Through precise control of temperature, humidity,
and atmospheric pressure using a specialized device, the acoustic properties of the new wood can be manipulated to realize a more
ideal condition that is similar to the acoustic characteristics of wood materials in instruments that have been played for years. Priortimber enhancement technologies often utilize chemical agent-based enhancement methods; A.R.E., however, does not use any
chemical agents in the processing stage. Therefore, this technology has a lower environmental impact.

Yamaha Eco-Products Program
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Sustainability Management

Organizational GovernanceFair Operating Practices
The Yamaha Group takes great efforts to maintain fair operating
practices by complying with laws, regulations, and social norms
to contribute to the healthy development of the market economy
society.
Based on the Compliance Code of Conduct, the Yamaha Groupis aiming for the proper management of intellectual assets, theconstruction and maintenance of fair relationships by eliminating
questionable relationships with suppliers or other related parties,
and fair competition by complying with the Anti-Monopoly Act
and banning the use of unfair comparative advertisements.
Furthermore, the Group is educating its employees in order for
all of its members to comply with these standards.
In addition to internal efforts, the Group is expressing its policies
related to the respect of human rights, labor and safety, and fairtrade to suppliers in order to promote sustainability throughout
the supply chain of raw materials and components. At thesame time, the Group is engaged in sustainability procurement
initiatives in collaboration with business partners, such as byrequesting cooperation in compliance efforts.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Prevention of Corruption
Basic Policy
The Yamaha Group is well aware of the fact that corruption
impedes healthy economic activity and is detrimental to thesustainability of society. Accordingly, the Group has endorsed
the United Nations (UN) Global Compact, which sets out
principles pertaining to anti-corruption. The Group thus
stipulates in its Compliance Code of Conduct that it rejects
improper relationships with business partners, governments,
local municipalities, and public institutions and that it will
engage only in fair dealings. Anti-corruption measures are
implemented based on this code of conduct.
UN Global Compact
Compliance Code of Conduct
5-4 Elimination of Improper Relationships(Gift Giving, Business Entertainment, etc.)
7-1 Transactions with Government and Public Officials
7-2 Prohibition Against Gift Giving to and Entertainment ofGovernment Officials, etc.
8-5 Prohibition Against Bribery to Foreign Government Officials

Exhaustive Anti-Corruption Measures
Over the course of its business activities, the Yamaha Group
engages in negotiations and collaboration with national andregional government agencies. Risks of bribery exist with regard
to projects conducted for educational or public institutions
and to the acquisition of permits for building or operating
factories. These risks create a need for anti-corruption measuresthat account for the Corruption Perceptions Index* and theimportance of specific production and sales sites. The Group
implements and enforces internal rules based on its Compliance
Code of Conduct and conducts anti-corruption measures,training, and education to address these and other corruption
risks. The Legal Division of Yamaha Corporation carries out
meetings with and analyses the Group’s 13 domestic subsidiaries
and 31 overseas subsidiaries in an ongoing effort to raiseawareness with regard to potential corruption risks. Furthermore,
the Legal Division monitors the initiatives of Group companies
and reports on these efforts to the Board of Directors.
* An index ranking the degree of corruption of a country’s public sector compiled byTransparency International

Yamaha Sustainability Report 2022

Consumer Issues

Community Involvement
and Development

Thorough Enforcement of Rules
Rules regarding gifts and entertainment offered during thecourse of business activities have been established on a bydivision basis to ensure legal compliance. At overseas Group
companies located in regions characterized by high risksof bribery of government officials, awareness is maintained
regarding the importance of clearly indicating to whom gifts
or entertainment are to be provided along with the details ofthese gifts or entertainment. Prior application is required before
providing gifts and entertainment, and expenditures are tracked
to prevent bribery of government officials.
The Legal Division of Yamaha Corporation is responsible forformulating rules with regard to the compliance program to be
implemented on a Groupwide basis.
7-2 Prohibition Against Gift Giving to and Entertainment ofGovernment Officials, etc.
8-5 Prohibition Against Bribery to Foreign Government Officials

Anti-Corruption Measures, Training, and Education
The Yamaha Group is implementing a myriad of measures toprevent bribery and other inappropriate transactions. In addition
to combatting misconduct in its own activities, the Group isalso committed to addressing bribery risks in the activities ofbusiness partners. To this end, some Group companies takesteps such as requiring business partners, through contracts
and other stipulations, to prohibit bribery and receiving pledges
on this matter from business partners. Furthermore, the Yamaha
Supplier CSR Code of Conduct stipulates the prohibition ofcorruption involving suppliers.
The Legal Division of Yamaha Corporation promotes
understanding and awareness of international and legal
standards pertaining to anti-corruption within the Group.
In addition, this organization has set up a bribery-related
consultation hotline for use by Group companies and offers
support for implementing anti-corruption measures.
Corruption-Related Incidents
In fiscal 2022, no legal violations or government sanctions wereincurred as a result of acts of corruption. In addition, no reports
on acts of bribery by the Yamaha Group were received throughcompliance helplines from individuals claiming to be business
partners of the Group or their employees.
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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Responsible Participation in Politics

Fair Trade Practice

Basic Policy

Basic Policy

With respect to involvement in politics and government policy,
the Yamaha Group aims to demonstrate good faith in promoting
the formulation and implementation of government policies that
benefit not only our stakeholders but society as a whole.
Guided by this philosophy, we maintain appropriate
relationships with governments and politicians in accordancewith prescriptions concerning relationships with such in ourCompliance Code of Conduct.

The Yamaha Group does not engage in any unfair trading
practices or unjust practices designed to restrict competition
and makes every effort to ensure fair competition, the bedrockof healthy development in a market economy. Moreover, as apartner working closely with its suppliers and customers, theGroup strives to maintain trusting relationships by practicing
fair trade. The Yamaha Group familiarizes all Group employeeswith rules regarding the maintenance of fair relationships withbusiness partners and rules governing corporate practices
concerning market competition as laid out in the Compliance
Code of Conduct.

7-1 Transactions with Government and Public Officials
7-2 Prohibition Against Gift Giving to and Entertainment ofGovernment Officials, etc.
7-3 Political Contributions
7-4 Response to Government Authorities

Political Contributions

Community Involvement
and Development

Compliance with the Subcontractors Act

5. Relationship with Business Partners
6. Relationship with Competitors

Fair Competition and Trade Frameworks and Policies

The Yamaha Group takes a neutral stance toward politicalparties and politicians, and it complies with the Public Offices
Election Act, the Political Funds Control Act, and other laws andordinances related to politics. The Group prohibits contributions
to individual politicians, which is prohibited by law, and topolitical organizations or parties in excess of the permissibleamount under the law.
Under authoritative regulations for political contributions of\500,000 or more, it is mandatory for Yamaha Corporation to
obtain the approval of the president, consult with the General
Administration Division, the Corporate Finance Division, and theLegal Division, and confirm the contribution with the executive
officers in charge of internal audits. Group companies are also
required to conform to the restrictions of the political fundcontrol laws of the respective countries when making politicalcontributions or payments of any kind to politically related
persons or persons belonging to public institutions while also
observing the same regulations as Yamaha Corporation.
Furthermore, the executive officers in charge of internal audits
carry out an audit of political contributions every April anddetermine whether or not these rules are being appropriately
observed throughout the Group.

Consumer Issues

Compliance with Competition Laws
As part of its efforts to ensure fair competition, the YamahaGroup has formulated rules regarding the compliance programs
to be implemented at Group companies for the purpose of
ensuring compliance with competition laws. Based on theserules, competition law training is held at domestic and overseas
Group companies emphasizing the prevention of cartel activities,
bid rigging, price fixing, and other illegal activities.
In fiscal 2022, competition law training was conducted at
10 domestic Group companies (Yamaha Corporation, sales
companies, and operating companies) and at 19 overseas Group
companies (sales companies and operating companies). In
Japan, 2,242 individuals underwent such training.

At Yamaha Corporation and its domestic subsidiaries,
transactions with subcontractors are tracked through theGroup’s accounting system, and frameworks are in place
to prevent payment delays. Furthermore, through internal
notifications and meetings with Procurement Department
employees, we inform internal departments of notifications
from the government regarding the Act against Delay inPayment of Subcontract Proceeds, Etc. to Subcontractors(the “Subcontractors Act”) and of related standards as part ofmeasures to stay abreast of and familiarize employees with legal
requirements.

Fair Competition Violations
In fiscal 2022, no legal sanctions were incurred to the YamahaGroup due to violations of fair trade, anti-trust laws, or antimonopoly laws. In Japan, the Group cooperates with written
inquiries from the Fair Trade Commission and the Small andMedium Enterprise Agency and has not received any orders or
warnings due to violations of laws and ordinances.

7-3 Political Contributions

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Sustainability Management

Organizational Governance

Promotion of Social Responsibility in the
Value Chain
Initiative and Promotion Frameworks
The Yamaha Group promotes sustainability throughout the entire
value chain in areas such as product and service development,
raw material procurement, manufacturing, selling, and recycling.
The Sustainability Committee, which is chaired by the president,
was established in 2021, and working groups pertaining toprocurement and human rights, which are chaired by executive
officers, were formed under this committee. These bodies are
responsible for matters related to environmental, human rights,
and other supply chain sustainability issues including theestablishment of internal frameworks, measures, targets, andactions plans; the promotion of initiatives through coordination
with the relevant divisions; and the monitoring of these
initiatives.
Sustainability Issues in the Value Chain
Sustainability Management

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Promotion of Sustainability in the Supply Chain
Yamaha products are primarily manufactured and assembled by
Yamaha Group companies with bases in Japan, China, Indonesia,
Malaysia, and India. The status of labor conditions, occupational
health and safety, and environmental management at Group
companies that function as production sites is monitored bydedicated staff members from corporate divisions based onGroup regulations and standards. These staff members offer
support for developing frameworks and advice for implementing
improvements with regard to these matters. These Group
companies adhere to Yamaha Group policies related to
procurement when procuring raw materials and components.
Suppliers are selected according to the standards set in the
Yamaha Group Purchasing Philosophy and are asked to adhere
to the Yamaha Supplier CSR Code of Conduct, which contains
items pertaining to labor, human rights, the environment, andother sustainability considerations. Inspections based on
this code of conduct are conducted when transactions arecommenced with new suppliers and on a regular basis thereafter.
Corrective measures are implemented and transactions arereconsidered as necessary.
Moreover, Yamaha Corporation is a member of the Japan
Electronics and Information Technology Industries Associationand participates in the association’s CSR committee as well as in
the grievance mechanism working group within this committee
as part of its efforts to promote sustainability in the supply chain
through industry coordination.

Consumer Issues

Specific Sustainability-Related Requests to Suppliers*1
Category

Requests

Labor andHuman Rights

No forced labor
No child labor
Appropriate working hours
Fair wages and benefits
No inhumane treatment
Non-discrimination
Guarantee of workers’ rights (freedom of
association, right to collective bargaining,etc.)
Handling of conflict minerals (Responsible
sourcing of minerals)

Occupational
SafetySafety in the course of duties
Accident prevention and emergency
preparedness
Prevention of occupational injuries andillnesses
Management of physically demanding work
Machine and equipment safety measures
Healthy and safe facilities

Environmental
Conservation

Compliance with environmental regulations
Resource and energy saving
Wastewater management
Air emission management
Proper disposal of solid waste
Management of chemical substances
Management of hazardous substances
Conservation of biodiversity

EthicsProhibition of all forms of corruption andbribery
Prohibition of anti-competitive behavior
Information disclosure
Provision of appropriate productinformation
Early detection and prevention of fraud
Protection of intellectual property
Protection of personal information

Yamaha Policies Related to Procurement
Yamaha Group Purchasing Philosophy
Yamaha Supplier CSR Code of Conduct
Yamaha Group Timber Procurement Policy
Yamaha Group Green Procurement Policy
Efforts to Combat Conflict Mineral Issues

Sustainability-Related Requests to Suppliers
Supply contracts clearly state that suppliers are expected tocomply with the Yamaha Supplier CSR Code of Conduct, and werequest that suppliers conduct regular self-assessments withthis regard.

Community Involvement
and Development*1 In addition to the above, suppliers of lumber are requested to procure sustainabletimber resources.

Yamaha Supplier CSR Code of Conduct

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Education for Employees Responsible for Procurement

Yamaha Supplier CSR Code of Conduct

Yamaha Supplier CSR Self-Assessment
Questionnaire

Supplier Self-Assessments
In fiscal 2020, a simultaneous supplier self-assessment wasadministered to 3,748 companies,*2 and results reports werereceived from 3,694 companies (a response rate of 98.6%).
Corrective actions were requested of 11 companies deemed tohave management system deficiencies based on assessment
results, and documents indicating improvements have since
been received from nine of these companies. We intend to
discontinue transactions with the other two. Of the 54 suppliers
not subjected to this assessment, 38 were determined to be
low risk due to having achieved compliance with or certified
under sustainability-related standards, such as those of the
Responsible Business Alliance. Of the other non-assessedcompanies, we plan to discontinue transactions with nine, andwill continue to request that the remaining seven comply with
the Yamaha Supplier CSR Code of Conduct. Assessments ofwhether transactions can be continued with these suppliers will
be conducted when formulating procurement policies and plans.
The next simultaneous supplier self-assessment is scheduled
to be held in fiscal 2023. We have expanded the scope ofassessment items and raised the thresholds for acceptable
scores in preparation for the upcoming assessment.
In fiscal 2022, 138 potential suppliers conducted selfassessments as part of the process of examining the possibilityof commencing transactions.
*2 The aggregate number is given as some suppliers may have conducted more than
one self-assessment due to having multiple local production companies.

Yamaha Sustainability Report 2022

The Yamaha Group promotes internal training for its employees
responsible for procurement to ensure fair trade. Topics of thistraining include the Act against Delay in Payment of Subcontract
Proceeds, Etc. to Subcontractors (the “Subcontractors Act”),
laws related to contracts, and various regulations related to
trade and procured goods. In addition, responsible procurement
training is provided to employees charged with assessing thestatus of compliance with the Yamaha Supplier CSR Code of
Conduct at suppliers. Briefings related to sustainable timber
procurement, which include confirmations of timber legality, areheld each year. In fiscal 2022, such briefings were conducted inJapan, China, and Indonesia.

Responsible Raw Material Procurement
In the procurement of natural resources and other raw materials,
it is important to practice responsible procurement out ofconsideration of the potential impacts on the environment andsociety. The Yamaha Group is focused on themes that include
green procurement and the sustainable procurement of timber,
an important material for instruments and other products.
Sustainable Timber Procurement Activities
Green Procurement Activities

Efforts to Combat Conflict Mineral Issues
Tin, tantalum, tungsten, gold, and other mineral resources
mined in the Democratic Republic of the Congo and neighboring
countries are referred to as conflict minerals as they may be thesource of funds for armed groups violating human rights throughinhumane acts such as violence and plunder. The YamahaGroup works to stop the use of conflict minerals with the aim ofprocuring minerals that play no part in the violation of humanrights or environmental destruction. We respond to customer
requests to conduct investigations regarding conflict minerals,
and also ask suppliers to avoid the use of conflict minerals basedon the Yamaha Supplier CSR Code of Conduct.

Consumer Issues

Community Involvement
and Development

Communication with Business Partners
The Yamaha Group promotes communication with business
partners and subcontractors. In Japan, we share information
about management, production, and sales trends to suppliers
that provide us with raw materials, parts, and equipment and to
subcontractors that supply distribution, construction, and otherservices. We also work together with these partners to contributeto worker safety and environmental preservation while striving
to foster an atmosphere in which it is easy to share thoughts
through relationship-building activities. In addition, we holdlectures on the United Nations Sustainable Development Goals(SDGs) at gatherings of suppliers in Japan in an effort to promotesustainability together with suppliers. During these lectures, we
provide overviews of the SDGs and introduce Group initiatives
related to human rights and other matters. Furthermore, we
confirm the status of compliance and CSR measures at thewaste treatment subcontractors used by domestic production
sites through site visits and other measures. We have alsojoined the Shizuoka Industrial Waste Association of Shizuoka
Prefecture, where we have production sites, as a waste producer.
As a member of this organization, we engage in communication
through exchanges of waste treatment information and support
for facility tours and other events.
Communication Activities
Since fiscal 2021, various communication activities have either
been canceled or carried out through alternative means, such as
mail-in voting, due to the COVID-19 pandemic. Examples of thecommunication activities that would take place under normal
circumstances include the following.
Annual general meeting: Three times a year (collaborative
meetings once each with procurement, distribution, andequipment divisions)
Briefing session on trends in production and sales: Once a year
(collaborative meeting with procurement divisions)
Safety and health inspection patrols: Confirmation of
construction work at two business sites in fiscal 2022
Confirmation of compliance status at waste treatment
subcontractors: On-site confirmation at 27 companies in fiscal
2022

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Human Rights andLabor Practices

The Environment

Fair Operating Practices

Respect for Property Rights(Protection of Intellectual Property)
Basic Policy

On-site confirmation at a waste
treatment subcontractor

Partnership Declaration
In January 2021, Yamaha Corporation announced its Partnership
Declaration, which details our commitment to building
harmonious partnerships with suppliers to heighten value acrossthe supply chain. This declaration reflects our endorsement of
the aims of the Cabinet Office’s committee for promoting theestablishment of future-shaping partnerships. This committee’s
membership includes the chairman of KEIDANREN (Japan
Business Federation), the chairman of the Japan Chamber ofCommerce and Industry, and the heads of the Cabinet Office; theMinistry of Economy, Trade and Industry; the Ministry of Health,Labour and Welfare; the Ministry of Agriculture, Forestry and
Fisheries; and the Ministry of Land, Infrastructure, Transport andTourism.
Partnership Declaration (registered on January 1, 2021)

Socially Responsible Logistics
Endorsing the ideals of socially responsible logistics advocatedby the Ministry of Land, Infrastructure, Transport and Tourism;
the Ministry of Economy, Trade and Industry; and the Ministryof Agriculture, Forestry and Fisheries, Yamaha Corporation
submitted its Declaration of Voluntary Action for Realizing
Sustainable Logistics. This declaration puts forth our policies
for working with suppliers and logistics business operators to
improve logistics activities in pursuit of higher productivity andreformed workstyles.
Declaration of Voluntary Action for Realizing Sustainable Logistics(last updated on September 20, 2019)

The Yamaha Group believes that proper protection and use of
intellectual property is essential for accelerating innovationand inspiring creativity and make social development fasterand healthier. Based on this belief, the Group has proceeded
to protect its business through the proactive acquisition andutilization of intellectual property rights. We have also been
fostering a culture of respecting intellectual property rights
of others and developing an organization that is built on thisrespect. These efforts have been aimed at enacting our corporate
philosophy “Sharing Passion & Performance” and accomplishing
our management vision “Becoming an Indispensable, Brilliantly
Individual Company.”Intellectual Property Protection Initiatives
The Yamaha Group is proactive in its efforts to acquire, protect,and utilize important intellectual property rights createdduring the course of its business activities, such as thosepertaining to new technological concepts, designs, products,
or service names. At the same time, we view respect for theintellectual property rights of others as a basic principle, and theCompliance Code of Conduct contains stipulations pertaining
to the protection of such intellectual property rights, which arefaithfully observed. When conducting preliminary surveys inconjunction with the announcement of new product development
projects or the acquisition of intellectual property rights, theGroup strives to avoid infringing on existing rights by improving
the precision of its surveys through the implementation of toolsthat utilize AI technologies.
In addition, regulations and bonus systems are in place withregard to the rights (patents, designs, etc.) to new inventions
produced as part of work. The Yamaha Group also holds
educational sessions for employees to ensure they are able toappropriately use intellectual property held by the Group or otherparties. In addition to training upon hiring, Yamaha Corporationis enhancing its employee training programs through means
such as holding training sessions for employees upon joining
or being transferred to development and marketing divisions,
including sessions related to the themes of patents, copyrights,
and general management of intellectual property.

Consumer Issues

Community Involvement
and Development

Patents
The Yamaha Group has formulated a patent strategy to matchthe characteristics of its business projected over the medium tolong term based on analysis of patent data and other informationand is working to drive the creation of new value and build astrong patent portfolio to protect this value. With regard tospecific businesses, we are engaged in patent activities with themain aims of differentiation from other companies as well as themaintenance of a competitive edge, and are moving forward withlicensing to third parties as appropriate.
In addition, annual evaluations are conducted on the current
state of utilization and future possibilities of all patent rights
retained in Japan and overseas, and we rigorously categorize andmanage our portfolio of intellectual property with the potential tocontribute to the development of unique Yamaha products and to
the establishment of a competitive advantage. By optimizing ourintellectual property portfolio and numbers of held rights, we arepromoting the rational use of intellectual property.
The total number of patents and utility models for practical use
held by the Yamaha Group in Japan as of March 31, 2022, was
2,298. The total number held overseas, principally in the UnitedStates, Europe, and China, was roughly 2,793 on March 31, 2022,
making a global total of approximately 5,091.
Designs
The Yamaha Group views designs as an important element of
product differentiation, and we are promoting the appropriate
protection and use of designs through design rights and otherintellectual property rights accordingly. As part of these efforts,
the Group has been ramping up the acquisition and exercise
of design rights in countries and regions where there are many
victims of counterfeiting. Designs have become an increasingly
important element of branding in recent years, and strategies foracquiring design rights are being advanced based on this trend
As of March 31, 2022, we held 1,576 design rights, with 491 in
Japan and 1,085 overseas.

6-3 Respect for Intellectual Property Rights
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Organizational Governance

Copyrights

Yamaha Sustainability Report 2022

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

BrandsIn addition to patents, designs, and trademarks, the YamahaGroup has produced a large number of copyrighted works inthe sound, music, and other fields. Music-related copyrights
are a particularly important form of intellectual property, and
the Group manages and utilizes these rights, taking legal action
when necessary. Education and training on the proper use of
copyrighted works are also provided to employees. In addition
to holding annual in-house copyright seminars performed byintellectual property representatives, we regularly conduct study
sessions that are specially tailored for specific divisions andGroup companies. Such venues were arranged a total of fourtimes in fiscal 2022, drawing participation by 299 individuals.
Over the period from June 2021 to February 2022, an online
copyright awareness quiz was administered to all employees
at overseas Yamaha Group companies. This quiz was aimed atraising employee understanding through questions in which
employees point out mistakes in basic copyright knowledge.
Continuing the trend started with the activities conducted at
Yamaha business sites in Japan in 2021, we are working toheighten copyright awareness and promote the appropriate
use and management of copyrighted works at Yamaha Group
operations sites around the world.
In addition, the Company has been revising the Copyright Guide,
an in-house training tool related to copyrights, as needed torespond to new laws, regulations, and social trends. In Japan, theCompany began distributing a revised guide in April 2019 basedon the amendments to the Copyright Act implemented at the endof 2018 and the beginning of 2019.

Online copyright awareness quiz

Human Rights andLabor Practices

Our brands have been an important asset, and a symbolof our responsibility toward customers and society, since
the establishment of the Company. The Yamaha Group has
implemented rules governing brand display methods and is
working to improve brand value through appropriate use basedon management standards related to Yamaha brands and under
the guidance of the Brand Strategy Committee, a Companywide
brand management organization. Furthermore, the Group
has trademarked its brand in almost every part of the world
and conducts preliminary surveys and acquires rights via theappropriate methods for the sub-brands of its products, services,and technologies.
Counterfeit Product Countermeasures
Through ongoing countermeasures for combatting unauthorizedusage of Group intellectual property and counterfeit products,
issues that are on the rise across the globe, the Yamaha Group
continues to take action against these problems in order toeliminate the economic disadvantage for consumers while
ensuring safety and maintaining trust in the Yamaha brand. In
China, we are stepping up measures, including filing lawsuits
and requesting administrative disciplinary action, to combat the
recent trend toward the sale of counterfeit products over theinternet and social media.

In-house copyrightrelated training tool76

Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Yamaha Group Tax Compliance

Structure of tax management

Relationships with tax authorities

The Corporate Philosophy of the Yamaha Group is, "With ourunique expertise and sensibilities, gained from our devotion tosound and music, we are committed to creating excitement andcultural inspiration together with people around the world." We
are working to secure a high level of profitability based on global
competitiveness and increased management efficiency, and weare also striving to fulfill our social responsibilities. With these
efforts, we are working to realize sustainable growth and to
improve corporate value over the medium to long term.

Under the direction from the Executive Officer in charge of group
taxation, the Corporate Finance Division of Yamaha Corporation
has established Group Tax Policies & Rules in order to make thebasic policies and tax related rules fully understood by all groupmembers. The division keeps each employee of the YamahaGroup companies informed about all procedures and theirimplementation.
The managements of the Yamaha Group companies endeavor
to establish and maintain internal control regarding tax inaccordance with the Yamaha Group Tax Policies & Rules.

The Yamaha Group works to minimize tax risks by maintaining
faithful relationships with the tax authorities of the regions
where it conducts business. We also confirm essential matterswith them in advance to mitigate any predicted risks.

Basic policy

Monitoring to reduce risks related to tax

The Yamaha Group strives to improve not only the company’svalues but also boost economic and social development all over
the world. To achieve our goals, we observe OECD guidelines
on transfer pricing or BEPS (Base Erosion and Profit Shifting)initiatives. We also pay appropriate taxes in accordance with the
tax-related laws and regulations stipulated in each state andregion where we operate.

Under the organization described above, the Corporate Finance
Division of Yamaha Corporation monitors group companies’
tax treatments, rectifies when required and supports theiroperations. The division is also engaged in reducing tax
related risks by receiving advice from outside professionals or
confirming information with tax authorities beforehand.

Tax governance
The Yamaha Group endeavors to establish, maintain andstrengthen our tax governance. Due to an understandingof the risks arising from international taxations, we havepositioned the tax strategy as an essential business initiative.
The Risk Management Committee as advisory panel for the
top management discusses how to carry out continuous risk
management and regularly supervises the control activities
from the corporate stand point. Under the monitor of the Risk
Management Committee, the Corporate Finance Division is
engaged in tax governance and control.

Yamaha Sustainability Report 2022

Securement of transparency
The Yamaha Group discloses information on its tax inaccordance with the related laws and regulations, disclosure
standards and accounting standards of each country. In addition,
the Yamaha Group will make every effort to give understandable
explanations to the tax authorities of the areas where it conducts
business and will ensure transparency.

Tax planning
The Yamaha Group uses tax incentives in various countries
where they are available for use in normal business activities,
follows social ethics and strives to take on proper tax burdens.
In addition, the Yamaha Group does not engage in intentional
tax planning that is against the legislative spirit of domestic andinternational laws such as the utilization of Tax Havens.

Transfer pricing
The Yamaha Group strives to realize fair income allocation inaccordance with the functions and risks of each Group company
and to prevent the improper transfer of income.
The Yamaha Group maintains arm’s length price through regularmonitoring of the profits and losses of Group companies. In
addition, the Yamaha Group strives for the implementation ofAdvanced Pricing Agreement (APA) with tax authorities to avoid
the risk of retroactive transfer pricing taxation.

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Organizational GovernanceConsumer Issues
At the Yamaha Group, our primary mission is to continue toprovide products and services that satisfy our customers.
In addition to managing the quality and safety of products andservices, we strive to disclose appropriate information related
to our products and services. In order to respond to the diverse
demands of our customers, we are proactively promoting
contributions to sustainability through the introduction ofuniversal design and proposals for products and services which
aim to solve societal issues.

Product/Service Information Disclosure
Basic Policy
The Yamaha Group conducts advertising and promotions
that accurately convey the details of products and services
to customers. At the same time, we strive to provide accurate
information related to our products and services in accordancewith laws and regulations. We have stated these principles in ourCompliance Code of Conduct.
Furthermore, the Group provides and discloses safety
information in a timely and appropriate manner to ensure thatthe products, services, and facilities it offers do not have an
adverse impact on the lives, health, or assets of people.
1-3 Proper Advertisement and Publicity and Accurate Presentation ofInformation

Appropriate Product/Service Information Disclosure
To ensure appropriate disclosure of information on its products
and services, labeling confirmation processes have been
incorporated into quality management systems.
Instruction manuals, catalogs, websites, and other accessible
mediums provide basic information on products and services,such as specifications, as well as information on the safe useof these offerings in order to educate customers on safe usage
methods and prevent accidents. In addition, we provide safety
awareness information about school instruments and equipmenton our corporate website and in catalogs.
Precautions Pertaining to Safe and Proper Product Usage
Safety Awareness Information About School Instruments and Equipment
Safe Music Instrument Usage(School Instruments and Equipment Catalog)

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Should a product defect or product- or service-related accident
occur, the Company will notify the relevant authorities as legallyrequired and promptly provide recall and other informationnecessary for ensuring customer safety in the appropriatemanner. When such issues are deemed particularly serious or
urgent, the Company will take the necessary steps to informcustomers via the channels viewed as appropriate based on sales
and usage trends. Such channels may include announcements
via websites, press conferences, newspapers, specialized
magazines, social media, direct mailings, and telephone calls.
In June 2020, Yamaha Corporation became aware of issues
regarding the PA-300C AC adapter packaged together with its
YDP-S51 ARIUS digital piano in which certain adapters would
melt or emit smoke during use. Information regarding theseissues is provided on the Company’s corporate website.
Notification of Free Exchange Program for AC Adapters for Yamaha
YDP-S51 ARIUS Digital Pianos (Risk of Melting and Smoke Emission)(in Japanese only)

In addition, the Company has become aware of issues regarding
the PA-300C AC adapter packaged together with its P-155
digital piano, MOTIF-RACK XS synthesizers, and DTX900
and DTX900M digital drums in which certain adapters would
melt or emit smoke during use. Information regarding theseissues was uploaded on the Company’s website in August2021. This information includes details on a recall and freeexchange program designed to prevent the occurrence of theaforementioned issues.
Notification of Free Exchange Program for PA-300C AC Adaptersand Products Packaged with PA-300C AC Adapters(P-155, MOTIF-RACK XS, DTX900, and DTX900M)(Risk of Melting and Smoke Emission) (in Japanese only)

Legal Violation Regarding Labeling and Advertising
In fiscal 2022, no incidents of legal violations regarding productlabeling were detected (cases of insufficient/inaccurate labelingdespite meeting regulation/certification standards).
Product and service safety information regarding product defects
can be found on the following website.

Consumer Issues

Community Involvement
and Development

Product/Service Safety
Basic Policy
The Yamaha Group believes that the safety of its products,
services, and facilities falls under the concept of fundamental
quality that must be provided. Accordingly, we take steps toprevent adverse impacts on the lives, health, and assets ofcustomers and other individuals involved in the lifecycles of our
products and services. The Group defines provisions for ensuring
the safety of products and services in the Compliance Code of
Conduct. To put these provisions into practice, we implement
the necessary systems and enhance design processes to create
designs that are fundamentally safe.
1-2 Ensuring Safety of Products and Services

Structures and Response Measures for Ensuring Safety
The Yamaha Group endeavors to ensure and improve productsafety through safety-conscious product design, safety
inspections, and appropriate compliance with relevant laws andregulations.
Safety-Conscious Product Design
The Yamaha Group practices safety-conscious product design,
and its efforts include incorporating a risk assessment process
into design reviews at the development phase. Through therisk assessment process, we identify and project potential
risks related to products and their use. We are thereby able toexamine methods for the minimization or removal of these risks
during the product design process.
To facilitate these efforts, we are entrenching the R-Map risk
assessment method* as we move ahead with activities to further
enhance the effectiveness of our risk assessments.
* The R-Map risk assessment method proposed by the Union of Japanese Scientists
and Engineers entails mapping risks on a 6 x 5 matrix. This method is utilized
for reducing risks during design processes and for evaluating product risks. The
Ministry of Economy, Trade and Industry and the National Institute of Technology
and Evaluation also evaluate risks using the R-Map method.

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Organizational Governance

Product Safety Testing Facilities
The Yamaha Group has constructed a testing building equippedwith safeguards against fires and explosions for the purpose of
testing the safety of lithium-ion batteries and other components
and products. This full range of in-house safety testing facilities
allows for swift communication of safety test results to designand development divisions.

Testing building (left) and testing equipment (right)

Safety Reviews of Major Products
The Yamaha Corporation Quality Assurance Division conducts
labeling evaluations and safety inspections of major YamahaGroup products on the market (approximately 20 products
per year) and provides feedback on the results to the relevant
department in order to improve safety.

Safety inspections

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Response to Product Regulations and Standards of Different Countries
The Yamaha Group monitors information regarding regulations,formulates internal policies, and implements systems toguarantee full compliance with the regulations and standardsof relevant countries pertaining to product quality and safety as
well as environmental protection.
Internal standards are established and revised in reflection ofregulatory expansions and revisions and the introduction of newvoluntary standards. In addition, information is shared among
overseas subsidiaries to facilitate swift and accurate response tochanges in the regulatory environments of countries of operation
while frameworks for managing regulatory information are
reinforced.
In response to the recent international tightening of
regulations applying to electromagnetic waves and energy
conversation, Yamaha Corporation has installed electromagnetic
wave measurement equipment and various other kinds ofmeasurement, analysis, and evaluation equipment at its facilities.
This equipment is used to evaluate product and component
prototypes for compliance with the regulations of relevant
countries. Regulations for chemical substances have also
become more stringent around the world, and in response tothis trend the Company has implemented a management systemfor chemical substances contained in products and established
its own Standards for Chemical Content in Products. Thesestandards have been used to manage chemical substancesacross the supply chain during the product design anddevelopment phases and have helped facilitate legal compliancewhile reducing environmental impacts.
Human resource development programs are implemented tofoster compliance understanding among relevant personnel andensure good legal compliance. As one facet of these efforts,
e-learning programs on regulations pertaining to products andYamaha’s response frameworks were launched in fiscal 2022.

Consumer Issues

Community Involvement
and Development

Immediate Action in the Event of Product Safety Issues
The Yamaha Group has put in place a system to ensure thatit places top priority on the safety of customers. In the eventof a safety issue involving a commercially sold product, theemployee who learned of the incident shall immediately
report it to the responsible department and to the Quality
Assurance Department. The department that receives thereport immediately notifies senior management of the issue. At
the same time, the head of the Quality Assurance Department
shall assemble representatives from the relevant departmentsfrom across the Company, moving to respond to the affectedcustomers, notify the appropriate government authorities, andinitiate measures aimed at preventing recurrence.
Appropriate Product/Service Information Disclosure

Product Safety Training
The Yamaha Group includes product safety risk assessment
courses in its human resource training programs. These
courses cover a variety of safety-related topics, ranging fromexaminations of safety issue case studies and risk management
practices for all areas of operations spanning from the productdevelopment stage to post-development. When including
the product safety courses discontinued after fiscal 2019, anaggregate total of 347 employees, primarily from the engineeringand development divisions, completed these courses over the
12-year period from fiscal 2011 to fiscal 2022, making for a totalof 1,820 hours of training.

Legal Violations and Defects Involving the Safety of
Products and Services
In fiscal 2022, there was one market response incident involving
a product safety defect. This incident did not result in personal
injury and was not a legal violation resulting in punishment.
Important Information on the Use of Yamaha Products

Anechoic chamber used forelectromagnetic wave measurement

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Organizational Governance

Human Rights andLabor Practices

The Environment

Quality Assurance

ISO 9001- and IATF 16949-certified sites(As of March 31, 2022)

Quality Management System

ISO 9001: Acquired in six business domains*
IATF 16949: Acquired in one business domain

The Yamaha Group pursues higher levels of quality through theimplementation of a quality management system to ensure theproduction of high-quality products and the provision of highquality services.
Groupwide quality policies and objectives as well as importantquality-related measures are deliberated on by the Quality
Strategy Committee, which is chaired by an operating
officer. Based on these deliberations, the president will issue
instructions that will be relayed to business divisions and Group
companies via the head of the Yamaha Corporation Quality
Assurance Division. Business divisions and Group companies
set their own targets based on Groupwide quality policies
and objectives. The Quality Assurance Division of Yamaha
Corporation conducts monitoring to confirm the degree to whichthese targets are met and to perform quality audits (please referto the next section), and reports on these matters are issued to
the Quality Strategy Committee.
In addition, the Group Quality Management Policies & Rules
state that quality-related reports, including those pertaining toquality issues, from throughout the Group are to be managed
in a concentrated manner by the head of the Quality Assurance
Division of Yamaha Corporation in order to strengthenGroupwide quality assurance governance.

Fair Operating Practices

Consumer Issues

Community Involvement
and Development* Certification has been acquired in relation to the core musical instruments
business, audio equipment business, industrial machinery and components
business, and golf business.

Quality Audits
Auditors of the Yamaha Corporation Quality Assurance Division
conduct quality audits to check whether or not the businessdivision quality management systems and product and service
quality are of a level that is sufficient to ensure customer
satisfaction and to prevent quality issues and improve quality
levels by sharing information on issues and best practices tobusiness divisions match the target level set by the YamahaGroup. Based on the results of these audits, improvement
requests are issued and improvements are implemented toCompanywide quality management systems.
At the same time, business product business divisions issue
instructions to and perform audits of the factories they oversee,
both in and outside Japan, in pursuit of higher product quality.
Meanwhile, quality audits targeting resort and other service
business divisions have been commenced from the perspectiveof customer safety.

Quality Management and Quality Awareness Training
The Yamaha Group’s human resource training programs include
specialized quality technique training as well as rank-based
training with the goal of improving quality awareness andquality management skills. In fiscal 2022, the Group held quality
engineering courses, product safety risk assessment courses(R-Map), and other courses. Going forward, the Group will
restructure its quality assurance training programs to facilitate
the acquisition of quality-related skills by mid-level employees inthe engineering field while revising quality management training
to raise quality awareness among management.
We have also begun implementing initiatives for improving
employee quality awareness through increased receptiveness by
sharing information on customer input and quality improvement
measures via the Company intranet and physical displays on
development floors.

Yamaha Sustainability Report 2022

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Sustainability Management

Organizational Governance

Sustainable Consumption

The Environment

Fair Operating Practices

Initiatives to Extend Product Lifespans

Basic Policy
Both companies and consumers are pressed with the urgent taskof moving toward more sustainable production and consumption
to escape from the cycle of massive production and waste thatis destroying our environment and depleting our resources.
The Yamaha Group is considerate of the environment andsociety, with regard to such matters as resource recycling anddecarbonization, in its procurement of materials and its provisionof products and services while promoting the shift toward moresustainable consumption patterns by encouraging others topractice such consideration.
Sustainable Resource Use

Provision of Information Related to Environmental
Considerations in Products
In order to spread the use of products and services that aredesigned with consideration paid to the environment and society
and respond to the rising concern regarding environmental
preservation among customers, the Yamaha Group discloses
examples of its initiatives to make products more considerate of
the environment on its corporate website.
In 2015, the Group launched the Yamaha Eco-Products
Program to promote product development that is considerateof environmental issues. By attaching the Yamaha Eco-Labelto products certified as Yamaha Eco-Products through thisprogram, we aim to provide customers with easy-to-understandenvironment-related information to aid them in their choices of
products.
Yamaha Eco-Products Program
Environmentally Friendly Products and Services

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

It is possible to use high-quality instruments for many years withproper maintenance and repairs and replacements of parts. The
Yamaha Group strives to extend the lifespans of its products
by developing instrument maintenance and repair techniqueand service systems, operating a piano renewal business, andupgrading Electone products through parts exchanges so thatthey can be used for many years.
Instrument Maintenance and Repair Technique and Service
Systems
We are developing maintenance and repair service systems foracoustic instruments such as pianos and wind instruments.
Repair Technician Training
The Piano Technical Academy for training piano tuners and theWind Instrument Technical Academy for fostering technicians
specializing in wind instruments have been set up at factories
producing the respective instruments. At these facilities, theYamaha Group instructors with exceptional insight pertaining
to instruments support those aspiring to become specialist
technicians with finely tuned curricula grounded in theirexpertise. After completing these programs, the newly trained
repair technicians provide after-sales services at the YamahaGroup sales agents across Japan.
Piano Technical Academy (in Japanese only)
Wind Instrument Technical Academy (in Japanese only)

Maintenance Support for Musical Instrument Users
We are providing knowledge and skills regarding musicalinstruments by offering maintenance guidebooks and holding
maintenance workshops to ensure that musical instruments are
consistently maintained in the best condition.

Consumer Issues

Community Involvement
and Development

Piano Renewal Business
After collecting Yamaha pianos that are no longer used atcustomer homes or other locations, Yamaha Piano Service
Co., Ltd., repairs, repaints, tunes, and adds additional mufflingmaterials before returning the instrument to market as arefurbished piano. These refurbished pianos perform the same as
new pianos. This process saves precious resources by allowing
the product to be used again.
Yamaha Renewal Piano (in Japanese only)

Electone Vitalize/Grade-Up Units
Based on the desire for our customers to be able to continue
using their beloved Electone unit for a long time, we offer
services to upgrade products to a higher grade or newer model
purely through unit exchanges. These services include theinstallation of grade- up units that can transform Electones intohigher grades as required based on the skill of the user andtheir intended application as well as vitalize units for raising theperformance of older Electone models to the level of the latest
models. Exchanging units in this manner allows customers tocontinue using their beloved Electone even longer by extending
its lifespan, which also helps conserve resources.
Electone Vitalize/Grade-Up Units (in Japanese only)

Piano Add-On Units
The Yamaha Group is selling add-on units so that customers canenjoy their pianos for a longer time in a range of situations. Such
units include the Piano Silent Unit, which adds a silent function,and the Disklavier Control Unit, which adds a wealth of content
and colorful functions to pianos incorporating an automatic
performance function.
Piano Add-On Units (in Japanese only)81Sustainability Management

Organizational GovernanceImprovement of Customer Satisfaction

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Initiative Example
Collection and Utilization of Customer Input to Improve
Customer Satisfaction (VOC Methodology)

Basic Policy
The Yamaha Group has put forth its corporate philosophy
structure, the Yamaha Philosophy, to try to think from thecustomer’s viewpoint, to consistently provide high-quality
products and services that exceed the expectations of its
customers, and to create excitement and cultural inspiration
together with people around the world. Our commitment tocustomers is defined in the element of “Customer Experience.”
In their business activities, all Yamaha Group employees remain
constantly aware of the fact that their daily work is connected tothe principles expressed in “Customer Experience.”
1-1 Realization of Customer Satisfaction

Diagram of the Yamaha Philosophy

The Yamaha Group adopts a voice of the customer (VOC)
methodology in which customer input is gathered throughquestionnaires primarily issued by musical instruments andaudio products business organizations and is shared via the
Company intranet. In addition, information on inquiries received
from customers around the world via telephone or email atdomestic and overseas sales companies is collected andregularly communicated to divisions involved in product planningand development.
Input from customers is an invaluable asset that is utilized evenafter the supply of products and services to determine whether
we are effectively delivering the desired value and satisfying
customers and to improve customer experiences together withcustomers.

Consumer Issues

Community Involvement
and Development

experiences.
In addition, monthly posters are displayed in Japanese factories
providing feedback from customers around the world with regard
to the products manufactured in Japan.
Meanwhile, the Company intranet offers examples of customer
input being used to improve products. This information helps
improve employees’ sensitivity toward quality by making themaware of the discoveries their colleagues have made based on
customer input and how they responded to this input.
Through these efforts, our aim is to foster a corporate culturethat utilizes a customer-oriented approach and that is committed
to earnest engagement with every customer.

Online iteration of the Yamaha Group’s unique training programs

Intranet site compiling customer input received through questionnaires

Mindset Building for Improving Customer Awareness
The Yamaha Group conducts unique training programs aimed at
fostering interest and sensitivity toward customer experiences.
These programs see groups of employees thinking about how
customers experience Yamaha Group products and services
based on voice recordings of actual inquiries while interactingwith the articles in question. Through the free exchange of
opinions, participants become aware of customer sentimentsthat they could not have imagined on their own and think about
what Yamaha Group employees can accomplish if they unite intheir quest to serve customers. In this manner, these training
programs help foster a corporate culture of valuing customer
Yamaha Sustainability Report 2022

Intranet site offering examples of customer input being used to improve products (left)
Poster in a Japanese factory (right)

82

Sustainability Management

Organizational Governance

External Recognition
First Place in the Educational Service Industry in JCSI
Survey for Sixth Consecutive YearIn fiscal 2022, Yamaha (Yamaha Music School, etc.) won
first place in the educational service industry for the sixth
consecutive year in the Japanese Customer Satisfaction Index(JCSI) survey. The survey is one of Japan’s largest customer
satisfaction surveys. In the second iteration of this survey,
Yamaha received an exceptionally high evaluation, ranking No. 1
in anticipation felt by consumers toward corporate brand, overall
evaluation of quality, and cost performance, all factors that can
influence satisfaction, and in recommendations via word-ofmouth, which is the result of satisfaction levels.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

model to one that directly connects with customers digitally,
deepens understanding, and creates value together withcustomers. In this context, we are promoting initiatives to utilize
customer input to increase employee sensitivity toward customer
experiences with the aim of fostering a corporate culture that
continuously creates excellent customer experiences together
with customers. In addition to the development of digitalframeworks, we are also implementing unique initiatives forcultivating a corporate culture of using such frameworks. These
factors are thought to have contributed to our receipt of thishonor.

Relevant Pages (in Japanese only)

Receipt of 2021 CRM Best Practice Award
Yamaha Corporation was presented with an award in the2021 CRM Best Practice Awards program sponsored by CRM
Association Japan. This program is designed to promotecustomer-centric management by recognizing companies,
governance agencies, and other entities that have achieved
success in building relationships with customers from theperspectives of strategies, operations, and organizations.
Yamaha is taking on the challenge of transforming its businessYamaha Sustainability Report 2022

These customer support sections develop customer support
systems that make use of telephones, websites, and social
media in order to facilitate smooth responses to inquiries. Someof these departments have introduced customer management
systems using cloud computing.
1-6 Offer of After-Sales Services and Response to Customer Inquiries

Customer Support System (After-Sales Services)
Customer
Service center
Yamaha Authorized Service Center

Store / Shop

Telephone

WebsiteSocial Media,etc.

Sales company

First Place in the Network Device Category of Nikkei
Computer Customer Satisfaction Survey for Sixth Consecutive Year
Yamaha Corporation won first place in the network device
category of the Nikkei Computer Customer Satisfaction Survey
2021–2022 of Nikkei Business Publications, Inc. This was
the Company’s sixth consecutive year of receiving this rank.
Our receipt of this honor was a result of the high evaluationof factors such as the ease of use and cost benefits of our
products. To ensure that customers can continue to use our
products with peace of mind, we supply a wealth of technicalinformation, long-term firmware support, and ongoing technicalsupport. In addition, regular online Yamaha network seminars
are held to explain product settings and usage methods, and we
also operation social media services that allow for exchanges
of information between engineers. Furthermore, initiatives are
implemented to help customers improve their skills in relation
to our products. One such initiative would be the Yamaha
Certified Network Engineer Program, Improvement of Customer
Satisfaction (yamaha.com) which was launched in June 2021.

Community Involvement
and Development

Consumer Issues

Customer support division

Service parts

Customer Response andSupport Improvement

After-sales services
system / development

Manufacturing company

Yamaha Corporation

Service Parts section

After-sales Services
Management section

Service parts

Support

Policy / plan

Customer Response and Support Structure
The Yamaha Group has established an after-sales service
structure for customers through which it is working to respond to
customer inquiries and requests with integrity.
Yamaha Corporation has established the After-Sales Service
Management Section, which has formulated after-sales service
policies regarding the Yamaha Group and that facilitates themonitoring of quality in customer responses and support.
Manufacturing companies have established sections for storingand supplying service parts. Sales companies have developed
systems, including customer support divisions, through which
they offer after-sales services. In the musical instruments andaudio products business, Japanese sales company YamahaMusic Japan Co., Ltd., has established the Customer Support
Division along with product-specific customer service venues.
Overseas, we have created a region-specific after-sales service
network. This network includes Yamaha Group service centers,
Yamaha-authorized service centers, distributors, and contracted
engineers.

Yamaha Music Japan Co., Ltd.

Yamaha Corporation of America

Yamaha Music Europe GmbH

Yamaha Music & Electronics (China)
Co., Ltd.

83

Sustainability Management

Organizational Governance

After-Sales Service Management System

Human Rights andLabor Practices

The Environment

After-Sales Service Management System

The Yamaha Group has created an after-sales service management
system and is working to continually improve the quality of its
customer responses and support based on the slogan “ONEYAMAHA.”The Group policy is shared at the annual Service Management
Meeting, and Japanese and overseas sales companies andmanufacturing companies with service parts centers formulate
targets and plans related to after-sales services. Group companies
conduct activities according to their plans, and the Yamaha
Corporation Quality Assurance Division monitors their progress.
In this way, the entire Group works to make improvements tocontinuously enhance responses to customers and customer
support.
In fiscal 2022, the Service Management Meeting was held online
using Microsoft Teams in light of the COVID-19 pandemic. At thismeeting, customer service representatives from 26 Japanese andoverseas companies discussed common issues needing to beaddressed by customer service divisions across the Group. Suchissued included the need to share information on customer service
and support initiatives based on the changing social climate,
to contribute to a recycling-oriented society, and to provide
information on after-service techniques online. Furthermore, inorder to provide standardized high-quality after-sales support
services to customers all over the world, the Group established theGroup After-Sales Service Policies & Rules, which outline the basic
policies to be shared throughout the Group. The Group is also
monitoring the implementation status of these policies via checksheets.

Fair Operating Practices

Community Involvement
and Development

Consumer Issues

After-Sales Service Education and Training
The Yamaha Group is developing and enhancing its after-sales
service network to ensure that customers can continue to use
its products with peace of mind. In fiscal 2022, we forewent
holding after-sales service skills training sessions for theemployees of domestic and overseas Group companies in lightof the COVID-19 pandemic. However, online training by sales
companies was provided to the repair technicians they oversee
in order to transmit skills to these technicians. Meanwhile, ourafter-sales service skills information portal was used to provide
information on after-sales service skills to overseas sales
distributors in areas where there are no Group companies.

After-sales service skills training

Training performed during visit to a sales
distributor

After-sales service skills training participantsService Management Meeting discussions (held online in fiscal 2022)

Yamaha Sustainability Report 2022

84

Sustainability Management

Organizational Governance

Personal Information Protection

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Personal Information Customer Service Organization andResponses

Basic Policy
The Yamaha Group recognizes that protecting the privacy
and personal information of customers, employees, and otherpeople affected by its business activities is an important social
responsibility. Accordingly, we comply with laws and regulations
regarding personal information protection as well as with thePrivacy Policy and the Group Personal Information Protection
Standards to ensure that the precious information with which
we have been entrusted is properly managed. The advancementof information and communications technology (ICT) is
increasing the risk of information leakage and privacy violations.
Nevertheless, the Group is committed to combating potential
risks and ensuring the utmost levels of information security.
Privacy Policy

Information Security Promotion System
The Company has established the Working Group for Information
Security under the Risk Management Committee, which ischaired by the president. This working group monitors the statusof compliance with personal information protection regulations,compiles reports on incidents, and examines potential work
improvement measures. In addition, the Group appoints
individuals responsible for supervising the handling of personal
information on a Groupwide basis, and individuals responsible
for managing are named on a by-division basis. The Group has
also established a system to respond quickly during incidents
such as information leaks.

Based on the relevant laws and regulations, the Yamaha Group
has set up a service organization regarding the personal
information collected from its customers. The Group will respondto requests from customers or their proxies to disclose, change,
delete, or stop usage of customer personal data held by theGroup.
Procedures for Responding to Requests to Disclose or Correct
Personal Information (in Japanese only)

Customer Information Management Initiatives
The Yamaha Group manages personal information on a practicallevel out of consideration of information security based on theGroup IT Management Standards, which detail policies regarding
IT management of personal information. Personal informationis stored in a system with an auto-encryption feature. In theunlikely case of an information leak, the system is structured
so that only authorized personnel can view or use the personal
information for an added degree of security. There were no major
incidents concerning the management of personal information in
fiscal 2022.

Personal Information Protection Training and Education
We are strengthening efforts to enhance and round out
awareness of employees by conducting training and education
programs, including those on personal information protection
and information leak prevention, and audits for divisions
handling personal information.
In 2020, we began implementing an information security
e-learning program for all domestic Yamaha Group employees.
The scope of this program was expanded to include overseas
Yamaha Group employees in February 2021. This program isregularly implemented to provide knowledge and response
methods for information security threats, most notably email
scams and virus attacks.

Yamaha Sustainability Report 2022

85

Sustainability Management

Organizational Governance

Products and Services Enhancement
Music Education Business
The Yamaha Group desires to contribute to the realization ofan enriched society in which people around the world are able
to enjoy and share in the joy of music. This desire inspires us
to develop a music education business both in and outside
Japan. The predecessor to this business was a music classthat started in the Ginza area of Tokyo in 1954. Since then, theGroup has continued providing music education to help enrich
the growth of children while establishing and developing the
Yamaha Music Education System, a unique education method.
Based on its philosophy of “To foster the musical sensitivity thateveryone is born with, to develop the ability to enjoy creating
and playing the music of their own and ultimately share the joyof music with anyone,” the Yamaha Group provides courses thatmeet the needs of all generations. These include Yamaha Music
Schools for children between age 1 and junior high school andhigh school age and Yamaha Music Lessons for Adults for bothmusic enthusiasts and individuals interested in learning to play amusical instrument as a hobby.
Yamaha Music School Available in More than 40 Countries
and Regions Worldwide

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Overseas, Yamaha Music Schools are currently operated in
more than 40 countries and regions, including Asia, Europe,
North America, and Central and South America. Each course isdeveloped with consideration given to the culture and characterof the respective region while being based on a philosophy andcurriculum for music education developed in Japan.
In November 2021, Yamaha Music School Riyadh was opened as
the first officially authorized music education facility in Saudi
Arabia. This country is subject to theological restrictions, andthe performance and broadcast of music in public spaces has
been banned for the past 50 years. However, the country’s
Saudi Vision 2030* plan has brought about a change in thesocial climate. As a result, a local distributor was able to receive
approval for their music school operation license, leading to the
opening of the aforementioned music school.
Yamaha Music School Riyadh offers a piano, keyboard, electricguitar, and violin courses, and a wide variety of other instruments
tailored to users ranging from children aged four to adulthobbyists.
*Saudi Vision 2030: A strategic framework for Saudi Arabia to diversify away fromdependence on oil revenues.

Consumer Issues

Community Involvement
and Development

Yamaha Music School Riyadh in Saudi Arabia

Global Spread of Yamaha’s Music Education Philosophy
The Yamaha Group holds Yamaha Junior Original Concert events
that call upon children under 15 years of age studying at YamahaMusic Schools to turn their feelings into music and performtheir own compositions. Activities pertaining to Yamaha Junior
Original Concert events are carried out in Japan and aroundthe world. Through the common language of music, Yamaha’s
philosophy of music education is spreading across the globe.

Countries with Yamaha Music Schools (As of March 2022)

Yamaha Music Schools provide lessons that focus on fostering
creativity based on the three features of comprehensive musiceducation, timely education, andgroup lessons. Our aim is to empowerchildren with the ability to express
themselves freely with music throughour unique education methods, which
include elements such as listening,
singing, playing, reading, andcreating.

Yamaha Music School logo

Yamaha Sustainability Report 2022

Yamaha Music School lesson

86Sustainability Management

Organizational GovernanceYamaha Music Lessons for Adults Catering to Diverse Needs
Yamaha Music Lessons for Adults are provided for a wide
range of age groups in locations across Japan. With lessons foreveryone from beginners looking to have fun while learning how
to play an instrument to intermediate and advanced students
dedicated to improving their skills, these lessons allow anyone
to enjoy the process of learning and refining music techniques
without undue stress. These lessons are provided for learners of
all ages at roughly 1,200 site locations across Japan. We offer
a variety of courses to match various customer needs, ranging
from band courses, vocal and choir courses, wind and string
instruments for those planning to play in groups, and keyboard
courses for those looking to play alone. As of June 2021, we had
a total of 40 courses. Solo lessons are available as well as small
group lessons that allow students to improve their skills withan instrument while enjoying music with their friends througha curriculum that helps overcome any discrepancies in musicalexperience and original educational materials. Furthermore,classroom- and course-specific recitals and Yamaha-sponsored
events are held to give students a chance to show off what they
have learned and to spread the joy of music. In addition, we offer“Music and Health” and “Sing for Health” wellness programs
that capitalize on the health benefits of music.

Yamaha Music Lesson for Adults

Yamaha Sustainability Report 2022

“Music and Health” wellness program

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Casual “Seishun Pops” Course for Singing Fun
The “Seishun Pops” course launched nationwide in 2017 isdesigned to allow even people with no musical backgroundto have fun singing. This course mainly focuses on popular
Japanese pop music or folk songs from the 1960s to 1980s that
senior citizens enjoyed in their youth. Without using a score,
participants can enjoy songs by singing in harmony or step tothe music along with their peers while watching originally madevideos.

Consumer Issues

Community Involvement
and Development

Universal Design Initiatives
The Yamaha Group aims to create an environment in which
all people can enjoy the pleasures of music, and we promote
universal design to help realize a society that is both rich incommunication and that allows people of diverse backgrounds tolive comfortably and harmoniously.
The Group implements initiatives that give product developers
and designers a better understanding and greater awarenessof universal design while also working to enhance employee
understanding and awareness.
In fiscal 2017, we began participating in the “Company UD
Visiting Lectures” universal design program that is part of theefforts of Hamamatsu City, Shizuoka Prefecture, to promote local
development through universal design.
Support for Fostering Future Generations“Seishun Pops” course

Remote Music School Lessons
In fiscal 2022, the COVID-19 pandemic continued to force us
to halt lessons at music schools across the globe. However,committed to supporting the uninterrupted learning of students,
even during the prolonged closure of music schools, we havebegun conducting remote lessons via the internet. By arranging
lessons based on the needs of specific customers and regions,
we sought out the most effective form for our remote lessons.

SoundUD™ Sound Universal Design Support System
Yamaha Corporation is developing and advocating its SoundUD™
collection of cloud technologies and platforms for supporting
universal design in sound.
Since 2015, we have been supporting the development of
extremely convenient multilanguage voice and character
guides employing SoundUD™ technologies. These solutions
are designed to cater to the needs of businesses, public
facilities, and tourist facilities that are considering measures foraddressing inbound tourism and making their facilities barrierfree. Applications for these solutions include broadcasting
announcements in multiple languages and allowing users toview translations of Japanese announcements in their native
language in real time through a dedicated smartphone app. Thissystem thus enables easy and appropriate communication of
the information in Japanese announcements to people who do
not understand Japanese, senior citizens, and individuals with
impaired hearing.
In addition, Yamaha Corporation was involved in theestablishment of a Ministry of Internal Affairs andCommunications-sponsored consortium comprised of the
National Institute of Information and Communications
Technology and eight other organizations aimed at developing
advanced multilanguage translation systems. This consortium
will develop simultaneous interpretation technologies thatwill allow for understandings to be reached in real time by
all attendees at international events and other venues. The
consortium will also work together with nationwide broadcast

87Sustainability Management

Organizational Governancestations to advance a subtitle support project aimed at providing
opportunities for equal access to information by ensuring thateveryone, including senior citizens and individuals with impaired
hearing, is able to understand television and radio broadcasts.
Yamaha Corporation is also participating in the global
communication development committee assembled to aggregate
the capabilities of public, private, and educational institutions inorder to advance a global communication plan aimed at tearing
down communication barriers around the word. In fiscal 2022,
employees filled the positions of director and popularization
support division chairperson, thereby contributing to thedevelopment and popularization of multilanguage translation
systems.
Furthermore, in 2017 the Group established the SoundUD™
Consortium, an organization in which Yamaha Corporation isacting as the secretariat, with the objective of helping createa sustainable society in which there are no concerns about
language or hearing ability. Yamaha Corporation is promoting thecreation of innovation and new business models originating fromJapan while helping facilitate the popularization of SoundUD™
technologies together with the 350 (as of March 31, 2022)
member companies and organizations. One service developed inthis area is the Remote Cheerer powered by SoundUD™ remotecheering system. The Remote Cheerer powered by SoundUD™
app allows users to engage with sports in an interactive manner,even when viewing from home or other remote locations. Thisapp includes features that transmit clapping and other forms of
support to stadium speakers as well as a group chat functionthat fans separated by distance can use to watch a sporting
event together while enjoying voice or text chat. This service has
been used at more than 500 events, including soccer, baseball,basketball, rugby, American football, professional wrestling,
and track and field events, since its launch, relaying the supportof over 100 million expressions of support from spectators.
Moreover, Remote Cheerer powered by SoundUD™ won theGrand Prix in the Digital Transformation (DX) category of the
CEATEC AWARD 2021 program.
In addition, projects related to the SoundUD™ Consortium havereceived the following awards in recognition of their concept andthe results of their activities.

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices• Innovative Technologies 2015 Award (held by the Ministry of
Economy, Trade and Industry)• Minister of State for Special Missions Award in 2016 BarrierFree Universal Design Promotion Merit Award (held by the
Cabinet Office)• Gold Award of IAUD International Design Awards 2016 (in the
category of Service Design, held by International Association of
Universal Design)• GOOD DESIGN BEST 100 in 2016 Good Design Award (held byJapan Institute of Design Promotion)• Semi Grand Prix in Total Solutions category of CEATEC AWARD
2019• Grand Award of IAUD International Design Awards 2019 (inthe category of Communication Design, held by International
Association of Universal Design)• Silver Award of IAUD International Design Awards 2021 (inthe category of Interaction Design, received jointly with USENCORPORATION, held by International Association of Universal
Design)• 2019 Good Design Award (held by Japan Institute of Design
Promotion)• Digital Utilization Special Award in 5th Japan Tourism
Award (held by Japan Travel and Tourism Association, Japan
Association of Travel Agents, and Japan National Tourism
Organization (JNTO))• 2020 Good Design Award (held by Japan Institute of Design
Promotion)• Bronze Award of IAUD International Design Awards 2020 (in the
category of Service Design, held by International Association of
Universal Design)• Grand Prix in the Digital Transformation (DX) category of
CEATEC AWARD 2021

Consumer Issues

Community Involvement
and Development

SoundUD™ promotional image

Concept diagram for universal design of sound societal structure88Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Resolution of Social Issues with Sound Technologies

Education Solutions Utilizing ICTCreation of New Workplaces and Proposal of Teleworking
Solutions

Yamaha Sustainability Report 2022

Community Involvement
and Development

Ensuring that people around the world are able to continue toenjoy music throughout their life is an important social missionof a company involved in sound and music. Accordingly, theYamaha Group will continue to proactively propose headphones,
earphones, and other products through its business and productdevelopment activities in order to create new value in the homeaudio field at the intersection between enjoying quality soundand protecting one’s hearing.

Music Education Solution Utilizing ICT—Smart Education
System Remote Classes Using Online Meeting System

The COVID-19 pandemic is transforming the spaces in which we
work and learn, giving rise to hybrid workstyles that merge office
work and teleworking and HyFlex courses that combine face-toface and online classes. The needs regarding in-office meetingrooms are also diversifying as companies seek to flexibly change
layouts to maintain appropriate distance among participants, tomore efficiently utilize meeting rooms based on the number ofparticipants and the purpose of the meetings, and to make thesound environments of meeting rooms, which have traditionallybeen unsuited to remote meetings due to echoes, more ideal forsuch meetings.
Amid the resulting rise in remote meeting systems, the YamahaGroup has been turning its attention toward such office soundenvironment issues, leveraging its accumulated technical andproduct expertise to propose office sound environments thatallow for conversations and remote meetings to be carried out
without fear of being overheard or concern for noise from thesurrounding area.
One offering used for this purpose is the ADECIA remotemeeting sound solution launched in 2021. This audio system isa one-stop solution providing microphones and speakers thatare optimized for the rooms in question, whether these rooms
need to be used for remote meetings or classes. Our ADECIA
system lineup includes the ADECIA Ceiling Solution, which iscomprised of ceiling array microphones that allow for flexible
adjustments to meeting room layouts and efficient meeting
proceedings based on the number of participants; the ADECIA
Tabletop Solution, which uses wired tabletop microphones toaccommodate compact meetings with few participants; andthe ADECIA Wireless Solution, an addition to our wirelessmicrophone system lineup that supports optimal remotemeetings during and after the[ COVID-19] pandemic. We areconstantly expanding our lineup of ADECIA products to flexibly
accommodate various remote meeting environments as theseenvironments grow more diverse based on applications.

Consumer Issues* A proprietary Yamaha technology that allows for music to be enjoyed at lower
volumes without losing any of the details by adjusting output in line with volume
while maintaining the overall balance of low- and high-pitched sound

ADECIA Remote Meeting Sound Solution (in Japanese only)

Remote Meeting Portal Site (in Japanese only)
ADECIA Remote Meeting Sound Solution (in Japanese only)
Teleworking Consultation Helpdesk (in Japanese only)

Thinking about Hearing Health Website
In conjunction with World Hearing Day on March 3, 2022,
Yamaha launched its Thinking about Hearing Health website (inJapanese only), which is meant to spread awareness regarding
the appropriate volume levels when using audio products and theimportance of giving one’s ears a break.
A 2019 report by the World Health Organization indicates thataround 1.1 billion people aged 12 to 35, or roughly half of thisdemographic, are at risk of hearing loss, and this number is only
expected to increase if steps are not taken to curb this trend.
The report also directs attention toward the rising risk of hearing
loss as a result of the strain placed on one’s ears from extended
periods of listening to music at large volumes via headphones or
earphones or attending loud indoor or outdoor events.
In order to help address this social issue, Yamaha launched its
TW-E and EP-E series of earphones, which are equipped with its
proprietary Listening Care* technology for reducing the strain on
listeners’ ears, in 2021. The launch of the Thinking about Hearing
Health website is meant to complement such efforts throughthe ongoing provision of information on how to enjoy listening
to music and other audio while caring for one’s hearing in orderto help ensure that people are able to continue to enjoy soundand music for as long as possible. Topics covered will include
the appropriate volume levels when listening to music, theimportance of giving one’s ears a break if they are strained fromlistening, and how to choose audio products that allow for music
to be enjoyed at lower volumes.

Thinking about Hearing Health website

TW-E5B truly wireless Bluetooth® earphones

Thinking about Hearing Health (in Japanese only)89Sustainability Management

Organizational Governance

Solutions Utilizing Sound and New Technologies
Since successfully manufacturing its first piano in 1900, theYamaha Group has been advancing its technologies to keep
up with the changing times while also continuing to develop
traditional acoustic musical instruments as well as musicalinstruments and technologies using the latest electronic
technologies. In addition, the Group continues to create better
listening environments through research and development
regarding sound fields and related control systems whilepursuing superior sounds through the manufacture of soundgenerating products. We have also been proposing solutions
utilizing technologies such as the sensor technologies cultivatedthrough product development and delivering the content that the
Yamaha Group proposes under the current “new normal.”
In 2021, the Advanced Art Design Laboratory was establishedjointly between the University of Tokyo’s Research Center for
Advanced Science and Technology, Yamaha Corporation, andeight other companies. This laboratory has assembled crossfield research groups consisting of staff from world-leading
companies, cutting-edge University of Tokyo researchers, andleading art design professionals. These groups are tasked withswiftly implementing ideas born out of their diverse perspectives
and fostering balanced human resources that can address themore complex social issues that will emerge in the future as thedevelopment of inclusive societies and social design become
increasingly more important, due in part to the push to achieve
the targets of the United Nations Sustainable Development
Goals (SDGs) put forth for 2030.
Music, Discoveries, and New Lifestyles (in Japanese only)

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

SYNCROOM Online Remote Ensemble Performance Service

Distance Viewing Next-Generation Live Viewing Service

SYNCROOM is an online remote ensemble performance service
that allows users in up to five locations to connect via theinternet to enjoy remote ensembles.
Standard remote meeting and IP telephony systems are designed
for conversations and meetings and thus entail a degree of audio
latency that is unacceptable for ensemble performances, which
require a high degree of synchronicity. SYNCROOM, meanwhile,uses a proprietary technology to minimize the latency resulted
from two-way transmission of audio data via the internet toallow for satisfying ensemble performances to be performed
without any sense of irregularity despite members being inremote locations. Moreover, this service can be used free ofcharge simply by installing the SYNCROOM app and creating
an account. As of March 31, 2022, the number of accountholders had risen to 150,000, indicating how SYNCROOM is
helping users across Japan enjoy performances with colleagues
separated by physical distance.
The SYNCROOM app was expanded in April 2022 with theaddition of a new profile function that enables users to publicly
display information such as self-introductions, their favorite
music genres, the instruments in which they are interested, andtheir social media accounts. This profile function is combinedwith user search and favorite registry functions that make iteasy to find users with similar interests and thereby facilitate
connections between users.
SYNCROOM received the 2020 Nikkei Business Daily Award forSuperiority in the Superior Products and Services category inJanuary 2021.

Distance Viewing is a next-generation live viewing service thatrecords the full impact of live performances by artists and faithfully
reproduces these performances in a virtual environment. The first
Distance Viewing event took place in October 2020. Capitalizing
on Yamaha’s musical instrument, audio equipment, and network
insight and technologies, this service was developed with the aimof providing a means of mobilizing concert halls, which continue
to face a challenging operating environment as a result of the
prolongation of the COVID-19 pandemic. Distance Viewing canbe used to reproduce performances in a virtual environment
by combining faithful live performance audio with life-sizedvisuals and lightening effects that mimic the actual performance.
Moreover, this system can be combined with Yamaha’s Remote
Cheerer powered by SoundUD™ remote cheering system to let fansviewing webcasts transmit expressions of support with a tap simply
by accessing the dedicated smartphone app. This setup makes it
possible for the voices of fans viewing from remote locations tobe transmitted to the performance site, giving the impression of a
crowded concert hall without any of the health concerns.
Going forward, the Yamaha Group will continue to propose meansof enjoying music that are suited to the new normal emerging amid
the COVID-19 pandemic while delivering solutions that resolve
social issues related to sound and music.
Distance Viewing received an award in the 2021 Good DesignAward program organized by the Japan Institute of Design
Promotion.

Official SYNCROOM website (in Japanese only)
Official SYNCROOM players website (in Japanese only)

Distance Viewing next-generation live viewing service

SYNCROOM

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Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Community Involvement
and Development

Consumer Issues

Example Products
Products for Creating Better Sound Environments
Products

Sustainability features

VSP-2 Speech Privacy
System™
(in Japanese only)

Camouflages conversation withan “information masking sound”
synthesized from human speech

Acoustic Conditioning
Panel(in Japanese only)

Alters reverberations in rooms andprovides clear and comfortable
acoustic environments

Sensor Technology Application Proposals
Related pictures

Conference room built using acoustic
conditioning panels

Avitecs™ soundproof
room(in Japanese only)

Products
Thin-film strain sensors

Sustainability features

Related pictures

Monitors human motion in realtime by mounting sensors on
body supports or training wear

Sensors in use

Hydrogen leak detector

Easily realizes a reverberant andsoundproof space

Features high-speed response
and high sensitivity over a wide,
dynamic range and supports
various forms and leakage volume

Sound Technology Application Proposals
Products
YVC-200 unified
communications
speakerphone(in Japanese only)

Allows for hassle-free remotecommunication regardless of timeor place

TW-E3B and TW-E5B
truly wireless Bluetooth®
earphones(in Japanese only)

EP-E70A noise cancelling
Bluetooth® earphones(in Japanese only)

Yamaha Sustainability Report 2022

Sustainability features

SilentBrass™
(in Japanese only)

Makes practicing and performing
possible anywhere at any time

Features proprietary Listening
Care technology for reducing
burden placed on listeners’ ears by
optimizing sound balance based onvolumeTransAcoustic™ piano(in Japanese only)

Enables volume adjustments to
be made just like an electric piano

Features Listening Care, Advanced
Active Noise Cancelling forremoving interference whilefaithfully replaying music,
and Listening Optimizer for
automatically optimizing playback
in real time based on listeners’ ear
shape and usage conditions

In-vehicle communication
module for automotive
emergencies

Enables automatic notification
during emergencies and handsfree calling

Related pictures91

Sustainability Management

Organizational Governance

External Recognition
Daredemo PianoDeveloped Jointly by Yamaha and Tokyo
University of the Arts COI Site Wins Minister of Education,
Culture, Sports, Science and Technology Award in 2021 STI
for SDGs Program
The Daredemo Piano (The Auto-Accompanied Piano), developed
jointly by Yamaha Corporation and the COI Site*1 of Tokyo
University of the Arts won the Minister of Education, Culture,
Sports, Science and Technology Award*2 in the 2021 STI for
SDGs program.
The STI for SDGs program was established the Japan Scienceand Technology Agency in 2019 with the aim of contributing
to the accomplishment of the United Nations Sustainable
Development Goals (SDGs) by recognizing superior communitybased initiatives for addressing social issues through science,technology, and innovation (STI), building upon them, andexpanding them to other regions facing similar social issues.
The Daredemo Piano initiative was kicked off by the desireof one person, who happened to have a disability, to playmusic. This initiative was highly evaluated in the STI for SDGs
program because of the creativity it exerts to contribute to theaccomplishment of the SDGs by combining culture and arts
with science and technologies, the widespread applicability it
achieves by using the internet to resolve issues surrounding theperformance of actual pianos, the potential of the Daredemo
Piano as a medical device, and inclusiveness and widespread
applicability of having people involved in the initiative serve as
instructors for contributing to society. Moreover, the judging
committee determined that this initiative deserved the Ministerof Education, Culture, Sports, Science and Technology Award as
it was based on the underlying philosophy of the SDGs, namelyleaving no one behind, and contributes to the accomplishment ofseveral SDG goals, including goals 3, 4, and 10.
*1 Yamaha Corporation has been involved in the COI Site of Tokyo University of theArts, a facility that is part of the COI STREAM innovation creation program of the
Ministry of Education, Culture, Sports, Science and Technology and the Japan
Science and Technology Agency, since October 2015.
*2 The award was officially presented to the COI Site of Tokyo University of the Arts.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Receipt of Special Chief Judge’s Award in 15th Kids DesignAward Program for Make and Play! Instrument Creation
Initiative
Yamaha’s Make and Play! instrument creation initiative, which
gives kids the opportunity to make their own musical instrumentsfrom everyday items and then play these instruments, waspresented with a special chief judge’s award in the 15th Kids
Design Award program.
Established in 2007, the Kids Design Award program isorganized by the Kids Design Association with the support of
the Ministry of Economy, Trade and Industry and the Consumer
Affairs Agency. This program aims to honor and communicate
to society products, services, spaces, activities, and research
projects that contribute to safe living for children, the cultivationof sensitive and creative children, or the development of asociety that is conductive to childrearing.
The Make and Play! instrument creation initiative was launchedamid the COVID-19 pandemic, when the increased time spentat home was causing uncertainty among parents struggling
to get used to the new lifestyle of working at home whileraising children while also resulting in a decrease in children’s
opportunities to engage in physical activity outdoors. The
initiative was shaped by our desire to use music to make time
at home more fulfilling for children and their families and toprovide inspiring experiences that stimulate the senses. As partof this initiative, we provided patterns that could be used tomake several musical instruments out of carboard and rubberbands on our corporate website together with instructions,information regarding key points on how to create and play these
instruments, and even background music. In addition, workshops
were held for preschools and other facilities. This arts and crafts
activity was packed with the fun of musical instruments as theauthentic sound produced despite their simple structure meantthat kids could enjoy both making and playing instruments.
Make and Play! Instrument Creation Initiative

Please refer to the following press release for more information(in Japanese only).

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Sustainability Management

Organizational GovernanceCommunity Involvement andDevelopment
As the Yamaha Group continues various activities aimed at
spreading and promoting music culture in places across theworld, we are also taking efforts to contribute to society as acorporate citizen.
Starting with our local contribution activities at various locations
that are home to our work sites both in Japan and overseas,
we are continuously engaged in donation and social welfare
activities to support the nurturing of future generations. In
addition, the Yamaha Group is promoting the creation of towns
that utilize the power of music.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Connections with Local Communities
Responsibility to Local Communities
The Yamaha Group acknowledges that a corporation is a memberof society, and we endeavor to be a good corporate citizen
while promoting socially acceptable values and conduct. As
we contribute to the development and popularization of music
culture and to the enrichment of society through our business,
we are also fulfilling our social responsibility as a good corporate
citizen through proactive community outreach and engagement.
We thereby aim to advance low-environmental-impact businessactivities that are considerate of society. At offices andCommunity Involvement
and Development

Consumer Issues

factories, we regularly hold information exchange sessions withsurrounding municipalities and solicit opinions at neighborhood
council meetings. When we build or retire a Yamaha office,we do so after reporting and explaining the matter to thehead of the local government in the area while also using our
exchange sessions with surrounding municipalities to makereports, as appropriate, and ask for their opinions and requests.
Furthermore, when we retire a Yamaha factory, we carry out soil
and groundwater surveys to assess environmental impacts on
the area. In the event that an impact, such as contamination,is discovered, we take prompt and appropriate measures fordecontamination or removal.
4-3 Harmonization with Society

Examples of Communication with Local Communities
The Yamaha Group engages in ongoing communication with the communities that are home to business sites to maintain good relations withthese communities.
Information Exchange Sessions with Neighborhood Councils (Yamaha Corporation)
OfficeFrequency

Participants

Details

Headquarters

Once annually

8 local neighborhood councils

Business status updates, solicitation ofrequests/concerns, exchange of opinions

Kakegawa Factory

Once annually

7 local neighborhood councils

Business status updates, solicitation ofrequests/concerns, exchange of opinions

Toyooka Factory

Once annually

3 local neighborhood councils

Business status updates, solicitation ofrequests/concerns, exchange of opinions

Tenryu Factory

Once annually

12 local neighborhood councils

Business status updates, solicitation ofrequests/concerns, exchange of opinions

Note: These exchange sessions were canceled in fiscal 2022 in response to the COVID-19 pandemic.

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Communication Activities Conducted at Business Sites andFactories• Regular information exchange sessions with neighborhood
councils• Factory tours• Accommodation of community study trips for local elementary
school students and hands-on workplace experience programsand tours for local junior high and high school students• Summer festivals for strengthening relationships with
communities• Signing of memorandums to open up facilities to the publicduring disasters• Participation in local events and celebrations• Exhibition in and cooperation with MUSIC SPOT at ShinTomei Expressway NEOPASA Hamamatsu and exhibition at
Hamamatsu Station on the Tokaido Shinkansen line
• Lending of facilities, parking lots, etc.
• Cooperation with regional safety patrol activities• Cooperation with regional environmental activities, including
participation in regional cleanup efforts by employees• Participation in joint disaster drills led by municipalities• Donation of household goods, sweets, etc., gathered throughcharity bazaars and donation campaigns to local organizations• Donation of food from disaster stockpiles to food bank
FUJINOKUNI• Donation of food from disaster stockpiles to food bank Saitama• Donation of food from disaster stockpiles to food bank OSAKA• Lending of instruments and holding of concerts

Consumer Issues

Community Involvement
and Development

Piano Factory Tours

Information exchange session at
local neighborhood council meeting(Headquarters)

Corporate museum tour (Headquarters)

Summer festival (Tenryu Factory)

Donation of household goods andsweets to a local organization (Toyooka
Factory)

At the Kakegawa Factory, a domestic piano manufacturing site,
we open our doors to public visitors so that they can observe
the process of making grand pianos and thereby experience
the appeal of instruments and music. In factory tours, visitors
see how we use modern techniques and some traditional, morethan 100-year-old manufacturing processes. Visitors also passthrough the adjacent showroom, where we display valuable
instruments as well as instruments that visitors are invited to try
out. In addition, visitors witness the environmental preservation
initiatives woven into our product creation activities. We
accommodate a plethora of visitors, including professional andamateur musicians and local elementary school students on field
trips, while also opening our doors to general customers andorganizations as part of our efforts to foster understanding withregard to product creation at the Yamaha Group. In fiscal 2022,
factory tours were held with limits on the number of participantsin light of the COVID-19 pandemic, and we also provided remote(online) factory tours for local elementary school students.
Piano Factory Tour (in Japanese only)

Donation of food from disasterstockpiles to food bank FUJINOKUNI(Toyooka Factory)

Note: Some activities were canceled in fiscal 2022 in response to the COVID-19
pandemic.

Regional cleanup effort (Kakegawa
Factory)
Visitors observing the grand piano
manufacturing process

Exhibition at the showroom

Concert at meeting for seniors(Kakegawa Factory)

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Sustainability Management

Organizational GovernancePublic Opening of Corporate Museum
Opened in 2018, Innovation Road is a hands-on corporate
museum displaying exhibitions on the history of the products
and services of the Yamaha Group. This museum allows generalvisitors to learn about products and services from the Company’s
founding until today, their development process, and theCompany’s vision for the future via audio and visual exhibits.
Since its opening, many people have visited Innovation Road,
including organizations, business partners, and community
members.
Note: Guided tours by staff were resumed every Friday and Saturday (twice a day) in
January 2022.

Information regarding Innovation Road can be found on thefollowing website.
Corporate Museum

Entrance of Innovation Road

Exhibition area (History Walk)

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Contributions to Communities through Yamaha Ladies
Open Katsuragi
Every year, Yamaha Corporation and Yamaha Motor Co., Ltd.,
jointly host the Yamaha Ladies Open Katsuragi women’s golf
tournament at the Katsuragi Golf Club located in Fukuroi City,
Shizuoka Prefecture. In fiscal 2022, this event was held withroughly 3,000 spectators each day based on our desire to
support athletes who continue to chase their ambitions amid
the COVID-19 pandemic and to deliver the excitement of thecompetition directly to golf fans. The greatest possible steps
were taken to prevent the spread of COVID-19 at the event.
Holding this major event was made possible by the support andunderstanding of volunteers, community members, and local
governments. The burden placed on these supporters was evengreater this year due to COVID-19 precautions.
Since the first tournament in 2008, Yamaha Corporation
has given donations to local governments that have backed
the tournament (Shizuoka prefectural government and fivemunicipalities) as a token of our appreciation to community
members for their cooperation and support of the event andas an expression of our desire to further strengthen these ties.
These donations are to be used for regional revitalization andsocial welfare activities, such as maintaining sports facilities,
buying vehicles for volunteer activities, and funding cultural andeducational venues.
Yamaha Ladies Open KATSURAGI (in Japanese only)

Yamaha Sustainability Report 2022

Volunteer staff

Volunteer staff

Volunteer tent arranged with social
distancing in mind

Tournament winner Mao Saigo

95

Sustainability Management

Organizational Governance

Promotion of Music Culture
Support for Aspiring Musicians
The Yamaha Group contributes to the spread and developmentof music culture at various music contests and workshops bothin Japan and overseas, including piano contests held acrossthe world. The Group not only provides musical instruments to
those pursuing a high artistic standard but also assists with therunning of the events.
Additionally, the Yamaha Group has set up scholarship systems
in different regions of the world to support aspiring musicians
and those at the beginning of their careers. The Group also teams
up with music education institutions to offer ongoing support
through the provision of curriculum and seminars for instructors.
For example, the Hamamatsu International Wind Instrument
Academy and Festival was launched in 1995 as part of ourefforts to help make Hamamatsu City into a city of music. Held
together with Hamamatsu City and other co-organizers, thisworld-leading music festival is centered on wind instruments.
In this event, we arrange an academy in which we welcome
wind instrument players from around the world to help cultivate
aspiring musicians looking to become professional performers.
Another part of this event is the festival, a concert for enjoying
wind instrument performances open to community members. A
major goal of this event is to promote music culture exchanges
and cultivate globally active performers in Hamamatsu City.

Hamamatsu International Wind
Instrument Academy and Festival

Yamaha Wind Instruments Debut
ConcertConcert at Xinghai Conservatory of Music (China)

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

School Music Education Support
The Yamaha Group supports music education at schools invarious regions of the world. Community-rooted efforts are madeto contribute to the enrichment of course content by providing
instruments, offering courses on methods of instruction to music
instructors, and supplying music-related information.
Yamaha School Project—Providing Opportunities to PlayMusical Instruments
In order to enable more children to experience the joy of playing
a musical instrument, the Yamaha Group has been carrying out
the School Project since 2015 to support instrumental musiceducation at public schools primarily in emerging countries.
The benefits of instrumental music education are so well
documented that such instruction is standard in schools aroundthe world. Conditions regarding such education vary greatly
by country, and schools in some countries are often unable toprovide musical education at a satisfactory level due to a lackof equipment or trained teachers or inadequate curriculum.
The Yamaha Group hopes to help provide these children with
opportunities for quality musical instrument performanceexperiences during the course of their public education.
As of March 31, 2022, we had provided opportunities for musicalinstrument performance experiences to an aggregate total ofroughly 1.29 million children at approximately 5,200 schools inseven countries (Malaysia, Indonesia, Vietnam, India, Brazil, theUnited Arab Emirates, and Egypt).
Furthermore, the Yamaha Group has been engaged in a projectfor introducing Japanese-style instrumental music education into
primary education in Egypt since 2021. This project was selected
as a 2020 pilot project to receive support from EDU-Port Japan,
a public-private, nationwide initiative that aims to introduce
Japanese-style education overseas by providing a platform
for public-private collaboration. We have also concluded a
subcontracting agreement with Japan International Cooperation
Agency (JICA) with regard to this project as part of JICA’s
SDGs Business Supporting Surveys and the United Nations
Sustainable Development Goals (SDGs) business support
project. Yamaha has been fulfilling the duties of this contract asa JICA-SDGs partner.*1
Japanese-style education, and its ability to foster non-cognitive
skills,*2 is gaining a lot of attention in Egypt, with an organization
known as Egyptian Japanese School going as far as to establish
public schools supervised by former principals of Japanese
schools. Going forward, Yamaha will continue to work with Tokyo

Consumer Issues

Community Involvement
and Development

Gakugei University Children Institute to research methods formeasuring non-cognitive skills. We thereby aim to help address
the issues faced with regard to education in Egypt while also
expanding the possibilities for music culture and education inthis country.
*1 JICA-SDGs partner: System established by JICA in July 2020 with the goalof evolving the initiative policies and plans based on the SDGs establishedby the relevant Japanese government agency in which companies and otherorganizations that work together with JICA to contribute to the accomplishment of
the SDGs are recognized as partners*2 Non-cognitive skills: Goal accomplishment, cooperation, emotional control,and other skills pertaining to one’s thinking, emotions, and behavioral patterns
thought to have an impact on life after becoming an adult and to have aconnection to the development of cognitive skills such as reading, writing, andcalculation

Features
School Project

Recorder lesson in Vietnam

School operated by Egyptian Japanese
School (photograph provided by 10th of
Ramadan 2)96

Sustainability Management

Organizational GovernanceMusic Education Programs in the Middle East and Africa
Yamaha Music Gulf FZE (YMGF), a Yamaha subsidiary tasked
with sales in the Middle East and Africa, regions where westernmusic education has not taken root, is engaged in activities
for promoting music education in schools based on the local
circumstances of the respective countries.
Countries incorporating music classes into school curricula
are incredibly rare in the Middle East and Africa due to culturaldifferences and a lack of instructors. In 2012, YMGF started
a school music education promotion project in order to help
foster aesthetic sensibilities and support the growth of children
through musical instrument education. YMGF carries out thisproject in collaboration with local sales agents as it seeks todemonstrate the importance of music education by inviting local
education officials to observe classes in Japanese elementary
schools and to help foster local instructors.
Since starting the project with one school in South Africa in
2016, YMGF has continued to expand the scope of its activities.
As of March 31, 2022, YMGF had conducted recorder lessons
for an aggregate total of roughly 7,500 students in 77 schools inseven countries: South Africa, Nigeria, Kuwait, the United ArabEmirates, Kenya, Morocco, and Uganda.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

School Wind Band Workshops and Instructor Training
Since 2010, Yamaha Music & Electronics (China) Co., Ltd.
(YMEC), has been dispatching local and foreign instructors tohold workshops for school wind bands in major and other cities.
In fiscal 2022, these workshops were held at four locations toprovide instruction to approximately 400 students. Under normal
circumstances, YMEC would invite instructors from Japan to hold
wind band director workshops to improve the wind instrument
instruction capabilities of general music teachers in conjunction
with the workshops for school wind bands. As we were unable
to hold wind band director workshops in fiscal 2022 due to the
COVID-19 pandemic, YMEC instead arranged wind band director
workshops led by prominent local directors, which was attended
by roughly 500 band directors, to further its efforts to contributeto the education of band directors.

Band workshop

Student Band Maintenance Seminar
In South Korea, band (wind instruments), orchestra, and other music
activities are popular among extracurricular activities in schools.
However, students often do not have much opportunity to learn
about musical instrument maintenance at local schools, and there
arise situations in which the students are unable to properly produce
notes despite owning high-quality instruments as these instruments
become damaged.
To help schools become an environment more conducive to music
performances, Yamaha Music Korea Ltd. (YMK) has been visiting
schools with orchestras since 2013 to hold seminars on musicalinstrument maintenance and offer to repair instruments freeof charge. To date, YMK has visited over 300 schools to teachstudents how important it is to maintain their instruments in goodcondition, thereby supporting music activities in these schools andcontributing to the development of music culture in South Korea.

Wind band director workshop
Maintenance seminar

Recorder lesson in South Africa

Yamaha Sustainability Report 2022

Community Involvement
and Development

Consumer Issues

Musical instrument maintenance

Recorder lesson in Nigeria

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Sustainability Management

Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

K-ONB Program for Offering Instruments and Equipment
Support to Nationwide High School Light Music Clubs

Donation of Musical Instruments to Schools for the Children of Migrant Farmers

Yamaha Music Japan Co., Ltd., has launched its K-ONB programfor providing support regarding musical instruments andequipment to high school light music clubs. This program forproviding assistance as a musical instrument manufacturer was
created amid the rising popularity for such club activities acrossJapan.
The recent rise in membership in high school light music clubs
has created a situation in which there are a large number ofschools lacking the necessary knowledge regarding instruments,
equipment, and their use as well as numerous students that do
not understand the proper methods of performing maintenanceon their instruments. Seeking to support such light music clubs,
Yamaha Music Japan visits more than 200 high schools andconcert sites a year to hold instrument-related workshops andprovide band performance advice. This company also arranges
workshop on how to use club equipment and conducts otherproactive support activities. In addition, helpful content for highschool light music clubs, focused on information on instruments
and equipment, is uploaded on social media accounts andYouTube to complete a support approach taking advantage ofboth online and offline venues.

Yamaha Music & Electronics (China) Co., Ltd. (YMEC), together
with four manufacturing subsidiaries and major sales agents in
China, has been donating instruments to schools for the childrenof migrant farmers across China since 2013. These donations area show of YMEC’s gratitude for local communities and for thegrowth of its business in China.
YMEC continues to make such donations with the goal ofgiving children the opportunity to experience music and learn
the wonders of instruments and thereby helping them todevelop artistic sensitivity. To date, 60 schools have received
donations, and the aggregate amount of donations has reachedapproximately RMB5.2 million.

Workshop on instrument and equipment
use and band performance held at highschool for light music club

K-ONB High School Light Music Club
Support Website (in Japanese only)

K-ONB High School Light Music Club Support Website(in Japanese only)

Community Involvement
and Development

School Music Education Support Websites
Yamaha Corporation is developing tools for supporting schoolmusic teachers as well as piano, Electone, and other music
instructors. For example, we have Music pal, a school musiceducation website containing a wealth of information that isuseful for music coursework covering the history of music,
musical composition, and a variety of different instruments. In
addition, the Musical Instrument Guide website provides content
useful for music coursework and investigative learning, including
the origin and makeup of instruments, information on how they
are played, and trivia designed to help users develop a deeper
understanding of the instruments that interest them.
Support for Music Instructors (in Japanese only)Music pal (in Japanese only)Musical Instrument Guide

Major Instrument Donations
Japan Band Clinic

Date

Number ofschools

FY2013

2

Pianos, portable keyboards, and AV
equipment

FY2014

27

Pianos, digital pianos, portable keyboards,
and AV equipment

FY2015

7

Pianos, portable keyboards, and AV
equipment

FY2016

7

Pianos, portable keyboards, AVequipment, and PA systems

Donated articles

FY2017

5

Digital keyboards

FY20182

Digital keyboards

FY20195

Digital keyboards

FY20205Digital keyboards

FY2021

Postponed due to the COVID-19 pandemic

FY2022

Postponed due to the COVID-19 pandemic

Ceremony commemorating donations

Yamaha Sustainability Report 2022

Consumer Issues

Donated portable keyboards

Yamaha Music Japan Co., Ltd., supports and takes part in
the planning of the Japan Band Clinic, which is comprisedof lectures and concerts for band directors from across thecountry. One of Japan’s largest comprehensive band training
events, the Japan Band Clinic is designed to help improvethe capabilities of Japan’s band directors and to further the
spread and development of band culture. This event was first
held in 1970 and is open to school music teachers and all otherband directors in Japan. Prominent lecturers and bands fromJapan and overseas are invited to take part in this event, which
includes lectures on how to instruct and operate bands as wellas concerts. In addition, the Japan Band Clinic is an opportunity
for sharing information on new music sheets, software, andother topics matched to contemporary needs and for proposing
directions for future band activities. In this manner, the Japan
Band Clinic contributes to the development of Japan’s band
culture.

Concert at 50th Japan Band Clinic

98

Sustainability Management

Organizational GovernanceEfforts to Spread Music through Events and Contests
The Yamaha Group is working to help spread music in the different
regions of the world through events and contests. These efforts
include proposing new ways to enjoy musical instruments andmusic for all ages as well as planning and providing spaces for
performances by amateur musicians looking to take their passion
to the next level.
Hamamatsu Jazz Week
Each year, Yamaha Corporation holds Hamamatsu Jazz Week incooperation with Hamamatsu City and other co-organizers. The
event, which was first held in 1992, is part of the Hamamatsu
City government’s efforts to create a city with music at its
core. Hosted through a joint effort by the government andthe community based on the theme of jazz, which can beenjoyed by people of all ages, this unique event has become
an entrenched part of the local culture that is beloved by fansof jazz and even people who are not. This event features hallconcerts by top-notch domestic and international artists, live
performances that allow guests to casually enjoy jazz on street
corners, and events held in collaboration with local jazz clubs.
In recent years, we have been embarking on new initiatives
for helping grow the number of music fans and contribute to
the popularization of music culture. Such initiatives include
engaging with municipalities and cultural organizations andbroadcasting the appeal of Hamamatsu City and jazz throughout
Japan via coordination with tourist organizations and live online
streaming. Other activities include arranging events that serve as
aspiration for outstanding student big bands from across Japan,
holding workshops for big bands from elementary, junior high,and high schools and universities, and conducting in-school jazzconcerts in which professional musicians are sent to perform atelementary and junior high schools in Hamamatsu City. These
events are part of plans for cultivating future musicians byfostering artistic sensitivity and expressiveness in children.

Yamaha Jazz Festival

Yamaha Sustainability Report 2022

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Brass Jamboree Ensemble Event for Everyone
The Yamaha Group holds the Brass Jamboree concert event
for lovers of wind and percussion instruments to capture thefundamental joy of performing. In this event, instrument lovers
are invited to assemble in a large concert hall to play together.
By providing an accessible outlet for people seeking to play
together, we aim to create a joyous experience of group music
for all wind and percussion instrument lovers to be enjoyed by
beginners, families, and groups of musicians. The rehearsal forthe 11th iteration of this event, held in 2022, was preceded by aspecial lecture by instructor and ensemble director Koji Orita on
how to get greater levels of enjoyment from playing pop music.
This event was attended by approximately 200 participants
ranging from those in their teens to those in their 70s, who weretreated to the joy of playing music, meeting and interacting withpeople through music, and taking part in large-scale ensembles,
which made for an irreplaceable performance encompassing theentire venue and built on the dreams of participants.

Consumer Issues

Community Involvement
and Development

Yamaha Solo Saxophone Contest
Yamaha Music & Electronics (China) Co., Ltd. (YMEC), holds awind instrument performance contest every year in locations
across China to provide opportunities for wind instrument
performances. In fiscal 2021, saxophone contests were held
through online venues in light of the COVID-19 pandemic. A totalof 468 individuals participated in these contests

Online judging (left) and performance (right)

Instructor and ensemble director Koji
Orita and special guest TubamanShow

Brass Jamboree event attended byapproximately 200 wind and percussion
instrument lovers ranging from theirteens to their 70s

Solo saxophone contest flier

Next-Generation Jazz Stage workshop
for student big bands

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Organizational Governance

Provision of Opportunities andPlaces to Engage with Instruments
LovePiano Street Piano Events—Making People More
Familiar with Pianos
Since 2017, Yamaha Music Japan Co., Ltd., has been conducting
LovePiano activities that involve providing casual performance
spaces based on the concept of feeling more familiar with pianos
and enjoying them more. Centered on the theme of LovePiano,
these activities include placing colorfully painted pianos in open
spaces like train stations, airports, and commercial facilities,
where they can be played by anyone, to allow a wide rangeof people to form a connection with the piano. To date, such
pianos have been placed in more than 90 locations across Japan,
providing casual opportunities to play and creating spaces forforging connections with people through the piano and thesurrounding excitement.
In fiscal 2022, Yamaha Music & Electronics China Co., Ltd.
(YMEC), launched its own LovePiano program. Activities throughthis project thus far have included the placing of four pianos
painted by students of Shanghai Theater Academy in open
spaces in Nanjing City shopping malls in February 2022. In
addition, a virtual piano painting event was held that allowed
individuals to design and post the piano of their liking online.
This event was meant to give people who cannot play the piano a
way to participate in this program.
We intend to continue these LovePiano activities with thehopes of encouraging people to start playing piano while also
spurring former pianists to pick up the instrument again andhelping address social issues through community building andenergization.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Major LovePiano Locations (2021)• Ueda Electric Railway Bessho-Onsen Station (UedadentetsuCo., Ltd.)• Hina-no-Sato (Minamiboso City Tourism Association)• Hibiya OKUROJI (JR East Urban Development Corporation)• Stellar Town (Saitama City culture promotion section)• 28th Kineko International Film Festival• Amagi Mizu-no-Bunkamura (Japan Water Agency), etc.

Tamagawa Takashimaya Department
Store (28th Kineko International Film
Festival)

Futako Tamagawa Rise (28th Kineko
International Film Festival)

Amagi Mizu-no-Bunkamura

Hina-no-Sato

Consumer Issues

Community Involvement
and Development

reservation of Music Traditions
Joint Real Sound Viewing Exhibition with Hamamatsu
Museum of Musical Instruments Reproducing Chikuzen
Biwa Performances
Over the period from October 28, 2021, to December 7, 2021, theHamamatsu Museum of Musical Instruments and Yamaha helda Real Sound View exhibition that reproduced Chikuzen biwa
(traditional Japanese lutes) performances.
This exhibition took advantage of Yamaha’s Real Sound View
system for faithfully preserving the performances of artists.
Through this system, we digitized the sound from performances
and input this data into devices attached to biwas thattranslate the data in vibrations, which are communicated tothe instruments to play them automatically. The authentically
reproduced audio of performances, which faithfully captures
the powerful strokes and minute nuances of the performance,
is combined with life-sized video of performances to make for avivid virtual performance that feels as though one is watching
the real thing.
Moreover, performance videos were overlaid with the scores fromthe program in order to deepen understanding regarding the
Chikuzen biwa and provide a more visually stimulating exhibition
that paints a stronger picture of the performance and its
accompanying story. This approach allows for a more immersive
look at the practice of being played along with stories that ischaracteristic of the Chikuzen biwa.
Yamaha is committed to such effort to preserve music cultural
artifacts, both the tangible elements of instruments andthe intangible elements of the music they play, for future
generations.

LovePiano activity in China (Shopping mall in Nanjing City)

Real Sound Viewing

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Organizational Governance

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Support for Youth Development
through Music Popularization

Contribution to Regional Community
Development

The Yamaha Group contributes to the healthy development ofyouths and the development of music education and culture throughactivities that include bringing music and musical instruments tolocal communities in addition to activities to popularize music.

Regional Contribution Activities through MusicThe Yamaha Group aims to make contributions to communities
and their invigoration by planning and holding music events invarious regions.

Kashiwa facilitator development program

Performance by DCBK

Community Development through Music
Yamaha Music Japan Co., Ltd., is advancing the Oto-Machi
Project for Creating Musical Towns. The Oto-Machi Project aims
to revitalize communities and create shared value for companies
and society by harnessing “the power of music to connect people.”
To address the issues faced by municipalities, communities, andcompanies, the Yamaha Group proposes and supports citizen
participatory projects, events, and programs that use music as atool for community development. The Group aims to help create
the independent communities that form sustainable community
foundations. Through the Oto-Machi Project, we promote newforms of social contribution activities by offering focused support
for the early stages of community development and building
schemes for places and times that allow for ongoing activities
open to free participation by community members.
The Yamaha Group has been engaged in a facilitator
development program through group drumming together with aKashiwa City social welfare association with the aim of fosteringcommunity leaders over the four years since fiscal 2017. These
activities have given rise to Drum Circle Beat of Kashiwa (DCBK),a group comprised of individuals who have completed thefacilitator development program. DCBK’s activities are being
advanced in an increasingly wide range of locations throughout
the community. In addition, Yamaha Music Japan concluded
a three-year partnership agreement with Fukui Prefecture in
February 2021. Through this agreement, we will contribute tocommunity development in Fukui Prefecture with music. We are
currently engaged in wide-ranging initiatives together with local
and prefectural government agencies and other organizations
to create opportunities for musicians to perform in urban
centers and other locations and along with opportunities to view
performances in one’s community. These are just some of theactivities we are implementing to promote the spread of music
within Fukui Prefecture.
Community Development through Music (in Japanese only)

Yamaha Sustainability Report 2022

Community Involvement
and Development

Consumer Issues

Music promotion event in Fukui
Prefecture

Regional Contribution Activities
by the Yamaha Symphonic BandThe Yamaha Symphonic Band, which was established in 1961, isan amateur band comprised of Yamaha Group employees. The
band’s activities include holding regular musical performancesand pop concerts, supporting the Yamaha Baseball Club, andperforming regularly and appearing in contests in Japan andoverseas. The band also actively participates in events rooted
in local communities while helping Hamamatsu City realize its
vision for becoming a “city of music.” Examples of these events
include a concert commemorating the opening of Hamamatsu
City’s newly built community musical hall.

Support Activities through the AMIGO Project
In many countries in Central and South America, crime andpoverty as well as social inequality are serious social problems. In
order to enable the children in such environments to grow up ina healthy manner, rather than leaning toward crime, delinquency,
or violence, music education activities are provided free of charge
as a country policy. These activities have led to the formationof regional youth orchestras and band groups. Endorsing suchactivities, the Yamaha Group has long offered support for
activities that draw participation by large numbers of children.
The AMIGO Project was launched in 2014 and entails holding
maintenance seminars to spread knowledge regarding
instrument maintenance and to help children learn how
to maintain instruments on their own. In addition, we holdtechnician seminars to foster technicians that can repair
instruments and offer other forms of support to aid in thedevelopment of an environment in which children can moreeasily continue to play music. This project is currently active ineight Latin American countries: Mexico, El Salvador, Costa Rica,
Panama, the Dominican Republic, Colombia, Peru, and Brazil.
Support for Youth Development through the Power of MusicThe Yamaha Symphonic Band

Youth development orchestra and band
organization (Mexico)

Technician seminar

Recorder Music Popularization Seminar by Sopro Novo

Concert commemorating the opening of Hamamatsu City’s newly built community
musical hall

Yamaha Musical do Brasil Ltda. (YMDB) began its Sopro Novo
(New Breath) activities in 2005 and has since been holding
recorder music popularization seminars for music teachers
throughout Brazil.
These seminars entail music instruction lessons thatcomprehensively provide instruments, textbooks, and teaching101

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Organizational Governancemethods. Starting with how to read music and ending, ultimately,with ensemble performances, seminar members learn music
performance techniques so that they can begin giving music
instruction to beginners after completing the lessons. In
Brazilian schools, there is no regular music education in thecompulsory curriculum. For this reason, the cultivation of music
instructors plays an important role in granting children theirfirst opportunity to learn music. To date, Sopro Novo seminars
have been held over 1,600 times in 189 cities and have trained
approximately 4,700 instructors. The number of children taught
by those instructors has reached more than 550,000.
In 2017, we established the non-profit organization Fundação Sopro
Novo Yamaha. At this time, we began to lobby the government toadopt direct music education and embarked on activities to provide
music teacher training and music education instruction in publicschools. Furthermore, the state of São Paulo provided support
for costs of the activities in the form of tax exemptions in 2018,
acknowledging the contributions from past Sopro Novo activities.
In 2019, recorder seminars were held, drawing 103 participants from
10 groups, and recorder classes based on the Sopro Novo method
were conducted in 54 public schools.
In fiscal 2021, the COVID-19 pandemic impeded our ability
to conduct the face-to-face recorder seminars that had been
held previously. In response to this situation, YMDB preparedonline recorder lesson materials and began conducting online
lessons in October 2020. As of March 31, 2021, more than 100
individuals, primarily consisting of public school teachers, hadparticipated in these online lessons. In fiscal 2022, we expanded
the scope of our online recorder lessons amid the prolonged
pandemic. We are also offering a broader range of courses,
including the prior soprano recorder courses as well as new
alto and tenor recorder course. As of March 31, 2022, a total of
315 individuals had participated in these courses, including 113
public school teachers. Looking ahead, YMDB will gradually
resume offline activities, while monitoring trends related tothe pandemic, and move forward with the development offrameworks for promoting the widespread adoption of the Sopro
Novo method in school education.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Support for Fostering Future Generations

Education Support for Children

Cooperation with On-Site Tours, Hands-On Learning,and Educational Facilities

The Yamaha Group provides a variety of programs to help
support child development. Every year, we respond to requests
from local governments and educational institutions whenoffering on-site lessons outside the Company and providing childprograms focused on the theme of manufacturing. The Yamaha
Baseball Club also participates by offering youth baseball clinics
and other activities.

As part of our local contribution activities, the Yamaha Group
accepts requests from local educational institutions in parts of
the world where it has business sites and opens its workplaces
for visitors to experience hands-on learning. We also offer
internships and tours of our workplaces and factories and help
educational facilities prepare exhibits.
By accepting junior high school students for workplace handson learning and high school students for internships, the Group
provides opportunities for the young people who will shape thefuture to experience work in a hands-on manner and thereby
helps young people formulate goals and develop a passion towork in the future.
Yamaha Corporation has been contributing to exhibits at theHamamatsu Science Museum (Hamamatsu City, Shizuoka
Prefecture) since it opened to help develop science-oriented
minds. The Hamamatsu Science Museum is an experiencefocused museum centered upon active learning that provides
children and adults alike with the opportunity to have fun whilelearning about science in the areas of sound, light, force, andspace. Companies representing local communities have helped
develop permanent exhibits at this learning facility.
Yamaha Corporation’s Contributions to Sound Zone
SectionDetails

Variable
Presented an exhibit using electro-audio signal
acoustic room processing technology that enables visitors toexperience sound echoes and changes in theway things sound by clapping, speaking, andplaying instruments inside a booth installedwith a sound setting support system (Active
Field Control), which can control echoes inside
the room and how the space unfolds, in which
visitors can select such simulated settingsas an echo room, cave, and church based on
which an image befitting the scene displayed
via the front projector

Manufacturing Classes and On-Site Lessons
Throughout each year, Yamaha Corporation works with local
educational institutions to offer classes teaching children
about manufacturing. For example, we hold handmade guitar
classes in which children create their own handmade one-string
guitars using everyday items such as cardboard boxes andtoothpicks. Other classes teach children how to make a folk
instrument from Africa called a mbira using offcuts from piano
manufacturing. Furthermore, we offer classes in which children
make mini clappers the size of a keychain so that they can
carry them around and form an attachment with the instrument.
These classes use musical instruments to offer children a way toexperience the process of manufacturing.
In fiscal 2017, we began participating in the “Company UD
Visiting Lectures” universal design program that is part of theefforts of Hamamatsu City to promote community development
through universal design. Through this program, we dispatch
employees to perform classes on Yamaha’s universal design
initiatives at elementary and junior high schools based onrequests from local municipal government agencies andeducational institutions. In fiscal 2021, we conducted classeson this topic at two Hamamatsu City junior high schools inwhich we explained the importance of universal design incity development. These classes looked at digital pianos withvoice guidance functions, silent musical instruments, and theSYNCROOM online remote ensemble performance service. We
also introduced our Omotenashi Guide and Remote Cheerer
remote cheering system as examples of SoundUD™ initiatives
advocating the development of next-generation soundtransmission systems.
Looking ahead, the Yamaha Group will continue to cooperate insuch initiatives to spread understanding of universal design andthe joy of music to children.

Online recorder lessons

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Human Rights andLabor Practices

The Environment

Fair Operating Practices

Baseball Clinics for Youth Teams Provided by the Yamaha
Baseball Club

Handmade guitar class

Handmade mbira classMini clapper class

Manufacturing class jointly held with
Yamaha Motor Co., Ltd.

Class at school on Yamaha’s musicalinstruments and services

Wooden Blocks for Children Made from Piano Offcuts
Yamaha Music Manufacturing Japan Corporation provides
wooden blocks made from offcuts produced during the piano
manufacturing process to local kindergartens, preschools,
elementary schools, and public facilities. Continuing since 1998,
this program is a chance to contribute to the community while
simultaneously finding a useful purpose for waste material.

The Yamaha Baseball Club holds baseball clinics for local youth
baseball teams in western and central Shizuoka Prefecture
as part of its efforts to contribute to the community and thedevelopment of young people in the area through sports.
At these clinics, members of the Yamaha Baseball Club
provide instructions and examples to teach young ball players
techniques such as how to shift their weight when pitching,where to step, basic posture when fielding infield and outfield,
play combinations, and how to follow the ball when batting.
The clinics help foster healthy young baseball players while
nurturing the dreams and supporting the development ofyoung people. Since fiscal 2017, the Company has participatedin Hamamatsu City’s Top Athlete Partnership Business* andprovided instruction, including lessons for improving pitching
and catching techniques to junior high school students andT-ball lessons for preschoolers that focus on play using balls.
Furthermore, the Junior Baseball Instructing Club, primarily
made up of former members of the Yamaha Baseball Club,
holds baseball health examinations for children during theclinics. As part of the exams, sports medicine doctors help
children with baseball injuries and give them advice to help
prevent injuries and accidents. In fiscal 2022, we were unable
to hold these examinations due to the COVID-19 pandemic.
In place of these events, we arranged an exhibition game forchildren at Hamamatsu Baseball Stadium on February 26, 2022.
Applications for tickets were received from 67 members of 10
local baseball teams, and those invited attended the game with
their parents.
* This business has been run by Hamamatsu City since fiscal 2017 and entails
holding sports classes by sending local top athletes to sports organizations andschools. By imparting the skills and experiences of top athletes, the objective is to
uncover the next generation of top athletes and increase the number of children
participating in sports.

T-ball lesson
Craft making using offcuts

Yamaha Sustainability Report 2022

Baseball health examination

Consumer Issues

Community Involvement
and Development

Education Solutions Utilizing ICTInformation and communications technology (ICT) is being
increasingly used in school education. In light of this trend,
Yamaha Corporation is proposing new means of learning in theclassroom.
Smart Education System Music Education Solution Utilizing
ICT
Since 2014, Yamaha Corporation has been developing the Smart
Education System (SES), a music education solution that utilizes
ICT, in the educational setting of schools. Capitalizing on theskills related to music it has developed over the course of many
years, as well as its knowledge about music education, Yamaha
Corporation has repeatedly conducted trial classes with the helpof elementary and junior high schools across the country throughwhich it has developed digital classroom teaching materials.
In February 2017, the Company released the VOCALOID™ for
Education, Guitar Class, and Koto (a traditional Japanese musicalinstrument) Class. Since then, the Company has been gradually
expanding its lineup of classes with new additions, such as the
Alto Recorder Class, Chorus Practice, Soprano Recorder Class,Singing Class, and Melodica Class. All of these offerings havebeen positively received.
Primarily aimed at elementary and junior high school students,
these materials are not simply teaching materials, but content
packages covering how to lead classes following course
curriculum guidelines, cautionary tips to keep in mind whenteaching, and videos on foundational knowledge needed for
performance. These packages have been designed for ease ofuse by teachers in schools. Teaching classes while following
this system helps foster students’ imaginative and theoreticalskills while simultaneously allowing teachers to teach easily andeffectively.
We are also offering support to help students learn even as the
COVID-19 pandemic persists. Specifically, ideas for classes thatare in tune with the times are posted on a website for providing
ideas for classes that use digital materials in response to thepandemic. The proposed class ideas are viable even when facedwith restrictions on instrumental music performances andsinging in light of the pandemic. Furthermore, materials for the
Soprano Recorder Class, Alto Recorder Class, and Singing Class
were distributed for free over the period from September 13,
2021, to January 7, 2022.

Children playing with wooden blocks
made from offcuts

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Organizational GovernanceThrough SES, Yamaha Corporation plans to capitalize on thebenefits of digital music classroom materials, namely their ability
to be quickly adjusted to adapt to changes in the social climate
and trends, to provide support for new forms of music educationby promoting the widespread use of cloud services and otherdigital solutions.

Digital materials for Melodica Class(launched on April 1, 2022)

Website for communicating music class ideas (in Japanese only)
Smart Education System (SES) (in Japanese only)

Human Rights andLabor Practices

The Environment

Consumer Issues

Community Involvement
and Development

Distance Learning Using Web Conference Microphone
Speakers
Many schools are exploring online and hybrid classes as partof their efforts to adapt to the COVID-19 pandemic. Highquality online communication between students and teachers
is imperative to the success of such new approaches towardclasses. Yamaha has long been engaged in providing ICTpowered audio support for remote classes. Specific undertakings
on this front have included joint classes between different
schools, special exchange classes between sister schools, andcollaborative classes for isolated islands and underpopulatedareas that lack specialized teachers. Based on this experience,
we understand that the voice quality of classes and lectures isimperative to distance learning as interference or interruptions
can impede a student’s ability to understand classes. For thisreason, the ability to deliver a clear, uninterrupted voice isabsolutely essential.
In cooperation with prefectural education boards, educational
institutions, and other companies, Yamaha promotes the useof voice communication devices, such as web conference
microphone speakers, for distance learning programs. Yamaha’s
high-quality web conference microphone speakers feature easy
installation and configuration and allow for distance learningclasses, ranging from small classes with one or two students
to larger classes in the area of 40 students, to be held in a
hassle-free manner with optimal voice quality not hampered byreverberations or interference.

Online class communicating voices ofboth teacher and students as well as theatmosphere of classroom (Namiki JuniorHigh School, Ibaraki Prefecture)

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Fair Operating Practices

Hybrid class system (Chuo University)

Live class streaming scheme using
digital blackboard and YVC-1000 unified
communication microphone and speakersystems (Tangoryokufuu High School,
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Organizational GovernanceDonations and Social Welfare Activities
Promotion of Employee Volunteer Activities
The Yamaha Group promotes employee participation in volunteer
activities. In addition to establishing various programs, we use
the Company intranet and other means to share information on
available volunteer opportunities while also publicizing examples
of previous volunteer activities.
Voluntary Philanthropic Activities by Employees
Yamaha Corporation of America launched the Yamaha Cares
employee voluntary philanthropic activity program in 2003.
Yamaha Cares is aimed at contributing to the regions in which
employees live and work by donations, collecting contributions,providing Yamaha products, and conducting other initiatives.
One such activity is a donation drive benefitting a children’s
hospital researching the treatment of Type 1 juvenile diabetes.
Every year, employees participate in the Southern California
Half Marathon and solicit contributions, which have exceeded
U.S.$110,000 in total. Yamaha Cares continues to support thehospital, which is one of the few institutions researching thetreatment of juvenile diabetes.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Major Yamaha Cares Activities• Fundraising efforts for a children’s hospital• Donations, including donations of Yamaha products, to afterschool programs (run by United Sound, Inc.) providing musicalperformance experiences to children with development
disorders• Participation in Making Strides Walk, an activity supported by
the American Cancer Society
United Sound website
American Cancer Society website
Making Strides Walk website

Consumer Issues

Community Involvement
and Development

Regional Welfare and Disaster Relief Activities
Donation of Food from Disaster Stockpiles to Food Banks
Food banks are organizations that supply food items, freeof charge, to organizations or socially disadvantaged people
who need them. The food items supplied are received throughdonations from companies and individuals of food that is safe toeat but would otherwise be discarded, due to reasons such as an
inability to be sold because of packaging or labelling mistakes ordamages. Supporting the aims of these activities, Yamaha Groupbusiness sites donate food from their disaster stockpiles to foodbanks before these items are due to be replaced in order to help
prevent food loss, provide aid to disadvantaged people, andcombat environmental activities.
Initiatives to Support Areas Impacted by Natural Disasters

Employees raising funds through half marathon to be donated to Children’s Hospitalof Orange County (CHOC)

Fundraising activities and Yamaha product donations to various organizations

The Yamaha Group implements initiatives for supporting therecovery of areas impacted by natural disasters in the domestic
and overseas regions in which it has factories and other operatingbases.
For the purpose of supporting the areas and people impacted
by the Great East Japan Earthquake, the Yamaha Group has
provided school musical instruments and other products throughits sales agents, held a variety of charity concerts, and supported
the activities of the School Music Revival. In addition, we havebeen holding charity concerts by the Yamaha Symphonic Band topromote recovery in the Tohoku region. Even now, a portion of thesales of CDs by this band is donated to the impacted areas throughthe Japanese Red Cross Society, and we continue to engage inother such activities to support the recovery effort.
Furthermore, we offer support for the recovery of areas impacted
by disasters through special repair and other services for Yamaha
products damaged by disasters available to customers impacted bydisasters in regions applicable under the Disaster Relief Act.
Support Provided in Fiscal 2022
Humanitarian support to people in Ukraine and surrounding
areas: U.S.$300,000 in donations

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External Recognition
ESG Index and External Recognition
The Yamaha Group is working to understand the impact of its
business activities on the environment and society and to pursue
dialogue with stakeholders while addressing social issues
to help create a sustainable society. These efforts have won
recognition from external institutions, leading Yamaha Group
companies to be included in various domestic and overseas
environmental, social, and governance (ESG) indexes andfunds. In addition, Yamaha Group companies are included in all
five of the ESG indexes (indicated with * below) utilized by theGovernment Pension Investment Fund (GPIF).

FTSE4Good Global Index
Yamaha Corporation has been included in the FTSE4Good Global
Index, an index compiled by FTSE Russell, a firm owned by the
London Stock Exchange, that evaluates companies based on
ESG perspectives.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

FTSE Blossom Japan Index*
Yamaha Corporation has been included in the FTSE Blossom
Japan Index, an index compiled by FTSE Russell of the United
Kingdom comprised of Japanese companies that excel based on
ESG perspectives.

FTSE Russell confirms that Yamaha Corporation has been independently assessed
according to the index criteria, and has satisfied the requirements to become aconstituent of the FTSE Blossom Japan Index. Created by the global index and data
provider FTSE Russell, the FTSE Blossom Japan Index is designed to measure theperformance of companies demonstrating strong Environmental, Social and Governance(ESG) practices. The FTSE Blossom Japan Index is used by a wide variety of market
participants to create and assess responsible investment funds and other products.

Yamaha Corporation has been included in the FTSE Blossom
Japan Sector Relative Index. This comprehensive ESG index
selectively incorporates best-in-class Japanese companies
through a screening process employing the ESG assessmentsof FTSE Russell along with the assessments of the size ofcompanies’ environmental impact as well as their managementof climate change risks. A total of 494 companies with high ESG
scores were selected for the 2022 index.

MSCI ESG rating
Yamaha Corporation received a rating of AA (on a scale of CCC
to AAA) in the MSCI ESG Ratings assessment, which analyzes
companies based on their ESG initiatives and risk management
capabilities.

THE USE BY YAMAHA CORPORATION OFANY MSCI ESG RESEARCH LLC OR ITSAFFILIATES (“MSCI”) DATA, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICEMARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE A SPONSORSHIP,
ENDORSEMENT, RECOMMENDATION, OR PROMOTION OF YAMAHA CORPORATION BY
MSCI. MSCI SERVICES AND DATA ARE THE PROPERTY OF MSCI OR ITS INFORMATIONPROVIDERS, AND ARE PROVIDED ‘AS-IS’ AND WITHOUT WARRANTY. MSCI NAMESAND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI.

Yamaha Corporation has been included in the MSCI ESG Leaders
Indexes, a series of ESG indexes developed by MSCI Inc. of theUnited States. These indexes are comprised of companies thatexcel based on ESG perspectives.

MSCI Japan ESG Select Leaders Index*
Yamaha Corporation has been included in the MSCI Japan ESG
Select Leaders Index, an index comprised of companies fromamong MSCI Japan IMI Top 500 Index-listed companies thatexhibit excellence in ESG evaluations.

FTSE Russell confirms that Yamaha Corporation has been independently assessed
according to the index criteria, and has satisfied the requirements to become aconstituent of the FTSE Blossom Japan Sector Relative Index. The FTSE Blossom Japan
Sector Relative Index is used by a wide variety of market participants to create and assess
responsible investment funds and other products.

Yamaha Sustainability Report 2022

Community Involvement
and Development

MSCI ESG Leaders indexes
FTSE Blossom Japan Sector Relative Index*

FTSE Russell (the trading name of FTSE International Limited and Frank Russell Company)
confirms that Yamaha Corporation has been independently assessed according to
the FTSE4Good criteria, and has satisfied the requirements to become a constituentof the FTSE4Good Index Series. Created by the global index provider FTSE Russell,
the FTSE4Good Index Series is designed to measure the performance of companies
demonstrating strong Environmental, Social and Governance (ESG) practices. The
FTSE4Good indices are used by a wide variety of market participants to create and assess
responsible investment funds and other products.

Consumer Issues

THE INCLUSION OF YAMAHA CORPORATION IN ANY MSCI INDEX, AND THE USE
OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN, DO
NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF YAMAHACORPORATION BY MSCI OR ANY OF ITS AFFILIATES. THE MSCI INDEXES ARE THE
EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEX NAMES AND LOGOS ARE
TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATES.

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MSCI Japan Empowering Women Select Index*
Yamaha Corporation has been included in the MSCI Japan
Empowering Women Select Index, an index comprised ofcompanies from among the top 700 Japanese companies
by market capitalization that exhibit excellence in terms ofpromoting gender diversity by empowering women within theirindustry.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Sustainability Yearbook
Yamaha Corporation was named among the Sustainability
Yearbook Members in Sustainability Yearbook 2022 compiled
by S&P Global of the United States with an evaluation scoreplacing it in the top 15% within its industry. The Company was
also included among the S&P Global Industry Movers, indicating
it as the company that achieved the greatest year-on-year score
improvement within its industry.

Consumer Issues

Community Involvement
and Development

CDP Climate Change Report
The Yamaha Group was assigned a rank of A- in the 2021 CDP
Climate Change Report, part of the corporate climate change
risk information disclosure program of U.K.-based international
NPO CDP.

THE INCLUSION OF YAMAHA CORPORTAION IN ANY MSCI INDEX, AND THE USE
OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN, DO
NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF YAMAHACORPORATION BY MSCI OR ANY OF ITS AFFILIATES. THE MSCI INDEXES ARE THE
EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEX NAMES AND LOGOS ARE
TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATES.

CDP Supplier Engagement Leaderboard

S&P / JPX Carbon Efficient Index*
Yamaha Corporation has been included in the S&P / JPX Carbon
Efficient Index, an ESG investment index that was newly adopted
by the GPIF. This index is compiled by S&P Dow Jones Indices
LLC, a world-leading financial market index company.

S&P Japan 500 ESG
Yamaha Corporation has been included in the S&P Japan 500
ESG, an index comprised of companies from among the 500
Japanese companies included in the S&P Japan 500 Index thatare selected with an emphasis on ESG considerations. This index
is compiled by S&P Dow Jones Indices LLC.

Yamaha Sustainability Report 2022

Yamaha Corporation has been selected as a 2021 CDP Supplier
Engagement Leader by CDP in recognition of its supply chainspanning climate change response initiatives.
ECPI Global Developed ESG Best in Class Index
ECPI World ESG Best Equity Index
Yamaha Corporation has been included in the ECPI Global
Developed ESG Best-in-Class Index and the ECPI World ESG
Equity Index. These are industry-, region-, and theme-specificindexes compiled by ECPI Group S.r.l., an asset management
and consulting company based in Luxembourg and Milan, thatare comprised of companies from around the world that fulfill
certain CSR activity-related criteria. The ECPI Global Developed
ESG Best-in-Class Index is comprised of companies in developed
countries based on ECPI’s ESG standards. The ECPI World ESG
Equity Index is a wide-ranging index comprised of companies
from developed countries that fulfill ECPI’s ESG standards.

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Organizational GovernanceEvaluations and Awards for ESG Initiatives
Health & Productivity Stock Selection
In 2022, Yamaha Corporation was selected, for the first time, for
inclusion in the Health & Productivity Stock Selection program
jointly organized by the Ministry of Economy, Trade and Industry
and the Tokyo Stock Exchange. This program was launchedin 2015 with the purpose of recognizing companies that are
strategically advancing health and productivity management
initiatives with regard to their employees’ health from amanagement perspective.

Human Rights andLabor Practices

The Environment

Fair Operating Practices“Kurumin” and Platinum “Kurumin” Certification as Company Supporting the Development of the Next Generation“Kurumin” is a Ministry of Health, Labour and Welfare systemfor certifying companies with effective systems for supporting
the next generation. Platinum “Kurumin” certification is awarded
to companies, among the companies that have acquired the“Kurumin” mark, that conduct initiatives to support work–lifebalance at or above a specific standard. Yamaha Corporation
received “Kurumin” certification in 2008 and Platinum “Kurumin”
certification in 2016. In addition, Yamaha Corporate Services
received “Kurumin” certification in 2018 and Platinum “Kurumin”
certification in 2021.

Consumer Issues

Community Involvement
and Development“Eruboshi” and Platinum “Eruboshi” Certification for
Promotion of Women’s Participation and Advancement in
the Workplace“Eruboshi” is a program in which the Ministry of Health,Labour and Welfare certifies companies that have formulated
action plans for the promotion of women’s participation andadvancement in the workplace based on the Act on Promotionof Women’s Participation and Advancement in the Workplaceenacted in April 2016 and that have conducted excellent
initiatives in this area. Yamaha Corporate Services was certified
as level three, the best rank, “Eruboshi” in July 2018 before
receiving Platinum “Eruboshi” certification, which is awarded to“Eruboshi”-certified companies that fulfill certain requirements,
in June 2021.

Certified Health & Productivity Management Organization
Recognition—White 500 Category
The Certified Health & Productivity Management Organization
Recognition Program, organized by the Ministry of Economy,
Trade and Industry and Nippon Kenko Kaigi, is a program forrecognizing companies that are advancing strategic employee
health management initiatives from the perspective ofmanagement. Yamaha Corporation has been recognized throughthis program for six consecutive years since 2017 and Yamaha
Corporate Services Corporation has been recognized for fiveconsecutive years.

Yamaha Sustainability Report 2022

Gold Rating in PRIDE INDEX
Compiled by work with Pride, the PRIDE INDEX is an index forrecognizing the initiatives of companies and other organizations
for supporting sexual minorities such as members of the LGBTQ
community. Yamaha Corporation has been awarded with thehighest rating of gold in the PRIDE INDEX each year since 2019.

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Organizational Governance

Editorial Policy
This sustainability report is designed to communicate, to a widegroup of stakeholders, the sustainability vision and initiatives of
the Yamaha Group.
In compiling this report, we prioritized the disclosure of themesof interest and important issues pertaining to the Group basedon the insight gained through communication with stakeholders.
In addition, information was included on a wide range ofinitiatives for contributing to the realization of a sustainable
society based on the Yamaha Group Sustainability Policy alongwith a breadth of detailed data on these initiatives.

Human Rights andLabor Practices

The Environment

Fair Operating Practices

Consumer Issues

Community Involvement
and Development

Organizational Scope of Reporting
In principle, this sustainability report covers Yamaha Group
companies (Yamaha Corporation and its 56 consolidated
subsidiaries in Japan and overseas). References to “Yamaha”[ or“the Group”] in this report indicate the Yamaha Group. Certain
sections of this report, however, require a more granular scope.
In these cases, the scope is specified.

Reporting Period
April 1, 2021 to March 31, 2022
Notes:
1. The above period is referred to as fiscal 2022 in this report.
2. Certain initiatives underway prior to March 2021 andinformation from April 2022 onward are also included in thisreport.

Date of Issue
Report Published: September 2022
Previous Report Published: September 2021
Next Report to Be Published: September 2023

Referenced Guidelines
Sustainability Reporting Guidelines of the Global Reporting
Initiative
Environmental Reporting Guidelines (2018 Version) of the
Ministry of the Environment
ISO 26000 (Social responsibility)
Recommendations of the Task Force on Climate-related
Financial Disclosures

Yamaha Sustainability Report 2022

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