サステナビリティレポート
2020
Sustainability Report 2020

Sustainability Management
Yamaha Group Sustainability Policy
Our aim is “Sharing Passion & Performance”
The Corporate Philosophy of the Yamaha Group is, “With our unique expertise and sensibilities, gained from our
devotion to sound and music, we are committed to creating excitement and cultural inspiration together withpeople around the world.”
Based on this philosophy, Yamaha conducts its sustainability activities according to the following guidelines,
seeking to contribute to the sustainable development of society and to further strengthen the bond of trust with its
stakeholders through sound, transparent management methods, and corporate activities that balance social andenvironmental concerns.
1. By creating new values through products and services focused on social and environmental issues, Yamaha
contributes to the sustainable development of society.
2. Through business development and social contributions based in each region of the globe, Yamaha contributes tothe promotion and popularization of music, and to the development of communities.
3. By understanding the significance of protecting the natural environment and maintaining biodiversity, and bypromoting the reduction of environmental burden through measures such as sustainable procurement of timber andlowering greenhouse gas emissions, Yamaha works to maintain a healthy global environment.
4. Yamaha observes laws, ordinances, and social norms, and moreover, conducts business in a fair and impartial
manner throughout the entire value chain, including activities such as socially responsible procurement carried out
in cooperation with business partners.
5. Yamaha endeavors to prevent abuses of human rights, responding appropriately to the effect of its businessactivities as well as to any attendant risks to human rights, with the goal of achieving a society that safeguards the
dignity of all.
6. Yamaha works to create an atmosphere that holds in high regard the employee diversity that is a source of the newvalues created within the company, and which allows each person to fully demonstrate their sensibilities andcreativity through training and use, without regard to race, nationality, gender, or age.
Formulated in February 2010 and revised in July 2018

Yamaha Group Sustainability Policy
Japanese /English /Chinese /Indonesian

Sustainability Management
Basic Policy
The mission of the Yamaha Group is to continue to create excitement and cultural inspiration together with people aroundthe world by utilizing the assets, various resources, unique expertise, and sensibilities originating from sound and music.
To put this philosophy into practice, Yamaha is working to understand the impact of its business activities on theenvironment and society and pursue dialogue with stakeholders while overcoming challenges toward the creation of asustainable society.
Sustainability Issues in the Value Chain
Engagement with Stakeholders
Yamaha Group Sustainability Policy

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Yamaha Sustainability Report 2020

Initiatives Related to Sustainable Development Goals
The Yamaha Group seeks to contribute to the accomplishmentof the United Nations Sustainable Development Goals (SDGs),
a set of shared goals embraced by the international society,through its business.
In addition to our efforts to contribute to Goal 4 (Quality
Education) through our initiatives to spread music, we are also
working to help accomplish Goal 12 (Responsible Consumption
and Production) and Goal 15 (Life on Land) by means of efforts
to procure timber from sustainable sources. In these and othermanners, we are developing products and services andendeavoring to improve our business processes with anawareness of the goals and targets of the SDGs.

Sustainable Development Goals (SDGs)

Promotion of Sustainability Priorities
The Yamaha Group has established sustainability priorities for the medium-to-long term based on the impact of its
business activities on the environment and society as well as on stakeholder expectations and social demands.

Priority Identification Process
1. Identification of Sustainability Issues
Identification of sustainability issues within the Yamaha Group value chain based on ISO 26000 (an international
guidance on social responsibility) and the SDGs

2. Evaluation of Importance of Issues from the Perspectives of Stakeholders
Evaluation of importance of identified issues out of consideration for feedback from customers, employees, and local
communities; ESG evaluation items; opinions and requests from NGOs; and advice from outside experts

3. Evaluation of Importance within Yamaha
Evaluation of importance of identified issues out of consideration for Yamaha’s management vision and medium- tolong-term management policies

4. Identification of Sustainability Priorities
Selection of issues warrants a strong approach based on results ofimportant evaluations followed by identification of sustainability
priorities through discussion among senior management
After the sustainability priorities were identified, targets and key
performance indicators (KPIs) for evaluating progress toward thesustainability priorities were set by relevant divisions and for the
Sustainability Division, and action plans were formulated with this regard.
The targets, KPIs, and actionplans have been approved by senior
management. Through progress
monitoring by the Sustainability
Division and annual reviews by theManaging Council, which is chairedby the president, we are promoting
efforts to address our sustainability
priorities.

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Yamaha Sustainability Report 2020

Sustainability Priorities and Progress
Sustainability
priorities

Major
initiatives

Classification
under the new
medium-term
management plan,
Make Waves 1.0

Fiscal 2020 progress and results

Future issues andRelatedmedium-term
SDGsmanagement plan targets

Music Culture and Education• Developed music instruments for
performing traditional music,
released regional models for
Indian market, conducted local
surveys in Indonesia and the
Middle East
Universal Design• Released multilingual
simultaneous interpretation guidefeature for SoundUD™
• Achieved SoundUD Consortium
membership of 322 companies
and organizations• Received Grand Award of IAUD
International Design Awards 2019
for SoundUD Consortium, etc.
• Conducted verification tests of
new Remote Cheerer powered by
SoundUD remote cheeringsystem that transmits vocal
Response toencouragement from homes toCulture/Societysocietal issues
stadiums• Raised ratio of touch screenequipped electronic musicalinstruments with voice readout
functionality to 75%
Development of
Health and Safety Solutions
products and• Launched five new headphones
services with aand earphones equipped withfocus on social/
Listening Care function forenvironmental
reducing burden on ears
issuesWorkplace• Communicated telework
examples and promoted
understanding regarding remotecommunication and teleworking
Remote Solutions• Unveiled SYNCROOM online
remote ensemble performanceservice allowing users to enjoy
performing in ensembles
remotelyMusic Culture and
Education• Expand range ofelectronic instrumentswith functions necessary
for performing traditionalmusic in emerging
countries
Universal Design• Promote SoundUD
through government
project, distributedevelopment kits forapplications for inboundtourists, and beganoffering translation
services• Expand range ofelectronic musicalinstruments equippedwith voice readout
functionality
Health and Safety
Solutions• Equip over 70% of
headphones andearphones with functions
for reducing burden on
ears
Workplace• Provide approximately
200,000 teleworking
opportunities (people/
places) over three years
and implement workstylereforms
Remote Solutions• Propose solutions
matched to new lifestylepatterns• Certified 46 models of Yamaha
Eco-Products (aggregate total of
425 models, 18% of sales)• Commenced joint assessmentswith automobile manufacturersof thermoelectric power
generation module that canutilize waste heat
• Promoted development of organic
solvent-free coating technology• Promoted development ofalternatives for scarce timberresources• Certify 40 models as
Yamaha Eco-Products ayear• Introduce waste heat
power generation module
into the automotive
market• Develop organic solventfree coating technology• Develop sustainable
materials surpassing
scarce timber resources

Response toenvironmental
issuesEnvironment

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Yamaha Sustainability Report 2020

Sustainability
priorities

Classification
under the new
medium-term
management plan,
Make Waves 1.0

Fiscal 2020 progress and results

Future issues andRelatedmedium-term
SDGsmanagement plan targets• Delivered musical instrument
performance experiences toaggregate total of 390,000
people in 1,500 schools in fivecountries through School Project• Provided aggregate total of
approximately 7,500 students
from 77 schools in sevencountries in Africa and the
Middle East with the opportunity
to play musical instruments• Donated musical instruments andprovided education support tofive migrant worker schools infive cities in China (aggregate
total of 60 schools)• Provide musicalinstrument performanceexperiences to aggregate
total of 1,000,000 people
in 3,000 schools in sevencountries through School
Project• Provided aggregate totalof approximately 8,300
students from 75 schools
in seven countries inAfrica and the Middle
East with the opportunity
to play musicalinstruments• Donate musicalinstruments to migrant
worker schools in China(support 18 schools inthree years)

Support foryouth
development
orchestra/band• Held musical instrument
maintenance seminars for 36
organizations in six countries in
Latin America (total of 40
seminars) and held seminars forcultivating repair technicians for
27 individuals in six countries• Commenced trial initiatives in two
new candidate countries forsupport activities• Continue to provide
musical instrument
maintenance seminars
and repair technician
training in Latin America
and expand efforts to new
countries andorganizations• Expand scope of
supported countries (twocountries in three years)• Support the spread ofwind instrument bands
and orchestras best suited
to specific countries andregions around the world

Community
support• Conducted seven new support
initiatives as part of a project tobuild communities through music(Oto-Machi)• Provide additional typesof support within the
Oto-Machi project (10new projects in three
years)

Major
initiatives

Support for
spread of
instrumental
music
education

Development ofregional
communitybased businessand social
contribution
activities

Culture/Society• Acquired certification for
medium- to long-term emissions
reduction targets from the
Science-Based Targets initiative(SBTi) and announced targets*

Reduction ofgreenhouse
Lowering ofgas emissions
greenhouse gas
duringemissionsbusiness
activities* Scope 1, 2: fiscal 2031 –32% (fiscal 2051
–83%)
Scope 3: fiscal 2031 –30% (all figurescompared with fiscal 2018)

Environment• Began sourcing power fromrenewable energy (sourced
approximately one-third of head
office power and 1% of total
Group power)• Upgraded to high-efficiency
air-conditioning equipment andswitched to LED lighting• Advanced logistics downsizing
initiatives• Received third-party greenhousegas emission verification

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Yamaha Sustainability Report 2020

• Advance emissions
reduction initiatives toachieve targets based on
Science-Based Targets(SBT)• Gradually expand theratio of renewable energy
used (fiscal 2022 target
3%)• Continue to receive thirdparty greenhouse gas
emission verification

Sustainability
priorities

Major
initiatives

Lowering of
Response to
greenhouse gas
climate change
emissionsClassification
under the new
medium-term
management plan,
Make Waves 1.0

Fiscal 2020 progress and results

Future issues andRelatedmedium-term
SDGsmanagement plan targets

Environment• Declared endorsement of Task
Force on Climate-related
Financial Disclosures (TCFD)
recommendations and began
disclosing information based onrecommendations• Identify risks andopportunities and ramp
up analyses anddisclosure pertaining tomaterial items• Improved timber due diligence(DD) system• Conducted DD on all timberpurchased and judged 98.8% ofpurchases as low risk (excluding
OEM/ODM products and nonYamaha brand products)• Increased forecast for ratio ofcertified timber in fiscal 2021 to
46% (28% in fiscal 2020) basedon surveys and negotiations• Examined possibility of switching
to lower-risk timber• Improve DD (improve
inspection accuracy) andaccomplish 100% rate ofpurchases at low risk
• Increase ratio of certified
timber (fiscal 2022 target
50%)• Develop musicalinstruments (such as forthe cabinet material of
pianos) that use timberwith a lower risk

• Began procuring African
blackwood from supported areasin Tanzania and advanced treeplanting projects in this country(total of 5,500 trees planted over
3 ha area)• Conducted investigation of link
between site environment andtree growth (in collaboration with
Kyoto University)• Assessed social impact of
initiatives on target areas (JICAbase of the pyramid (BOP)
cooperative business)• Provide technical support
to produce high-quality
timber from African
blackwood and promotetree-planting projects• Promote joint researchwith academic
institutions (such as
Kyoto University) todevelop forest resourcesand optimize usage
efficiency• Downsized packaging andexamined possibility of adopting
low-environment impact
packaging/cushioning materials• Investigated measures for
reducing and eliminating use ofplastic shopping bags

• Promote streamlining of
packaging (introduce
packaging/cushioning
material with a low
environmental impact
and advance downsizing
efforts)• Implement measures for
shopping bags and othersingle-use packing
materials (stop using
plastic, etc.)• Set long-term roadmap for
product 3R initiatives• Began offering piano retrofitting
services (installation of silent
functions and upgrades tohigher-grade or newer Disklavier
models)• Promote 3Rs in relation
to products based onlong-term vision• Enhance services toallow customers tocontinue to use themusical instruments theycherish (piano
retrofitting, etc.)

Prevention ofuse of illegally
lumberedtimber;expansion ofuse of certified
timberSustainableprocurement oftimberEnvironment

Procurementof timber with
an awarenessof cycle-based
forestpreservation

Packing andpackagingmaterial
measures
Promotion of
3R in products

Environment

Product
measures

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Yamaha Sustainability Report 2020

Sustainability
priorities

Classification
under the new
medium-term
management plan,
Make Waves 1.0

Fiscal 2020 progress and results

Future issues andRelatedmedium-term
SDGsmanagement plan targets• Completed addition of humanrights management items to
Yamaha Group Policies and Rules
and related guidelines• Published human rights
education booklets andconducted human rights
meetings on an individual
workplace basis• Held power harassment
prevention seminars• Introduce human rights
management items into
Yamaha Group Policies
and Rules and perform
monitoring in accordancewith policies and rules• Entrench internal training
and initiatives to promoteawareness of humanrightsSupply chain
CSR
management• Performed simultaneousassessments of 3,748 suppliers(98.6% response rate, corrective
measures completed at five of 11
applicable companies)• Conducted assessments of 117
new suppliers• Held seminars for suppliers• Conduct simultaneous
supplier assessments(every three years)• Perform assessments
when beginningtransactions• Carry out education andawareness-raising
activities targetingprocurement personnel
and suppliers

Global humanresources
management• Established core positions andglobally uniform grading
standards• Promote humanresources management
based on the Groupstandard grading anddevelopment systems

Empowerment offemaleemployees andaccommodationof diverse
workstyles• Introduced teleworking systems
for childcare or nursing care
purposes and establishedchildcare facilities at businesssites• Converted shortened workhour
systems for childcare or nursing
care purposes to flextime
systems• Increased ratio of female
managers within Yamaha Group
to 16.3% (worldwide total)• Expand work-life balance
support systems• Implement programs forsupporting developmentof employees on or
returning from childcare
leave• Improve ratio of female
managers (target of 17%
on Groupwide basis forfiscal 2022)• Established helplines and revised
rules pertaining to work
regulations, etc.
• Conducted Companywide
seminars, prepared handbooks,
and distributed Yamaha LGBT
Ally logo stickers• Awarded with the highest ratingof gold in the PRIDE INDEX
recognizing initiatives forsupporting sexual minorities• Establish internal
systems• Conduct awarenessraising activities topromote understanding
inside and outside of the
Group

Major
initiatives

System/framework
development

Systematic
initiatives forthe respect ofhuman rights

Promotion ofdiversity andhuman
resourcesdevelopment

Society

Efforts topromoteunderstanding
and support of
the LGBT
community

Society

The Make Waves 1.0 medium-term management plan, launched in April 2019, defines social contribution through ourbusiness as an important strategy and sets KPI targets as non-financial management goals related to our sustainability
priorities of spreading instrumental music education within emerging countries and of procuring sustainable timber.

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Yamaha Sustainability Report 2020

Sustainability Awareness Raising
The Yamaha Group aims to promote sustainability throughout the roles and duties of all members, from managers to newrecruits. To this end, we conduct training and seminars and make use of resources such as our intranet site to educate
employees and raise awareness on sustainability. Since fiscal 2018, we have been promoting deeper understanding of theSDGs through posters, Company newsletters, and internal events in order to help all Group employees realize theconnection between their work and the SDGs.

Sustainability information site on Company intranet

Sustainability education course as part of
new recruit training

Posters and Company newsletters introducing the SDGs

Lecture explaining the SDGs to lower- andupper-level managers

SDGs exhibition at Company event

Participation in Initiatives
With a commitment to cooperating and forming ties with global society as we work toward building a sustainable society,
Yamaha signed the UN Global Compact in June 2011 and is working to adhere to the Ten Principles. In addition, we actively
participate in subcommittees* of Global Compact Network Japan as a member.
* Fiscal 2020 subcommittee participation: Environmental Management, Kansai, Human Rights Due Diligence, Human Rights Education, Disaster
Prevention/Mitigation, ESG, SDGs, and Reporting

UN Global Compact

Engagement with Stakeholders
Basic Policy
In conducting its corporate activities, the Yamaha Group engages with individuals of a variety of interests in the Group.
The major stakeholders of the Yamaha Group are customers, to whom we provide products and services; shareholders
and investors; the employees with whom we work; our business partners, including suppliers, clients, and subcontractors;
and the communities in which we do business. We also focus on the environment, on which our business activities canhave both positive and negative impacts.
As promises to our stakeholders, we pursue “customer-oriented and quality-conscious management,” “transparent
and sound management,” and the policies of “valuing people” and “harmony with society.” In order to realize our goal of8
Yamaha Sustainability Report 2020

“sharing passion and performance,” we take opportunities to engage in dialogue with our stakeholders to learn of theiropinions and desires and then reflect this input into our corporate activities.
We also solicit opinions on our sustainability activities from NPOs, NGOs, and outside experts and make
improvements based on their feedback. In fiscal 2020, we participated in the Stakeholder Engagement Program of Caux
Round Table Japan, which saw us taking part in identifying important, industry-specific human rights issues throughdiscussions with 13 organizations, including NPOs and NGOs. This program also served as an opportunity to identify
important human rights issues pertaining to the Company.
Promotion of Human Rights Due Diligence
Caux Round Table Japan: Stakeholder Engagement Program

Opportunities/methods for dialog with major stakeholders

Customers
We aim to inspire our customers and satisfy their hearts and minds through providing products and services.

Major responsibilities
Provide valuable products and services that are safe and offer peace of mind / Promote universal design / Provide
appropriate product information / Provide customers with appropriate service and support / Store customer information
appropriately

Daily means of communication
Product and service help desks (telephone, e-mail, etc.) / Daily sales activities

Examples of communication

Improvement of Customer Satisfaction
Customer Response and Support Improvement

Shareholders and Investors
We actively disclose management information and engage in continuous communication with the shareholders andinvestors who provide financial support for our corporate activities.

Major responsibilities
Disclose accurate management information in a timely manner / Distribute profit appropriately / Maintain and improve
corporate value

Daily means of communication
General shareholders’ meetings / Explanatory meetings for investors / Investor website and e-mail newsletters

Examples of communication

Information Disclosure (Communication with Shareholders and Investors)

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Yamaha Sustainability Report 2020

Employees
We respect the independence and sensitivity of each and every employee working for Yamaha. We strive to create
environments in which each individual can fully realize his creativity, and aim to create a corporate culture that allows us
to provide even better products and services.

Major responsibilities
Evaluate and treat people fairly / Respect human rights and diversity / Utilize and train personnel / Support a wide rangeof working styles / Ensure health and safety

Daily means of communication
Management awareness survey questionnaires / Labor-management meetings and discussions

Examples of communication

Communication with Employees

Business Partners (suppliers, clients, and subcontractors)
We see our business partners as partners traveling with us together on the road toward realizing our Company philosophy.
We strive to deepen mutual understanding and to maintain and build positive relationships of trust, based on fair andtransparent transactions.

Major responsibilities
Select business partners based on fair and rational standards / Engage in fair transactions / Eliminate dubious business
relationships / Prohibit abuses of power

Daily means of communication
Daily business activities / Production and sales trend briefing sessions / Policy explanation meetings / Questionnaire surveys

Examples of communication

Promotion of Social Responsibility in the Value Chain

Communities
When engaging in business activities in each country or region, we comply with related laws, regulations, and international
standards, while also giving sufficient attention to environmental preservation and respect for human rights. We also
actively participate in various activities contributing to the development of local communities and cultures, and help tobuild positive communities as a good “corporate citizen.”

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

Daily means of communication
Information exchange sessions with local communities and municipalities / Factory tours / Employee involvement incommunity activities

Examples of communication

Connections with Local Communities
Contribution to Regional Community Development

The Environment
The environment serves as the foundation for sustainable societies, and we understand the significance of preserving theenvironment and maintaining biodiversity. In addition to reducing our environmental burden when conducting businessactivities or providing products or services, we also participate in activities to contribute to the environment.

Major responsibilities
Prevention of pollution / Climate change mitigation / Preserve natural resources / Manage and reduce the use of chemical
substances / Protection of biodiversity

Daily means of communication
Exchange of information and dialog with communities and NPOs/NGOs

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Yamaha Sustainability Report 2020

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 theimpact of its products, services, and production processes on society and the environment.

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UN Global Compact
The United Nations (UN) Global Compact was proposed by the Secretary General of the UN in1999 and consists of 10 universally accepted principles in the areas of human rights, labor, theenvironment, and anti-corruption. The top management of companies that become signatories to
the Global Compact pledge their commitment and, within the scope of their enterprises, promise
to work consistently to achieve the objectives espoused under the 10 principles. Since signing the
Global Compact in June 2011,Yamaha has actively worked to cooperate with the Global Compact
Network Japan in conducting subcommittees.

The 10 Principles of the United Nations Global Compact
Human
RightsPrinciple 1: Businesses should support and respect the protection of internationally proclaimed human rights; andPrinciple 2: make sure that they are not complicit in human rights abuses.
Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right tocollective bargaining;Labor

Principle 4: the elimination of all forms of forced and compulsory labor;
Principle 5: the effective abolition of child labor; andPrinciple 6: the elimination of discrimination in respect of employment and occupation.
Principle 7: Businesses should support a precautionary approach to environmental challenges;

Environment

Principle 8: undertake initiatives to promote greater environmental responsibility; andPrinciple 9: encourage the development and diffusion of environmentally friendly technologies.

AntiCorruption

Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.

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Yamaha Sustainability Report 2020

Activities Report
Organizational Governance
Human Rights and Labor Practices
The Environment
Fair Operating Practices
Consumer Issues
Community Involvement and Development

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Yamaha Sustainability Report 2020

Organizational Governance
The Yamaha Group is executing highly transparent and healthy management through the strengthening of corporate
governance structures, promotion of compliance, appropriate disclosure of information, and other measures in order tofurther 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.

Basic policies for corporate governance– From a shareholder’s perspective, ensure the rights and equal treatment ofshareholders– Taking into consideration our relationships with all stakeholders, proactively
fulfill the Company’s social responsibilities– Ensure that information is disclosed appropriately and the management istransparent– By separating the oversight and executive functions and strengthening theoversight function, ensure that the Board of Directors is highly effective whileat the same time executing decisions appropriately and with a sense ofurgency– Proactively engage in dialogue with shareholders

Basic Corporate Governance System
Yamaha Corporation made the transition to a Company with Three 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 ofbusiness.
Regarding the composition of the Board of Directors, the Company has appointed a Board with three quarters (3/4) of
the members from independent Outside Directors with a diversity of backgrounds and specialties, including persons withmanagement experience in other industries. Also, by forming a Nominating Committee, Audit Committee, andCompensation Committee with a majority of independent Outside Directors as obligated by law, the Company can execute
its oversight function with further transparency and objectivity. The Audit Committee will strengthen the oversightfunction through audit by implementing validity checks in addition to legal checks, in cooperation with the Internal Audit
Division.
Also, as an official function under the Companies Act, the Company established the Executive Officer position toassume a direct responsibility to shareholders, and they have been delegated major authority from the Board of Directors.
By having the Executive Officers functioning as important decision-makers in the execution of business operations, theCompany is aiming to speed up this process.
By implementing the abovementioned measures to strengthen the oversight functions and speed up the execution,
the Company endeavors to further strengthen corporate governance and to continuously increase corporate value.

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Yamaha Sustainability Report 2020

Corporate Governance Structure(as of June 24, 2020)

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Governance Organization Personnel(Yamaha Corporation, as of June 24, 2020)

Directors
Executive Officers
Operating Officers
Audit Officers
Nominating Committee Members
Audit Committee Members
Compensation Committee Members

Total
Outside Directors
Total
President and Representative Executive Officer
Managing Executive Officer
Total
Total
Total
Outside Directors
Total
Outside Directors
Total
Outside Directors

Governance Organization Personnel, by Nationality

Directors
Executive Officers

Male

Female

6
4
6
1
2
6
2
4
3
2
2
4
3

1
1
0
0
0
1
0
0
0
1
1
0
0

(Yamaha Corporation, as of June 24, 2020)

Total
Outside Directors
Total
President and Representative Executive Officer
Managing Executive Officers
Operating Officers

Japan

Overseas

6
4
6
1
2
6

1
1
0
0
0
1

Directors and Officers
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Yamaha Sustainability Report 2020

Directors and Board of Directors
The number of Directors of the Company is seven (7) as of June 24, 2020 (five (5) 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
sustainable growth and enhancement of enterprise value over the medium-to-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 and regulations, the Articles of Incorporation, and Regulations of the Board of Directors, including basic
management policy. In addition, the Board of Directors supervises overall management of the Company throughoverseeing the succession plan for the Chief Executive Officer and other officers, selecting the members 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 the development 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
enterprise value over the medium-to-longer term, taking into consideration the relationships with all stakeholders.
Directors understand relevant laws and regulations and the Company’s Articles of Incorporation and gather sufficient
information in order to proactively express their opinions and engage 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 the Companies Act, the Company has entered into agreements with non-operating director to limit their
liability for damages caused by negligence in executing their duties.
The Board of Directors held a total of twelve (12) meetings during the fiscal 2019 (from April 1, 2019 through March 31,
2020; the same shall apply hereinafter).

Nominating Committee
The number of members of Nominating Committee is four (4) as of June 24, 2020 (three (3) of them are Outside Directors).
The Nominating Committee decides on the content of the proposals to be submitted to the General Shareholders’ Meetingfor selection/dismissal of Directors and the content of proposals submitted to the Board of Directors for selection/
dismissal of Executive Officers and Operating Officers. The Nominating Committee also implements the succession planfor the Chief Executive Officer and other officers through activities to develop human resources that can assume thepositions of Director, Executive Officer, and Operating Officer.
The Nominating Committee held a total of three (3) meetings during the fiscal 2019.

Audit Committee
The number of members of Audit Committee is three (3) as of June 24, 2020 (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 Division or conducting audits directly on its own initiative, audits the structure and operation of the internal
control systems of the Company 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 decide on proposals to be considered in the General Shareholders’ Meeting, including the selection/dismissal of theaccounting auditor.
The Audit Committee held a total of fourteen (14) meetings during the fiscal 2019.

Compensation Committee
The number of members of Compensation Committee is four (4) as of June 24, 2020 (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 the compensation of such officers
individually.
The Compensation Committee held a total of three (3) meetings during the fiscal 2019.

Executive Officers
The number of Executive Officers is six (6) as of June 24, 2020 (one (1) of them is the Representative Executive Officer andtwo (2) of them are the Managing Executive Officers). The Executive Officers shall be responsible for the execution ofbusiness and will make important decisions from a Companywide perspective on matters related to the conduct ofbusiness that have been delegated to them by the Board of Directors and will be subject to the oversight of the Board of
Directors.

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Yamaha Sustainability Report 2020

Operating Officers
The number of Operating Officers is seven (7) as of June 24, 2020. The Operating Officers will execute the businessactivities they are responsible for from a Companywide perspective based on the important decisions related to conduct ofbusiness by the Board of Directors or the Executive Officers, under the oversight of the Executive Officers.

Audit Officers
The number of Audit Officers is two (2) as of June 24, 2020. The Audit Officers will be responsible for auditing functions in
the Yamaha Group as a member of the management team at the equivalent position as Operating Officers.

Process and Standards for Selecting Directors and Other Personnel
Regarding the selection of candidates for Director, the Nominating Committee selects candidates based on basic personalqualities and capabilities, competency, experience and record of achievements that are required of internal directors andoutside 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 the Nominating Committee, Audit Committee, andCompensation Committee, the Nominating Committee selects candidates based on personal qualities and capabilities as
defined by the roles of each of these committees. The Nominating Committee then decides 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 thechair of the Audit Committee, the Nominating Committee gathers opinions from the Audit Committee in advance.
For Executive Officers, the Nominating Committees selects candidates based on basic personal qualities andcapabilities, competency, experience, and record of achievements that are required of Executive Officers as defined bytheir respective roles, and then decides on the content of selection proposals to be 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 then decides on the content of selection proposals to besubmitted to the Board of Directors.

Reason for Appointment of Directors
Title

Director

Director

Director

Name

Reason for appointment

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 wealthof experience and achievements alongside broad insight in business. He has led the Group as
President and Representative Director since June 2013, and as Director, President andRepresentative 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 theBoard 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 these achievements andinsights, etc.

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 wasappointed as a director on expectations that he would help further strengthen the oversight functionof the Board of Directors through these achievements and insights, etc.

YoshimiNakajima

Having been involved in management as the person responsible for the Asian region and Japanesearm of a global financial institution, Ms. Yoshimi Nakajima has a wealth of experience andachievements alongside broad insight as a corporate manager. Since assuming the position of
Outside Director of the Company in June 2017, 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 was appointed as a director on expectations that she would help further strengthen theoversight function of the Board of Directors through these achievements and insights, etc.

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Yamaha Sustainability Report 2020

Director

Director

Director

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 quick and decisive execution on decision-making, based on his high degree of expertise, wealthof 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.

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 theposition of Outside Director of the Company in June 2018, 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 acorporate 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 andinsights, etc., and improve the Yamaha brand value.

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 alongsidebroad 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 quickand 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 andinsights, etc.

Paul
Candland

Having been involved in management as the person responsible for the Asian region and Japanesearm of a global entertainment company, Mr. Paul Candland has a wealth of experience andachievements 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 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.

* Yamaha has registered five Outside Directors — Yoshimi Nakajima, Taku Fukui, Yoshihiro Hidaka, Mikio Fujitsuka, and Paul Candland — asindependent directors pursuant to Tokyo Stock Exchange provisions (as of June 24, 2020).

Expertise held by the Company’s Directors
Directors
TakuyaNakataCorporate
management

Legal and risk
management

Finance andaccounting

Manufacturing,Marketing andIT and digital technology, and
sales
R&D

x

Satoshi
Yamahataxx

YoshimiNakajima

Outside

Taku
Fukui

Outside

Yoshihiro
HidakaOutsidex

Mikio
Fujitsuka

OutsidexPaul
CandlandOutside

x

x

x

x

x

x

Globalexperience
x
x

x

x

x
x

x

x

x

x

x
x

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Yamaha Sustainability Report 2020x

Major Activities by Outside Directors in the Year Ended March 31, 2020

Total meetings held

Board ofDirectors

Nominating
Committee

Audit
Committee

Compensation
Committee

12

3

14

3

Attended

12

3

–

3

Attendance rate*

100%

100%

–

100%

Attended

12

–

13

–

Attendance rate*

100%

–

92.9%

–

Attended

12

–

14

–

Attendance rate*

100%

–

100%

–

Attended

11

3

–

–

Attendance rate*

91.7%

100%

–

–

Outside Director
Mikio Fujitsuka

Attended

10

–

11

–

Attendance rate*

100%

–

100%

–

Outside Director
Paul Candland

Attended

10

3

–

2

Attendance rate*

100%

100%

–

100%

Outside Director
Masatoshi Ito
Outside Director
Yoshimi Nakajima
Outside Director
Taku Fukui
Outside Director
Yoshihiro Hidaka* The attendance rate denominator is the total number of meetings held during each person’s term of service

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

Development of Internal Control System
Based on the Companies Act and Ordinances for the Enforcement of the Companies Act, Yamaha Corporation has put inplace systems to secure the proper conduct of its business activities (hereinafter, Internal Control Systems). The aims ofthese systems are conducting business efficiently, securing the reliability of reporting, securing strict compliance withlaws and regulations, preserving the value of Company assets, and strengthening risk management.
The Company has structured the Internal Control Systems for the Group 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 ofimportance 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.

Information Relating to Conflicts of Interest
When engaging in transactions with Directors, Executive Officers, or close relatives thereof, necessary systems shall be
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 shall be reported after a transaction is completed.

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Yamaha Sustainability Report 2020

Policy and Status Concerning Executive Officer Remuneration
Remunerations for Directors
Individual amounts and policy regarding the renumeration 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 Audit Committee members) and Executive Officers(excluding the Executive Officer in charge of the internal audit) will consist of (1) fixed compensation, (2) performancelinked bonuses, and (3) compensation in the form of restricted stock. The approximate breakdown of total compensationof (1), (2), and (3) will be 5:3:2.
“(2) Performance-linked bonuses” will vary according to the Company’s consolidated net income and consolidated
return on equity (ROE) in the previous fiscal year, and these bonuses will be calculated with consideration for theindividual’s record of performance. The evaluation of individual performance will be based on indicators of performanceset by business and function in each area the individual is responsible for. “(3) The Restricted stock compensation plan”
has been introduced with the intent of continuously improving the corporate value, and having the Directors and Executive
Officers share a common interest with shareholders. Compensation based on Company performance has also been
introduced to provide a motivation for reaching performance goals in the medium term, therefore the two thirds (2/3) of
the total amount is linked to the Company performance. Conditions for performance will be measured with an indicator,
which is contained in the medium-term management plan that gives equal weight to core operating income ratio, ROE, andEPS. Transfer restrictions shall not be lifted till the retirement of Director or Executive Officer (the transfer restrictions are
effective for thirty (30) years or till the retirement of Director or Executive Officer) for the purpose of aligning the interestsof the corporate officers with those of the shareholders over a long period after the end of the medium-term management
plan. In addition, in the event of serious cases of accounting fraud and/or major losses, 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.
Outside Directors and Directors who are members of the Audit Committee as well as the Executive Officer in chargeof the internal audit will receive only the fixed compensation.

Amount of Remuneration and Other Compensation Provided to Yamaha Directors, Executive Officers, and Auditors(Year Ended March 31, 2019)

Compensation by Type (Millions of Yen)

Classification

Total
Compensation(Millions of Yen)

Fixed
Remuneration

Director

86

86

Performancebased bonuses

Compensation in
the form of
restricted stock

Number of
directors,
auditors, andofficers––

8

Outside Directors

52

52

–

–

7

Executive Officers

576

253

184

138

7

* The above numbers of directors include one director who retired at the conclusion of the Ordinary General Shareholders’ Meeting held on June 25, 2018.
* 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, 2019)
Compensation by Type (Millions of Yen)

Name

Total
Compensation(Millions of Yen)

Director
category

Company
category

TakuyaNakata195

President andRepresentative
Executive Officer

Submitting
Company

Fixed
Remuneration

Performancebased bonuses

Compensation in
the form of
restricted stock

77

70

48

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

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Yamaha Sustainability Report 2020

Accounting Auditor
The Company employs Ernst and Young ShinNihon LLC as its Accounting Auditor. Three certified public accountantsbelonging 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 in order to ensure that the durationof the engagement does not exceed a certain fixed period. In addition, another twelve (12) certified public accountants andthirty seven (37) assistants help the aforementioned two certified public accountants conduct the auditing work.

Compensation for Accounting Auditor in Fiscal 2018 and 2019
Yamaha has applied a transitional measure outlined Points in Attention Concerning Preparation of Form 2 (56) d (f) ithrough iii of the Revised Cabinet Office Order on Disclosure of Corporate Affairs, etc. based on the Cabinet Office Orderon the Partial Revision of Disclosure of Corporate Affairs, etc. (Cabinet Office Order No. 3, January 31, 2019), relating tocompensation for accounting auditors etc.
Fiscal 2018

Fiscal 2019

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

Filing Company

73

23

145

–

Consolidated
affiliates

21

19

21

19

Total

95

42

167

19

Classification(Note) The breakdown of compensation based on the audit certification duties of the submitting company in the fiscal year ended March 31, 2019is as follows.
(i) Compensation for Accounting Auditors (audit compensation based on the Companies Act and the Financial Instruments and Exchange Act): ¥75
million yen(ii) Compensation for auditing of International Financial Reporting Standards (IFRS) comparative financial statements for the application ofInternational Financial Reporting Standards (IFRS) for the fiscal year ended March 31, 2020: ¥69 million yen
Notes: Other important compensation:
Fiscal 2019: Yamaha Corporation of America, a consolidated subsidiary of Yamaha Corporation, and 20 other companies paid ¥149 million yen incompensation based on audit certificate services and ¥27 million yen based on non-auditing services to Ernst & Young, which is affiliated with thesame auditing accounting auditor network as Yamaha Corporation.
Fiscal 2018: Yamaha Corporation of America, a consolidated subsidiary of Yamaha Corporation, and 17 other companies paid ¥136 million yen incompensation based on audit certificate services and ¥47 million yen based on non-auditing services to Ernst & Young, which is affiliated with thesame auditing accounting auditor network as Yamaha Corporation.

Reflecting the Opinions of Stakeholders
A System to Reflect the Opinions of Stakeholders in Management
In addition to the respective dialogue with shareholders and investors, Yamaha Corporation gives presentations on its
medium-term management plan and quarterly earnings for securities analysts and institutional investors, provides
business briefings, 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 are reported 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 and enhancing enterprise value over the mediumto-longer term. Additionally, the voting is analyzed for each resolution at the Ordinary General Shareholders’ Meeting, andthis is reported to the Board of Directors.
Information Disclosure and IR Activities (Communication with Shareholders and Investors)

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Yamaha Sustainability Report 2020

Corporate Governance Policies/Report
In accordance to the provisions of the Tokyo Stock Exchange and the Corporate Governance Code, the Company has
created a policy and report which describes our thoughts and systems for corporate governance.
Corporate Governance Policies (PDF: 300 KB) Revised on April 1, 2020
Corporate Governance Report (PDF: 790 KB) Revised on June 24, 2020

Compliance
Compliance Management Frameworks and Promotion System
The Yamaha Group aims to achieve a high level of compliance management by conforming with laws and regulations while
adhering to social norms and practicing good corporate ethics.
The Working Group for Compliance, an organization chaired by the executive general manager of the Corporate
Management Unit and positioned within the Risk Management Committee, which is an advisory body to the president, is acentral organization in the promotion of compliance. This working group discusses and decides on Groupwide compliancerelated policies and measures. In addition, the working group is responsible for monitoring the activities of divisions andGroup companies to ensure legal compliance and ethicality.
Other measures for ensuring good compliance include internal education and training programs, employeequestionnaires, and the development of compliance helplines.

Working Group for Compliance Activities

Compliance Promotion System

Major Activities
4 meetings in fiscal 2020

Details• Confirmation of Groupwide compliance promotion status• Review of activities during Compliance Improvement Month• Promotion of Compliance Code of Conduct understanding
and confirmation of dissemination status• Expansion of external compliance helplines• Review of activities for preventing power harassment a
priority activity theme for fiscal 2020, and discussion ofthemes for fiscal 2021

Compliance Code of Conduct
The Compliance Code of Conduct puts forth a code for guiding the actions of all members of the Yamaha Group. Since theestablishment of the code in 2003, ongoing revisions have been implemented in reflection of changes in environmental
and social conditions, and the code has been translated into multiple languages as part of our efforts to strengthen
compliance management.

Publication of Compliance Code of Conduct Booklets
The Yamaha Group publishes and distributes to all employees in Japan (including part-time staff working under
employment contracts and temporary staff) booklets that describe in detail the Compliance Code of Conduct. Thesebooklets are used as work compliance manuals as well as education and training tools for compliance and on-the-job
training. At overseas Group companies, booklets are prepared in the language of the given country based on theinternational booklets (Japanese- and English-language). Digital versions of all booklets are available on the Company
intranet to be viewed at any time.
Compliance Code of Conduct

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Yamaha Sustainability Report 2020

Training and Education
Education via Online Contents
The Yamaha Group uses accessible, easy-to-understand online contents to promote compliance education. For example,
employees in Japan are given access to Compliance News, which explains concepts in four-panel comic strips; Compliance
Quizzes; and Compliance Mini-tests. Available via the Company intranet, these contents are easy to understand and allow
users to efficiently learn about key compliance points in a short amount of time.

Compliance Seminars
The Yamaha Group holds compliance seminars whenever necessary. In fiscal
2020, compliance seminars based on the priority activity theme for the year—
prevention of power harassment—were held at domestic Group companies.
For example, a seminar by an external lecturer on the power harassment
prevention knowledge required by management was held primarily for managers.
In this seminar, the approximately 200 participants learned the difference
between appropriate instruction of subordinates and power harassment.

Compliance seminar

Monitoring

The Working Group for Compliance conducts regular monitoring of the status of compliance systems and compliancepromotion at Company divisions and Group companies to ensure that the business activities of the Yamaha Group are
ethical and legally compliant. Support for corrective actions is provided as necessary.

Overview of Compliance Monitoring Activities
Scope

Yamaha Corporation divisions and 48 Group companies

Details

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

Frequency

Once per year

Note: Figures are for the questionnaire conducted in April 2019.

Helpline Operation
The Yamaha Group has established compliance-related consultation and whistleblowing helplines. Three helplines areavailable for domestic Group companies, the newly established Yamaha Compliance Hotline, an external consultation
venue operated by a subcontractor, as well as an internal consultation venue and a venue for consultation with an external
legal firm. These helplines can be used to receive support via the Internet, telephone, fax, email, and mail. For overseas
Group companies, helplines offering support via the Internet have been available in 16 languages since 2017.
Cards detailing the contact information for these helplines are distributed to employees, and this information canalso be found in Compliance Code of Conduct booklets and on posters displayed in Company facilities. We also promoteawareness regarding these venues through questionnaires and during training sessions.
Internal rules pertaining to the operation of compliance helplines provide provisions to protect whistleblowers bystating that earnest reporters are not to suffer reprisal as a result of reports, and training is provided on the handling ofreports.
Harassment, employment issues, and other work-related matters represented the majority of consultations andreports received as of March 31, 2020. Internal rules stipulate the process to be followed when consultations or reports arereceived. This process includes confirming the validity of the claims, determining whether legal violations took place, andtaking any necessary corrective measures.
Compliance helplines are intended primarily for regular Yamaha Group employees and temporary employees, but wealso allow contracted staff to seek consultation or make reports via these helplines.

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Yamaha Sustainability Report 2020

Numbers of Reports Received through Compliance Helplines
Name Provided

Anonymous

Total

Fiscal 2016

19

7

26

Fiscal 2017

26

13

39

Fiscal 2018

34

13

47

Fiscal 2019

25

9

34

Fiscal 2020

55

11

66

Risk Management
Basic Policy
The Yamaha Group is engaged in efforts to develop and improve its risk management promotion structure and systems inorder 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 to instill 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 toensure sincere, appropriate, and speedy responses to minimize adverse impacts. In addition, we shall strive to ensure
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 they occurred 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 and representative executive officer. The committee discusses risk management-related
matters from a Companywide perspective and reports the results of these discussions to the president and representative
executive officer. 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 and promotion status of risk
management frameworks are verified and monitored via reports from executive officers to the Board of Directors.

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Yamaha Sustainability Report 2020

Risk Management System

Download24
Yamaha Sustainability Report 2020

Risk Management Initiatives
The Risk Management Committee categorizes the various risks identified in relation to the Yamaha Group’s business into
four categories: operating environment risks, business strategy risks, business activity-related process risks, andmanagement foundation-related process risks. The materiality of risks is assessed based on the projected scale ofdamages and frequency of materialization. In addition, the level of control is evaluated for each risk category, material
risks requiring priority response are identified, and the divisions responsible for managing these risks are designated inorder to promote risk mitigation activities and thereby improve overall risk control levels. The table below provides
additional information on risk categories.
Business Risk

Climate Change Countermeasures
In June 2019, the Yamaha Group declared its endorsement of the recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD) and commenced initiatives for analyzing the impact of climate change on its finances anddisclosing related information. For information regarding disclosure based on the recommendations of the TCFD, pleaserefer to the following link.
Endorsement of TCFD Recommendations

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Yamaha Sustainability Report 2020

Business Continuity Management
In preparation for large-scale natural disasters, fires, infectious disease pandemics, and other emergency situations, theYamaha Group 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 and representative executive
officer, has been established as an organization for formulating business continuity policies for responding to natural
disasters and other emergency situations. In addition, Group policies and rules for responding to natural disasters andother 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 Standards establish basic policies, duties, and rules to minimize the effect on business
when a risk event occurs, such as a natural disaster, through the rapid implementation of appropriate countermeasures.

Major Initiatives
Initiatives in fiscal 2020
Basic policies andrules

Reviewed and implemented partial revisions to the Group BCP Standards and Group BCP
Guidelines

BCP formulation andtraining

1. Implemented improvements to the procedures for enacting swift business continuity measuresin times of emergency in the emergency response headquarters that are responsible forGroupwide emergency response measures
2. Conducted Regional Disaster Management Headquarters and Earthquake Initial Response
Training (“blind scenario” training), which puts participants in a situation in which operations
are stopped immediately after a disaster occurs, since 2016 to improve the initial response
capabilities of business sites; made improvements to the BCP initial response procedures
manual based on training results
3. Revised, evaluated, and improved the risk-specific BCPs established for all global Group
companies with a focus on initial response measures

Infrastructuredevelopment

1. Established facility-specific security standards and commenced measures for reinforcing
security provisions
2. Formulated Yamaha Equipment Earthquake Resistance Standards and applied standards to
new equipment at the time of introduction
3. Introduced an employee safety check system and performed regular drills to ensure
effectiveness in times of emergency

Other concrete
initiatives

1. Set up the emergency response headquarters to address the COVID-19 pandemic, whichcollected information from Group companies and regions around the world to be shared within
the Group
2. Sent relief items to local Chinese subsidiaries
3. Revised risk provisions of BCPs of Group companies, which had previously primarily focused onearthquakes, storms, floods, and other natural disasters, to account for pandemics; futurerevisions to be made to provisions pertaining to stockpiles and other matters

Emergency response headquarters BCP
training

Regional Disaster Management Headquarters
and Earthquake Initial Response Training

Financial Management
The Yamaha Group is globally promoting internal control activities centered around financial management, such as theGroupwide standardization of operational processes. The Working Group for Financial Management is responsible for
confirming that operations across the entire Group follow the Group Management Charter and various regulations.

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Yamaha Sustainability Report 2020

Compliance
The Yamaha Group established the Working Group for Compliance to play a central role in policy-making and deliberations
related to compliance matters. This working group both promotes compliance in the Group and monitors the businessexecution 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 theestablishment 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.
8-3 National Security-Related Trade Control
The Working Group for Export Control has been established and export control regulations and import and export
procedure regulations have been formulated as part of efforts to develop a process for managing exports.

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 negligence that can harm the company’s reputation.
The Yamaha Group perceives information security as a critical aspect of risk management. The Information Security
Working Group has put together a policy on information management and is working to enhance the quality of thismanagement by keeping track of the current management system while identifying vulnerabilities and guiding efforts toaddress them. In addition to having established rules for the usage and management of information systems as part of theCompliance Code of Conduct, we are working hard to ensure employees understand the importance 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 atfactories and other business sites. In addition, regular monitoring, audits, emergency response training, and otheractivities are carried out under the guidance of dedicated occupational health and safety and environmental preservation
staff members.
Health and Safety
Prevention of Pollution

Information Disclosure(Communication with Shareholders and Investors)
Basic Policy
In order to conduct continued transparent business operations and have these operations accurately understood byshareholders, investors, and other stakeholders, it is critical to disclose information properly. The Yamaha Group states in
its Compliance Code of Conduct that it will provide factual and accurate reports of financial conditions and operational
results to shareholders and government entities in accordance with laws and other regulations and disclose appropriate
management information to shareholders and investors.
2-1 Accurate Accounting Records and Financial Reports
2-2 Timely Disclosure of Information

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Yamaha Sustainability Report 2020

Investor Relations Activities
The Yamaha Group strives to disclose information in a fair and timely manner for the benefit of institutional and private
investors in Japan and overseas. Rules for disclosure are set forth in the Disclosure Policy, which is available online.
Disclosure Policy

Website for Institutional Investors
The investor relations (IR) section of Yamaha’s corporate website (available in English and Japanese) provides up-to-date
information on our business, including business strategies, information on medium-term management plans, earnings
reports, and financial data, along with newsletters. In fiscal 2020, the IR section of our website received a number ofhonors, namely a commendation award in the 2019 Internet IR Award (Daiwa Investor Relations Co. Ltd.), recognition as a
AAA website in the 2019 homepage ranking of all listed companies (Nikko Investor Relations Co., Ltd.), and a silver award
in the ranking of companies with superior IR websites (GOMEZ). These honors reflected the evaluation of the website’seasy-to-understand navigation options and its timely provision of the information necessary for investors.
Investor Relations

Major IR Activities
Yamaha promotes communication with shareholders and other investors in both Japan and overseas through various
activities such as quarterly result briefings and other regular events as well as business briefings for securities analysts
and institutional investors, factory and facility tours, and explanatory meetings for private investors, which are held asneeded. The opinions and information gathered through communication with shareholders and other investors are sharedinternally among the related departments, and these findings are reflected in our IR activities and in the execution ofmanagement.

Major Activities
Target audience
Financial results briefings
Business briefings
Factory/facility tours
Individual meetings
Overseas investor visits
Medium-term management plan briefings
Company briefings for private investors

Company briefings for private investors

Frequency

Times held in
fiscal 2020

Securities analysts
Institutional investors
Same as above
Same as above
Same as above

Quarterly

4

Irregularly
Irregularly
Approx. 200 times a year

Overseas
institutional investors

Three times a year (UnitedStates, Europe, and Asia)

00250
3 (United
States, Europe,and Asia)

Securities analysts
Institutional investors
Private investors

Financial results briefings

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Yamaha Sustainability Report 2020

As needed

1

Irregularly (in Japan)

6Socially Responsible Investment Initiatives
Yamaha Corporation has been included in domestic and overseas Environmental, Social, and Governance (ESG) indexes*1
and ESG funds as well as all four of the ESG indexes for Japanese stocks utilized by the Government Pension Investment
Fund based on the consideration it exercises for the environment and for society.
For more details, please refer to the External Recognition page.
External Recognition*1 ESG indexes compile companies evaluated as exhibiting excellence in terms of both profitability and sustainability and track the movements of
their stock prices.

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

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 Yamaha
Corporation by MSCI or any of its affiliates. The
MSCI indexes are the exclusive property of
MSCI. MSCI and the MSCI index names andlogos are trademarks or service marks of MSCI
or its affiliates.

Credit Ratings

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 Yamaha
Corporation by MSCI or any of its affiliates. The
MSCI indexes are the exclusive property of
MSCI. MSCI and the MSCI index names andlogos are trademarks or service marks of MSCI
or its affiliates.

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 Yamaha
Corporation by MSCI or any of its affiliates. The
MSCI indexes are the exclusive property of
MSCI. MSCI and the MSCI index names andlogos are trademarks or service marks of MSCI
or its affiliates.

(as of March 31, 2020)

Rating and Investment Information, Inc.

A+

Japan Credit Rating Agency, Ltd.

AA–

Shareholder Returns and Retained Earnings
The Company’s shareholder returns and retained earnings policies are explained in the link below.
Dividends and Stock Prices

Shareholder Benefits
Yamaha Corporation has introduced special incentive programs for shareholders to express our appreciation for their daily
support and to foster greater understanding and support for Yamaha’s business.
Shareholder Benefits (Japanese only)

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Yamaha Sustainability Report 2020

Human Rights and Labor Practices
Yamaha recognizes that the foundation of responsible company activities is respect for human rights. In addition tocomplying with the standards in the human rights and labor sections of global compacts, we respect diversity inemployment and human resource 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 andcreativity through communication between employees and management.

Respect for Human Rights
Basic Policy
Based on the United Nations (UN) Guiding Principles on Business and Human Rights, the Yamaha Group strives to comply
with the international norms on human rights, including the International Bill of Human Rights (Universal Declaration of
Human Rights and International Covenants on Human Rights), the ILO Declaration on Fundamental Principles and Rights
at Work, and the UN Global Compact. In addition to establishing in its Compliance Code of Conduct, the principles ofrespect for fundamental human rights, prohibition of discrimination, and prohibition of forced and child labor, in the
Yamaha Group Sustainability Policy, it clearly states the Group’s resolve to respect human rights, with the goal of helping
build a society that safeguards the dignity of all. In January 2018, the Company created the Yamaha Group Human Rights
Policy, which displays our thoughts and responsibilities regarding the respect for human rights. This policy is shaping ourbusiness activities as well as our efforts to educate and promote awareness of human rights.
3-3 Favorable Employer-Employee Relationships
3-7 Prohibition Against Forced Labor and Child Labor
4-1 Respect for Human Rights and Prohibition Against Discrimination
UN Global Compact
Yamaha Group Sustainability Policy
Yamaha Group Human Rights Policy

Promotion of Human Rights Due Diligence
The Yamaha Group is committed to responsibly addressing the potential impacts of its business activities on humanrights. To this end, we assess our activities across the value chain based on international 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. In fiscal 2020, the YamahaGroup worked to identify the material human rights 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 acrossthe supply chain, customers (product and service safety, protection of personal information), and the residents ofcommunities in which the Group has business sites. Inspections of our operations in fiscal 2020 focused on these themes
and enabled us to supplement the Group’s rules and regulations by including items deemed necessary from a humanrights perspective. In the future, the Group will continue to monitor the status of compliance with its rules and regulations
as part of its efforts to implement comprehensive human rights assessments.
Engagement with Stakeholders

Consultation and Whistleblowing Venues
The Yamaha Group solicits opinions and issues reports by telephone and through the online inquiry form available on its
website. In addition, the Group has set up compliance-related consultation and whistleblowing venues for use by
employees (including contract employees, part-time employees, dispatch employees, and subcontractors) inside andoutside of the organization. Employees are able to receive consultation or make reports regarding harassment and otherhuman rights issues through these venues. In fiscal 2020, a dedicated hotline was established for consultations regarding
sexual minorities (members of the LGBT community) through which we have been addressing consultations with the aimof resolving or alleviating the concerns faced by members of such groups.

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Yamaha Sustainability Report 2020

To ensure that reports can be received from various countries and regions, we have developed multi-language email forms.
We also provide information on consultation venues in compliance with standards booklets and other internal publications
to entrench awareness of these reporting options. A further step forward was taken in March 2020 with the expansion of
external consultation and whistleblowing venues in Japan. Cards detailing how to use these venues were distributed to
employees to reaffirm their understanding regarding these venues.
Consultations and reports are investigated swiftly and fairly, while protecting the privacy of the reporter as well as of thealleged offender, and instructions are issued and other corrective measures are taken should problematic behavior be
identified. Even in cases in which strong requests for confidentiality from the reporter or the offender restrict
investigations, the Group will take whatever steps possible to improve its workplace environment as it seeks to rectify theissue and implements measures to prevent reoccurrence.
Helpline Operation

Respect for Employees’ Human Rights
Fair and Impartial Hiring
In hiring and employment practices, the Yamaha Group practices fair selection and ensures the absence of any form of
discrimination based on its diversity and inclusion policies in order to provide employment opportunities to a diverse groupof people. In addition, Yamaha decisions regarding employee evaluations and compensation are made in accordance withfair 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 their ability 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 Resource Development

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

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

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. This prohibition of harassment is detailed in the Compliance Code of Conduct booklets
distributed to all Group employees. Also, Yamaha Corporation makes it clear that harassment is a form of misconduct
warranting discipline and disclosure of the names of offenders, taking a stern stance toward all violations of human rights.
The Group has also established compliance-related consultation and whistleblowing venues and institutes training
sessions, seminars, and other education programs with the goal of fostering a workplace environment free of harassment.
We are bolstering our consultation and whistleblowing venues and have created dedicated compliance promotion
organizations to help prevent power harassment, which entails abuse of a dominant workplace position, and all otherforms of harassment. Furthermore, we conduct training aimed at officers and managers as well as training for improving
communication between supervisors and their subordinates.
3-2 Prohibition Against Harassment
Human Rights Education
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Yamaha Sustainability Report 2020

Consideration of Human Rights in the Supply Chain
In the interest of furthering its policy concerning human rights throughout its supply chain, Yamaha is making thefollowing efforts:• Establish CSR measures, including human rights, in the selection requirements for suppliers• Request that suppliers comply with the Yamaha Supplier CSR Code of Conduct, which defines practices related tohuman rights and labor (specified in the Transaction Agreement), and that suppliers carry out self-assessment based on
the Code of Conduct (correction is requested as needed) as part of human rights due diligence
Please see the Promotion of Social Responsibility in the Value Chain section for details on these efforts.
Yamaha Supplier CSR Code of Conduct
Promotion of Social Responsibility in the Value Chain

Prohibition of Forced/Child Labor
The Yamaha Group Compliance Code of Conduct prohibits any form of forced labor or labor by children under theminimum age permissible by law. In addition, the Guidelines for Labor and Human Rights established based on internal
regulations define the following measures for preventing forced labor and child labor.
• Confirmation of work credentials of foreign nationals• Investigation of whether fees are being imposed on workers that create the risk of forced labor• Prohibition of requests that employees submit passports and other 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 they submit prior notification• Management copies of valid IDs and other documents that allow for confirmation of employee ages
• Prevention of workers under 18 from being assigned duties that would 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

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Yamaha Sustainability Report 2020

Human Rights Education
The Yamaha Group encourages all employees to view human rights as an issue that directly relates to them, and humanrights education programs are implemented to help us exercise our corporate responsibility to respect human rights. In
fiscal 2020, we published the Yamaha Human Rights Guidebook (in Japanese and English). Meetings were held during theinternational Human Rights Day and Japan’s Human Rights Week at domestic Group companies. Readings of the book
took place during these meetings, and attendees were given the opportunity to think about the human rights violations
that might occur in the course of their work and how to prevent them. Feedback on these meetings was received from
more than 400 worksites.

Yamaha Human Rights Guidebook (Excerpt)

The Guidelines for Labor and Human Rights established based on internal regulations state that the Yamaha Group is toconduct human rights education programs and specifies the content of these programs. Domestic and overseas Group
companies are encouraged to spearhead their own human rights education programs.
Furthermore, the following training and education programs are to be conducted on an ongoing basis in order to heighten
human rights awareness.
• Provision of human rights-related information pertaining to the Group via intranet (UN Guiding Principles on Businessand Human Rights, conflict mineral issues, etc.)• Training sessions and workshops on workplace human rights-related themes (CSR procurement seminars for purchasing
representatives, LGBT sensitivity and diversity, and inclusion workshops for human resources and marketing
representatives)• Seminars for officers and all other Group members (power harassment prevention seminars, diversity and inclusion
seminars)

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Yamaha Sustainability Report 2020

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

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

Furthermore, individual Yamaha Group companies have developed three-year diversity and inclusion action plans, basedon which they are advancing further initiatives.

Support for Women’s Careers
As one facet of its diversity management efforts, the Yamaha Group strives to develop a workplace environment andsystems that are conducive to the careers of women. A member of Yamaha Corporation’s Human Resources Division has
been designated as a dedicated representative for our efforts to support women’s careers, and this individual guides theformulation of Groupwide policies and action plans and their deployment at Group companies. Meanwhile, domestic Group
companies appoint individuals responsible for supporting women’s careers and monitor the establishment of action plans
and the status of related activities. Furthermore, the Managing Council and the Board of Directors of the Company review
the progress of our efforts to support women’s careers with regard to factors such as the rate of improvement of the ratioof female employees in management positions, which has been designated as a priority sustainability indicator.
Yamaha Corporation is ramping up its initiatives on this front in accordance with the phase 2 three-year action plan itestablished based on the Act on Promotion of Women’s Participation and Advancement in the Workplace in March 2019.

Yamaha Corporation Action Plan

(formulated March 2019)

Item
1. Planning period

Details
Three years: April 1, 2019–March 31, 2022
Issue 1:
Work-life balance support systems have been developed, and now there is almost no difference in the
average number of continuous years of employment for men and women. However, as the ratio of
women in management roles is still low, greater initiatives for improvement in this are required.

2. Yamaha’s
issuesIssue 2:The Group is lacking in its ability to recruit female employees who can shape its future.
Issue 3:
Female employees lack the desire and motivation to build a career as they give birth to and raisechildren; management, on the other hand, lacks the desire and vision for female employees to build acareer as they give birth and raise children; management in core positions is not sufficiently aware of
their management and development responsibilities toward female subordinates.

3. GoalRatio of female employees in management positions of 7.2% or higher

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Yamaha Sustainability Report 2020

Initiative 1: Increase the number of women hired for technical roles(from April 2019)• Provide information on Yamaha initiatives for empowering women, assisting women with work-lifebalance support, etc. on the Company’s career website• Continue to provide opportunities for dialogue with women of different ages working in the Company
to communicate to female students the appeal of a career after entering the Company and thereby
secure new female employees• Increase opportunities for communication between women studying math and science and women
working in technical roles in the Company

4. Initiatives andimplementation
periodInitiative 2: Support development and career creation customized to individual needs(from April 2019)• Continuously introduce various examples of role models and career paths via the intranet• Have all female employees, including those returning from maternity leave, share their own careerplans with managers and create a development plan from a medium- to long-term perspective fromMay 2019)• Conduct training for managers so that they can show appropriate leadership and assign tasks
according to individual circumstances
Initiative 3: Reduce total number of yearly working hours per person and persons working long hours;
spread flexible working rules(from April 2019)• Continuous enforcement of “All Go Home at the Same Time Day”
• Promote use of paid holidays by employees eligible for special promotion holiday system• Aim for the effective utilization of working rules that have been systemized to make working easier;monitor usage status and strive for improvements

Major Measures
Goal
Proactive hiring of
female employees

Active promotion andexpansion ofopportunities to develop
the abilities of female
employees

MeasureIncrease the ratio of female new graduate hires
Conduct hiring activities that include information about the activeroles played by female employees
Set a 3-year target (by fiscal 2023) for increasing the ratio of
female employees in management positions
7.2% or higher for Yamaha Corporation and 17.0% or higher for theGroupEnhance education and training programs
Execute selective training programs

Improve systems forsupporting work-lifebalanceComply with the Act on Securing, Etc. of Equal Opportunity andTreatment between Men and Women in Employment, the Act onChildcare Leave, Caregiver Leave, and Other Measures for the
Welfare of Workers Caring for Children or Other Family Members,
the Act on Advancement of Measures to Support Raising NextGeneration Children, and the Act on the Promotion of Female
Participation and Career Advancement in the Workplace
Create, promote, update work-life balance support programs
Launch trial of telework and flextime for short-hour work days forchild-raising; prepare for systemization of such schemes

Improve workplaceawareness and foster
corporate culture

Conduct educational activities (training, seminars, information
provided through the intranet, etc.)

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Yamaha Sustainability Report 2020

Intranet Website
Disseminating Diversity andWork-Life Balance
Information

Summary of Past Initiatives and Major Results and Achievements• Nearly equal average number of years of continuous employment for male and female employees• Almost 100% of women taking maternity/childcare leave and returning to work after maternity leave/childcare leave• Receipt of “Family Friendly Company Award” from the Ministry of Health, Labour and Welfare (2005)• Receipt of “Kurumin” mark certification (2008, 2014) and Platinum “Kurumin” mark certification (2016) based on the Act
for Measures to Support the Development of the Next Generation• Recognized as “Company Friendly for Raising Children” by Shizuoka Prefecture (2017)

Principal Indicators Related to Support for Women’s Careers

Ratio of Employees by Gender(Yamaha Corporation)

Female
16.9%
Men
83.1%

Note: As of March 31, 2020

Average Number of Years of Continuous Employment

Ratio of Female Employees in Management Positions(years)(%)(Comparison between Japan*1 and Yamaha Corporation*2)
25
20
15

19.2

10

7

YamahaCorporation

YamahaCorporation
Japan

13.8

6

19.5
Japan

4

9.8
Men

6.4

6.5

2018

2019

5.8

5

5
0

(Yamaha Corporation)*3,4

5.0

4.8

3
0

Female*1 Nationwide numbers are excerpted from results of the 2018
Basic Survey on Wage Structure*2 Statistics for Yamaha Corporation are as of March 31, 2020

2015

2016

2017

*3 As of March 31 each year
*4 Includes promotions and hiring for managerial positions on
April 1 of the following year (due to hiring schedulechanging from March 1 to April 1 of the following year) fromfiscal 2017

Data by year is shown on the Social Data page.
Social Data
Group companies are advancing initiatives for supporting women’s careers in accordance with action plans establishedbased on the Act on Promotion of Women’s Participation and Advancement in the Workplace.

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Yamaha Sustainability Report 2020

Employment and Advancement of Foreign Employees
Yamaha Corporation had 44 foreign employees working at the Company as of March 31, 2020. In order to promote thecontributions of diverse personnel regardless of nationality, we have set a numerical target for hiring new graduates of
non-Japanese nationalities and provide information on our English recruitment website.
As a conglomerate that engages in businesses in countries around the world, the Yamaha Group appoints locally
hired personnel from overseas bases to important posts within the Group. In April 2015, Yamaha Music Europe GmbH, ourregional sales company in Europe, appointed an individual of German nationality to the position of president. In April 2018,
Yamaha Corporation of America, our U.S. headquarters, appointed a local president as well. Additionally, we appointed
local presidents at five overseas companies that were welcomed into the Yamaha Group. In this manner, we have beenpromoting the utilization of diverse personnel across the globe.
(Data on the number of foreign employees by year is shown on the Social Data page.)Social Data

Employment Extension and Rehiring Programs
The Yamaha Group believes that enriching employees’ lives at work by providing employment opportunities matched to
employees’ ambitions and ability will contribute to economic and social development. Based on this philosophy, we haveaugmented our vacation and leave programs with employment extension and rehiring programs that flexibly accommodate
employee life events.

Senior Partner System (Rehiring Program for Retirees)
The Senior Partner System is a program at Yamaha Corporation that provides all willing employees with the opportunity tocontinue working beyond age 60. This program was revised in April 2020 to make for a more focused system emphasizing
ambition and roles. In addition to establishing a number of work ranks and definitions based on employee roles, we
introduced goal management, evaluation, and bonus systems and benefit and leave systems in line with those available tostandard employees. Through this program, contracts are updated each fiscal year, and employees can continue working
until they are 65 (224 individuals were using this system as of March 31, 2020).
Group companies have adopted similar measures and are promoting the rehiring of retirees.
(Data by year is shown on the Social Data page.)Social Data

Rehiring Program for Family Members Accompanying Spouses on Overseas Assignment
In fiscal 2009, Yamaha Corporation introduced a system to rehire 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 toindividuals who spouses were Yamaha Corporation employees, was expanded in fiscal 2017 to include individuals who
spouses were working for Yamaha Group companies. In addition, this system is available for employees whose spouses do
not work for Yamaha Group companies, with a limit of five years from their retirement.
Since the program started in fiscal 2009, a total of 21 employees have submitted applications before retiring. Of that
number, six (as of March 31, 2019) have been rehired after returning to Japan.

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

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Yamaha Sustainability Report 2020

Employment of People with Disabilities
Yamaha Corporation is promoting employment for people withdisabilities while also developing working conditions conducive toactive participation by these employees. The Company strives toencourage independence for people with disabilities and to achievea society of co-existence, and it works to increase the skills of such
employees and raise awareness within the Company. As of March 1,
2020, 82 people with disabilities were employed at Yamaha
Corporation, of which 41 were assigned to Yamaha Ai Works Co., Ltd.
The employment rate of people with disabilities has remained above
2.3% since fiscal 2015, exceeding the level mandated by the Act on
Employment Promotion, etc. of Persons with Disabilities from April
2018.

Employment Rate of People with Disabilities*5, 6, 7
3.0

2.0

2.42

2.35

2.43

2.51

2.49

2015

2016

2017

2018

2019

1.0

0.0

*5 As of March 1 of each year
*6 Scope: Yamaha Corporation, Yamaha Corporate Services
Corporation, Yamaha Ai Works Co., Ltd.
*7 Employment rate of people with disabilities calculatedusing formula described by the Act for Promotion of
Employment of Persons with Disabilities

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

Special subsidiary workplace tour andlearning session*8 Special subsidiaries are subsidiaries that meet the definition of the Act for Promotion of Employment of Persons with Disabilities. Special
subsidiaries must meet certain criteria, including those pertaining to the number and ratio of 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 LGBT Individuals
The Yamaha Group is promoting understanding of and offering support for the LGBT community as an ally. We do so withthe goal of building a comfortable workplace environment for members of the LGBT community and other sexual minorities
and of ensuring that our business activities are respectful toward diversity. In fiscal 2020, we held LGBT sensitivity
seminars for all Group employees, produced a logo and stickers to display that we are an ally of the LGBT community, andpublished the Workplace LGBT Handbook to promote understanding within the organization. In addition, we took steps tomake our workplace environment more accommodating to members of the LGBT community by setting up a consultation
venue for addressing and alleviating the issues such individuals face and including same-sex partners in the definition offamily members used in work and other regulations.
These efforts have been highly evaluated, and the Company has been awarded the highest rating of gold in the PRIDEINDEX, an index designed to recognize the initiatives of companies and other organizations for supporting sexual
minorities like members of the LGBT community.
External Recognition

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Yamaha Sustainability Report 2020

Yamaha Diversity and Inclusion Seminar— Building a Better Understanding of theLGBT Community (LGBT sensitivity seminar)

Yamaha LGBT Ally logo

External Recognition
Receipt of Highest Rating of Gold in 2019 PRIDE INDEXIn October 2019, Yamaha Corporation was awarded with the highest 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 like members of the LGBT community.
The receipt of this rating was a reflection of the evaluation of initiatives such as the promotionof understanding within the organization through LGBT sensitivity seminars for all Group
employees and the production of a logo to display that we are an ally of the LGBT community.
Other initiatives that contributed to the receipt of this honor include the establishment of aconsultation venue for LGBT issues and revision of work and other regulations to include
same-sex partners in the definition of family members used for Company systems.

PRIDE INDEX gold rating
mark*9 Launched in 2016 by work with Pride, an organization that is assisting in the spread and popularization ofdiversity management pertaining to sexual minorities, the PRIDE INDEX is Japan’s first index for recognizing
the initiatives of companies and other organizations for supporting sexual minorities like members of the LGBT
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, human resource
systems and programs, and social contribution and public relations activities.

Certification of Yamaha Corporate Services Corporation as an “Eruboshi” Company
In July 2018, Yamaha Corporate Services Corporation (then Yamaha Business Support
Corporation) was certified as level three, the best rank, “Eruboshi,” by the Minister of Health,Labour and Welfare. This certification is given to companies who have excelled in initiatives
for the promotion of women’s participation and advancement in the workplace.
In this program, the Minister of Health, Labour and Welfare certifies companies thathave formulated an action plan for the promotion of women’s participation and advancementin the workplace based on the Act on Promotion of Women’s Participation and Advancementin the Workplace enacted in April 2016 and that have conducted excellent initiatives in thisarea. There are three levels of “Eruboshi” certifications, and levels are decided based on thenumber of achieved criteria.*10 Yamaha Corporate Services received the highest certification
because it fulfilled the criteria in all categories. Yamaha Corporate Services also received
certification for “Kurumin” certification based on the Act on Advancement of Measures to
Support Raising Next-Generation Children because it is proactively engaged in efforts tocreate an environment in which it is easy for people raising children to work.

“Eruboshi” certification mark*10 Five criteria categories are hiring, continuous employment, overtime, ratio of female employees in management, and career development

External Recognition

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Yamaha Sustainability Report 2020

Promotion of Work-Life Balance
Basic Policy and Promotion System
The Yamaha Group is actively promoting work-life balance based on the following basic policy. To this end, we haveestablished the Work-Life Balance Promotion Committee, which is jointly run by labor and management. We are also
striving to shorten overall working hours and establish and enhance work-life balance support systems in an effort to help
enrich the lives of all employees that will also accelerate the growth of the Company. Furthermore, each department
formulates a Work-Life Balance Action Plan and is rolling out activities aimed at realizing workstyles that are self-directed
and productive.

Basic Policy
In order to realize both expanded business activities and lifestyles that offer personalfulfillment, we will proactively promote work-life balance that respects a wide range ofvalues and lifestyles.
People can use the extra time created by increases in the quality and productivityof work in many different ways, which in doing so leads to the enhancement of theoverall quality of life while energizing the body and mind. This energy can provide thepower for new value creation, and serves as a source of continued good work, theenhancement of corporate value, and the realization of a fulfilling life. We will work
toward the creation of this type of virtuous cycle at Yamaha.

Reduction of Total Working Hours
In order to prevent long and excessive working hours, Yamaha Corporation established guidelines for overtime through alabor-management agreement. In fiscal 2020, the Company advanced initiatives aimed at achieving its targets of less than
70 hours of average monthly overtime and less than 540 hours of average yearly overtime. In addition to annual paid leavedays, we are developing a system for assorted types of leave, including leave related to bereavement or celebration as wellas consecutive days of leave given upon company transfers, reaching retirement age, or reaching an auspicious age forthe objective of enhancing the private lives of employees and supporting them during major life events.
At the same time, we are promoting awareness and building structures for the purpose of realizing self-directed,
highly productive workstyles. We have programs such as “All Go Home at the Same Time Day,” which encourages all
employees to leave work on time, a flextime system for working hours, and programs to urge employees to fully use their
paid leave days. We are gradually rolling these programs out at domestic Group companies as well.
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Yamaha Sustainability Report 2020

Major Initiatives and Fiscal 2020 Results
Initiative

Details

Participants

Fiscal 2020 results and follow-up

Yamaha Corporationand some Group
companies

Staff who could not take leave during the period
encouraged to take substitute days off;
implemented as planned (Yamaha Corporation)

Full staff paid
leave days

Annual 3-day period(summer)

Full use of
paid leave
days

Leave acquisition
encouragement for
employees and supervisors
not fully utilizing their leave

Yamaha Corporation

E-mail for encouraging leave acquisition sent tothose who utilized less than 10 days of paid leavein the prior fiscal year; those who utilized lessthan 5 days requested to submit reports (FY2020
average paid leave taken: 15.1 days)“All Go Homeat the Same
Time Day”

Every or every-other Friday
set as “All Go Home at theSame Time Day” on an
individual office basis

Yamaha Corporation
and Group companies
within its office

Approx. 94% rate of compliance(Yamaha Corporation)

Seminar by a noted expert

Yamaha Group
employees–

Information shared on theintranet

Yamaha Group
employees–

Awarenessandeducation

Fiscal 2020 Performance Self-Evaluation and Future Outlook
The Companywide average for total annual working hours at the Yamaha Corporation is decreasing with each coming year.
In addition, labor and management are actively promoting the acquisition of paid leave days to accomplish the Company
target of having an average of 15 days of leave acquired from fiscal 2017 onward. Employees who did not use the defined
number of days of leave in the previous fiscal year are approached and encouraged to take leave. As a result of these
efforts, the rate of use of paid leave days continues to increase, and the average number of paid leave days used in fiscal
2020 was 15.1.
From fiscal 2019, we lowered the maximum monthly limit for in-house overtime hours described in labor-management
guidelines, and the maximum limit was set at 65 hours per month for fiscal 2021. In addition, we will monitor the status ofmonthly overtime hours and preemptively raise the attention of departments that appear likely to exceed the level put forthin the labor-management guidelines in order to further decrease total annual working hours.
Data on total working hours and other data by year is shown on the Social Data page.
Social Data

Workstyle Reform Initiatives
Yamaha Corporation is advancing workstyle reform initiatives aimed at realizing self-driven, highly productive workstyles.
Looking at fiscal 2020, a telework system was introduced in June 2019 that can be used for purposes such as childcare or
long-term care for family members (This system has been used more than 500 times in aggregate.). In addition, we
participated in the TELEWORK DAYS 2019 campaign sponsored by the Ministry of Internal Affairs and Communications
over the period from July to September 2019. The Company is also examining the possibility of expanding the range ofapplications for which its telework system can be used. Furthermore, we advanced various initiatives aimed at contributing
to the skill development and motivation of employees facing time restrictions. For example, flextime systems were madeavailable to employees working shortened hours for childcare or long-term care purposes, and training sessions were held
for individuals returning to work from childcare leave as well as for their supervisors. Similar initiatives are being advanced
at several domestic Group companies based on the conditions at each individual company.

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Yamaha Sustainability Report 2020

Establishment and Enhancement of Work-Life Balance Support Systems
The Yamaha Group is establishing and improving work-life balance support systems to respond to the varied
circumstances of 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 the Company to receiving Platinum“Kurumin” certification* in 2016 (see “External Recognition” for details).
In fiscal 2021, the Company intends to introduce systems that allow employees to work fewer days a week or shorten
hours for the purpose of receiving medical treatment to support employees in balancing their work with their treatment.

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

Difficult birth leave-

Birth support leave-

Childcare leave

In principle, until child becomes one year old(in special circumstances, this may become
one year and six months or two years)

Child nursing leave

Children not yet enrolled in elementary school

Reduced workhours
for child care
Exemption fromovertime hours forchildcare
Applicable scopefor nursing caresystemLeave of absence
for nursing care
Reduced workhours
for nursing care
Shortened work
week for nursing
care
Leave for nursing
care

Until the child becomes three years old

Yamaha Corporation
56 days before birth (98 days for multiple births),
56 days after birth
Number of days instructed by physician during
pregnancy or within one year of birth
5 days within a period spanning from 14 days
before spouse gives birth to 14 days after spousegives birth
Until child becomes two years old (however, forchildren born in April, until the end of April after
the child becomes two years old)
Until the end of March of the child’s first year inelementary school
Until the child completes third grade in elementary
schoolOvertime work limited until the child becomes
three years old

Exemption from required overtime work until thechild completes third grade in elementary school

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

Relative within two degrees of relation

Up to a total of 93 days per applicable family
member (possible to split into up to threeleaves)Two times or more within three years of start ofuse (separate from leave of absence fornursing care)

Up to one year per applicable family member(possible to postpone for up to six months)
Until end of nursing care duties
Exemption from one work day per week until endof nursing care duties

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

Five days per applicable family member* Information on the usage status of the childcare leave system is shown on the Social Data page. The rates of use of maternity leave and of return
to work have been at least 90% in recent years.

Social Data

Establishment of On-Site Daycare Facilities
Yamaha Corporation established an on-site daycare facility (Oto no Ie) in 2019 as partof its efforts to build frameworks that provide a comfortable workplace environment
and that enable employees to continue working with peace of mind. This move wasdesigned to accommodate the diverse lifestyles of employees.
The Company has continued to conduct various initiatives to make work rules
flexible and to expand and promote its work leave systems. One example of success inthese initiatives is the fact that childcare leave is taken by nearly all female employees
giving birth as well as by an aggregate total of 109 male employees. By establishing
daycare facilities at business sites, the Company 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.

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Yamaha Sustainability Report 2020

On-site daycare facility (Oto no Ie)

External Recognition
Yamaha Corporation has formulated an action plan based on the Act on Advancement of Measures to Support Raising
Next-Generation Children. Through the advancement of this plan, the Company was able to receive “Kurumin” certificationin 2008 and Platinum “Kurumin” certification* in 2016.

Acquisition of Certification related to Support for Developing Future Generations*Certification Date acquired
Aug. 2008• Extension of childcare leave period, etc.
• Implementation of more flexible reduced workhours
for childcare 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 workhours, etc.

“Kurumin”

Platinum“Kurumin”

Main measures implemented

Platinum “Kurumin” certification markrecognizing support for developing future
generations* “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 theDevelopment of the Next Generation. Certified companies are allowed to display the “Kurumin” mark. Platinum “Kurumin” is a system thatcertifies, among the companies that have acquired the “Kurumin” mark, companies that conduct initiatives to support work-life balance at or
above a specific standard

External Recognition

Communication with Employees
Basic Policy
The Yamaha Group observes international treaties and regulations and practices respect for the rights of workers,
including the rights to freedom of association, freedom of enrollment or nonenrollment in labor unions, collective
bargaining, and peaceful assembly. Opportunities are provided for workers to engage in frank discussions withmanagement without fear of discrimination, reprisal, coercion, or harassment, and labor and other agreements arerespected. 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 LaborManagement 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
and liaison conference meetings are held regularly to discuss the status of operating results and labor affairs as well as
business challenges. 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 the labor laws of each country. At Yamaha Corporation,
joint management council meetings are held regularly so that critical management issues can be examined and discussed
between labor and management. The joint management council meetings allow participants to hear from labor unions
about current working conditions and engage in lively discussions. The administration and revision of various programs
related to human resources and labor are conducted after thorough discussion based on labor and management’s
perceptions of the issues at hand. The results of these discussions are communicated to employees through the reports
issued by companies and labor unions. In addition, labor agreements stipulate that changes to business operations withthe potential to materially impact employees, such as relocations stemming from organizational or position changes orstaff 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,
health insurance unions, the Mutual Aid Foundation, and employee stock ownership plans.

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Yamaha Sustainability Report 2020

The Human Resources Division of the Yamaha Corporation monitors Group companies to ensure that labor andmanagement communicate effectively with each other in accordance with the Yamaha Group Policies, and requests forcorrective action are issued when needed. Furthermore, Education Guidelines for Labor and Labor-Management Relations
have been established to ensure that the managers of Group companies and others in managerial positions properly
understand that rights of workers and are able to build healthy and stable labor-management relationships. Education
programs are monitored to confirm that managers are being trained in accordance with these guidelines.

Yamaha Corporation Labor and Management Conferences and Committee Meetings
Name

Frequency

Participants

Main Topics

Twice per year
Joint Management(August andCouncilFebruary)

Company: President, directors in charge ofbusinesses (office head)
Companywide management issues
Unions: Central Executive Committee

Company-wide
Production andSales Committee

Monthly

Company: Director in charge of laboradministration, Human Resources Division
Monthly topics (tentative settlement(department managers and personnel inreport and labor conditions)charge of labor administration)
Unions: Central Executive Committee

Business Site
Labor andManagement
Committee

Monthly

Company: Business office manager,business office division administrators
Unions: Branch Executive Committee(Central Executive Committee)

Monthly production and sales trends
by division; reports on labor
conditions

Allocation
Committee

Twice per year
(May andNovember)Company: Human Resources Division(department managers and personnel incharge of compensation)
Unions: Central Executive Committee

Pay raises and bonuses

As necessary;Company: Human Resources Division
Work-Life Balance
reports(personnel in charge of labor(WLB) Promotion
published atadministration)
Committee
least once a year Unions: Central Executive Committee

Measures for reducing long andlate-night working hours,
encouraging the acquisition of paidvacation days, constructing andimproving systems to support worklife balance, and various otherinitiatives related to work-life balance* In addition to the above, meetings of the Overseas Work Committee, discussions of annual operation schedules, report briefings on the businessoutlook for individual departments, and labor-management discussions on Company/division policies and on measures to address issues thatcome to light at union meetings are held.

Rate of Unionization*1,2(as of March 31, 2020)

Yamaha Corporation (includes employees seconded to other companies)

77%

Domestic Yamaha Group companies*3

46%*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 Co., Ltd.; Yamaha Fine
Technologies Co., Ltd.; and Yamaha Corporate Services Corporation

Data by year is shown on the Social Data page.
Social Data

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Yamaha Sustainability Report 2020

Labor-Management Communication
Labor-Management Information Sharing and Exchanges
Yamaha Group companies promote communication with labor unions and employee associations in order to foster culturesof 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
associations of domestic Group companies, through regular labor and management liaison meetings.
*4 The Yamaha Union Conference was established in September 1990. Along with deepening solidarity among members of the Yamaha Group, theCouncil works to further the development of organizations, create better working environments, improve labor conditions, conduct social
contribution activities, and exchange a wide 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 and its intranet.
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
from various departments and Group companies in order to share information across the entire Group. In China andSoutheast Asia, where the Group positions production sites, regional internal newsletters are issued in Chinese andIndonesian. In addition to information on the Yamaha Group as a whole, information on a range of initiatives, including
operational improvement and health and safety activities at Group production companies, is provided to contribute to themutual development and sense of oneness of Group companies. These information provision initiatives are complemented
by various events in order to invigorate internal communication and improve employee engagement. Examples of these
events include month-long events held around the anniversary of the Company’s founding, the presentation of awards
from the president, and visits by the president to domestic and overseas business sites.

PASSION Group magazine

Yamaha Awards event for presenting
awards from the president

Y-onSITE intranet site

Regional internal
newsletters

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 theirunderstanding and interest in Yamaha through hands-on experience of the products manufactured at factories andthrough mini-concerts by employees themselves.

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

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

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Yamaha Sustainability Report 2020

Health and Safety
Basic Policy and System for Health and Safety
Basic Health and Safety Policy
The Yamaha Group believes that one of the most important management issues is ensuring the health and safety of ouremployees. The Yamaha Group promotes health and safety activities based on the Group Health and Safety Management
Standards, and we aim to continually enhance the level of our health and safety.

Standards and Basic Policy for the Group Safety and Health Management 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.

Fiscal 2020 Action Plan and Targets
Basic Policies

Targets

OccupationalsafetyPrioritize health and safety over everything• Zero accidents resulting in fatalities or casualties• Less than 58 total occupational accidents

Transportation
accidents

Eliminate accidents largely attributable tonegligence and practice defensive driving• Less than 60 total transportation accidents• Zero serious transportation accidents duringbusiness activities

Healthmanagement

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

Health and Safety Management System
At the Yamaha Group, the Industrial Safety and Health Committee is responsible for health and safety management at all
Group companies. Overseen by a director and managing executive officer and comprised of representatives from businesssites and major Group companies as well as the head industrial physician, this committee meets twice a year to receive
progress reports on and review the Group’s health and safety initiatives and to discuss and decide policies and actionplans. In addition, at the start of each fiscal year in April, the Groupwide Health and Safety Convention is held. This
convention is attended by approximately 500 people, including the president and representative executive officer, othercorporate officers (Company representatives), the heads of labor unions (labor union representatives), and representatives
from various divisions and domestic and overseas Group companies. This convention serves as an opportunity forpromoting Companywide awareness of matters decided by the Industrial Safety and Health Committee and forreconfirming the importance of health and safety in developing workplaces offering peace of mind in accordance with thebasic policy of prioritizing health and safety over everything.

Fiscal 2021 Groupwide Health and Safety
Convention (changes to attendees and sitelayout made to prevent spread of COVID-19)

Review of fiscal 2020 and explanation of
fiscal 2021 action plan by executive generalmanager46
Yamaha Sustainability Report 2020

Health lecture by chief occupational healthphysicianAcquisition of Certification for Occupational Health and Safety Management System
The Yamaha Group is working to acquire certification for its occupational health and safety management system at its
instrument and audio equipment production sites. At these sites, we are focusing efforts on developing personnel who cancontribute to the improvement of health and safety, including training of certified internal auditors.

OHSAS18001-Certified Sites (as of March 31, 2020)• PT. Yamaha Musical Products Indonesia• PT. Yamaha Music Manufacturing Indonesia• Hangzhou Yamaha Musical Instruments Co., Ltd.
ISO45001-Certified Sites (as of March 31, 2020)• Toyooka Factory of Yamaha Music Manufacturing Japan Corporation• Kakegawa Factory of Yamaha Music Manufacturing Japan Corporation• Yamaha Electronics Manufacturing (M) Sdn. Bhd.
• PT. Yamaha Music Manufacturing Asia

Formal Labor Agreement Concerning Safety and Health
The formal labor agreement that Yamaha Corporation has with the labor union states that “The Company must take allnecessary 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 Health Committee, dangerous and injurious work, medical examinations, and accident compensation.

Occupational Accidents Prevention Measures
Work at Yamaha Group sites, particularly production activities, entails the possibility of occupational accidents fromoperating equipment and machinery, processing products, and handling various raw materials. The Yamaha Group
implements various measures to prevent occupational accidents. These measures include risk assessments, safety patrols,
and self-directed health and safety diagnoses.*1 In addition, we are taking steps to improve workplace safety throughfacility 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.
*1 Self-directed health and safety diagnoses entail self-evaluations looking at approximately 150 items to ascertain compliance status and guideself-improvement efforts

Risk Assessments
The Yamaha Group positions risk assessments as an important 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 measurescorresponding to the degree of risk. Currently, the Yamaha Group is providing education on, and ensuring theimplementation of, risk assessments at Group companies and production sites in Japan and overseas.

Safety Patrols
In addition to on-site surveys at OHSAS18001- and ISO45001-certified sites, safety patrols are conducted at Group
companies under the guidance of the Human Resources Division of Yamaha Corporation, which oversees Groupwide
health and safety management. Staff possessing expert techniques or certifications related to health and safety conduct
checks of health and safety management structures and sites. 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.
Social Data

Details of Safety Patrols• Health and safety level checks based on a health and safety management analysis table (approximately 170 items
focusing on the level of health and safety management systems, regulations, and standards)• Workplace inspections to check health and safety measures and to correct and provide guidance on problematic areas

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Yamaha Sustainability Report 2020

Self-Directed Health and Safety Diagnoses
The Group’s non-production companies in Japan carry out self-directed health and safety diagnoses that focus oncompliance with legal requirements and are based on the number of employees. Based on the results of diagnoses,
Yamaha Corporation health and safety managers provide feedback and give support for improvement measures. In fiscal
2020, diagnoses were carried out at 24 sites.
Diagnosis numbers are shown on the Social Data page.
Social Data

Health and Safety Education, etc.
The Yamaha Group conducts health and safety education at the start of each fiscal year for new employees at Group
companies in Japan in order to deepen our employees’ knowledge of health and safety, transportation safety, and healthmanagement. In fiscal 2020, these sessions spanned a total of around four hours (over four sessions) and were attended
by 94 participants.
In addition, information exchange forums were established at overseas production sites (in China) in order to share
information on health and safety rules and activities and to facilitate standardization with this regard. These forums entail
twice-annual assemblies of health and safety representatives within their respective bases to share information on predefined challenges and discuss related improvement measures over a period of roughly two days. In fiscal 2020,
discussions were held on the ideal form for health and safety committees, specifically on the steps to be taken with regard
to matters such as the committee membership needed to transition from the prior participate-based approach to acollaboration-based approach.
Meanwhile, we began performing health and safety training (health and safety basic knowledge, readiness, andexplanations of assorted activities, etc.) in fiscal 2020 for on-the-ground leaders and dedicated safety managers inconjunction with the construction of a new factory in Indonesia (PT. Yamaha Musical Products Asia).

Discussion at information exchange forum(China)Leader training performed by Yamaha Corporation safety
representatives (PT. Yamaha Musical Products Asia, 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.

Facility safety survey in Indonesia

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, the Company is taking a number of measures 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 is also conducting risk assessments of workplaces that handle chemical substances in order to mitigate therelated risks.

Establishment and Standardization of Rules
Yamaha Corporation has been systematically establishing safety rules relating to people and their surroundings, such as
the expected attitude toward health and safety, a basic code of conduct, and equipment standards. These rules have been
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Yamaha Sustainability Report 2020

compiled into tools such as handbooks and portable cards to facilitate 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 theaim of improving the level of health and safety and eliminating any gaps in standards among Group companies.

Occupational Accidents at the Yamaha Group

Occupational Accidents

Injuries at the Yamaha Group primarily include cuts and scratches aswell as people becoming clamped by or caught in factory equipment
or machinery, falling, or being involved in other accidents. In fiscal
2020, the number of occupational accidents at domestic Group
companies and overseas production sites, which employ a total of
approximately 28,000 people, was 65 (of which 38 required time offfrom work), and there were no fatalities.

(Including accidents requiring time off from work)

Scope: Domestic Group companies and overseas production
sites

Employee Health Protection Initiatives
The Yamaha Group promotes initiatives to maintain and improve employee health based on the recognition that the healthof our employees and their families is of the utmost importance to Yamaha. In order to further promote these initiatives, thepresident and representative executive officer of Yamaha Corporation issued the Yamaha Group Health Declaration in 2018.

Yamaha Group Health Declaration"Sound Minds + Sound Bodies = Sound Living"• The health of our employees and their families is fundamental to allowing them tolead 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, comfortable workplaces.
• Yamaha employees and their families should maintain an awareness of their
physical and mental health, and take the initiative in acting to improve theirwellness.
Takuya Nakata
President and Representative Executive Officer
April 2018

Based on this Health Declaration, the Yamaha Group is working to create safe and comfortable workplaces andpromote various initiatives, including health checkups, mental healthcare, and measures to help employees stop smoking.

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- and work-related diseases. In March 2019, Yamaha beganoffering physical tests for those receiving health checkups in the area around the Yamaha Corporation headquarters inorder to encourage employees to improve their daily habits. Additionally, we petitioned employees to help us meet our goalof achieving a 100% examination completion ratio for regular health checkups while also taking thorough follow-up
measures based on checkup results. In fiscal 2020, Yamaha Corporation and the other domestic Yamaha Group companies
had a 100% examination completion ratio, while an industrial physician made work category decisions*2 for 100% of cases
for both Yamaha Corporation and the Yamaha Group.
*2 Work category decisions by industrial physicians are based on Article 66.4, 5 of the Industrial Safety and Health Act. In these decisions, theCompany determines the work category for health checkups for eligible employees based on a physician’s opinion

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Yamaha Sustainability Report 2020

Mental Healthcare
In order to maintain the mental health of its workers, Yamaha is taking steps toward disease prevention by promoting mental
health activities based on the policies of Japan’s Ministry of Health, Labour and Welfare. Furthermore, by introducing a
return-to-work support program that connects industrial physicians, nurses, and contracted psychiatrists working incoordination with an external Employee Assistance Program (EAP)*3 counselor as a form of aid for leave-takers, we halved
the rate at which workers took a subsequent leave of absence compared with the period prior to adopting the program.

Major Initiatives• Training for managers, supervisors, and new recruits from internal industrial physicians and counselors• Return-to-work support program that connects occupational health and safety staff, supervisors, managers, and humanresource personnel• Mental health counseling desk staffed by psychiatrists and clinical psychologists from outside medical institutions• Counseling desk provided by outside institutions through an external EAP*3 An external EAP is an employee support program that utilizes external specialists to provide counseling to employees and their families formental health issues, help employees return to the workplace after leave for mental illness, and offer training to supervisors to promote healthy
workplace environments within their divisions

Measures for Helping Employees Stop Smoking
Yamaha Corporation views encouraging employees to stop smoking as a top priority for protecting the health of
employees. Since 1998, during health checkups, we have continued to advise employees to stop smoking. In April 2011, we
began prohibiting smoking throughout Company premises during work hours. As a result of these initiatives, thepercentage of smokers among all employees declined from 36.2% in 1998 to 12.3% in 2019.

Ratio of Smokers among All Employees(Yamaha Corporation)* As of March 31 each year

The Yamaha Group is currently targeting further reductions in the ratio of smokers through means such as cutting back on
the number of smoking areas inside work premises, thereby preventing passive smoking, and offering ongoing individual
support for quitting smoking. These efforts oriented toward accomplishing Goal 3 of the United Nations Sustainable
Development Goals: “Ensure healthy lives and promote well-being for all at all ages.”
These efforts are being extended to domestic Group companies, and we plan to completely prohibit smoking on thepremises of all domestic Group companies in April 2022. Data on the ratio of smokers including Group companies isshown on the Social Data page.
Social Data

Measures for Preventing Spread of Infectious Diseases at Overseas Bases
Preventing the spread of infectious diseases that can have a significant social and economic impact, such as HIV and
AIDS, tuberculosis, and malaria, is a global issue. Recognizing the importance of this issue, Yamaha Group production
sites in Southeast 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 risksof the relevant areas is provided to employees going on overseas business trips as well as to employees stationed overseas
and their families, and immunizations and other prevention measures are taken prior to departure from Japan. In fiscal
2019, the Company began recommending immunization for measles and rubella alongside previous recommendations for
immunization for hepatitis A, hepatitis B, tetanus, and rabies. In regard to COVID-19, through a coordinated response
between the Yamaha Group’s business continuity planning organization and industrial physicians, we were quick toimpose business trip limitations on overseas bases while taking other measures to prevent the spread of this disease toemployees, their families, and the community.

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Yamaha Sustainability Report 2020

Bug zappers

Air curtains to prevent entry by insects

Pest extermination being conducted on
Company premises (PT. Yamaha Electronics
Manufacturing Indonesia, Indonesia)

Health Support for Employees Stationed Abroad
In fiscal 2020, the regular health checkup rate among employees stationed
abroad was 97.9%, falling just short of our target of 100%. For such employees,
emails containing personalized advice from industrial physicians are sent
together with the results of annual regular health checkups, and ongoing healthguidance is provided in accordance with employees’ situations. In addition,industrial physicians and public health nurses visited two bases in Indonesia infiscal 2020 to meet with employees stationed in that country and perform healthconsultations. Also, given that employees stationed overseas often face a great
deal of stress, these employees have been submitted to the same stress checks
as those at domestic Group companies since fiscal 2018 in order to confirm theirmental state.

Meeting between employee stationed
overseas and Yamaha Corporation publichealth nurse (PT. Yamaha Musical Products
Indonesia, Indonesia)

Measures for Ensuring the Safety of Employees Stationed/Traveling Overseas
The Yamaha Group believes that the safety of employees is paramount 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 ofForeign Affairs, private security companies, employees stationed at overseas Group companies, and those who havereturned from abroad. This information is then analyzed and distributed internally in the form of reminders and businesstrip regulations. Safety-related education is also provided to employees prior to being dispatched overseas, while theirfamilies also receive separate education programs.
Furthermore, for those taking international business trips for the first time, an orientation is held that covers safety
education, including basic knowledge and measures for handling emergencies while abroad.

Fiscal 2020 Training Activities
Number ofsessions

Number ofparticipants

Employees

15

41

Employees’ families

6

19

Employees such as those going on an
overseas business trip for the first time

6

108

Content

Training prior to assignment overseas

Overseas business trip orientation

Target51
Yamaha Sustainability Report 2020

External Recognition
Certification as White 500 in 2020 Certified Health &Productivity Management Organization Recognition Program
In March 2020, Yamaha Corporation was recognized, for the fourth consecutive year,
under the large enterprise category of the Certified Health & Productivity Management
Organization Recognition Program, organized by the Ministry of Economy, Trade andIndustry and Nippon Kenko Kaigi, while Yamaha Corporate Services Corporation wasrecognized for the third consecutive year. Through this program, companies that are
advancing strategic initiatives from the perspective of employee health management are
certified based on the results of health and productivity management surveys performedby the Ministry of Economy, Trade and Industry. In 2020, the fourth year of the program,the requirements for inclusion in the prestigious White 500 category were made more
rigorous, and only the top 500 scoring companies in health and productivity management
surveys were included in this selection. Yamaha Corporation’s receipt of this honor was areflection of the high evaluation of the Group’s employee health management initiatives,
including performing regular health checkups, promoting good mental health, andimplementing measures to prevent passive smoking.
External Recognition

Human Resource Development
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 Yamaha Group supports all employees in exercising their talents to the fullest anddeveloping professionally while working toward self-fulfillment.

Education and Training Programs
The Yamaha Group works to create an education and training system that is equally focused on skill improvement andcareer development as the basis for the development of globally successful human resources. At the same time, training
programs are tailored to specific objectives and groups of employees. In fiscal 2020, training programs for new employees
were redesigned to cultivate junior employees capable of playing central roles, both in the organization and in society. The
redesigning of these programs included clarifying education goals and the skill expectations for each step of development,
which entailed introducing a process of input and output, to make for effective training programs. In tandem with these
programs, the Group also supports employees in autonomous learning and career design efforts.

Fiscal 2020 Training Statistics(Yamaha Corporation)

Total number of days of training

220

Average annual training hours per person

52
Yamaha Sustainability Report 2020

Male employees

21

Female employees

21Major Training and Education Programs and Implementation Status(Fiscal 2020)

Target/Content

Annualparticipants

Training hours
per person

Number ofdays per year

Training byhierarchical levels

Improvement of individual skills based on
career stages (includes new employee
training)

500

-

151

Senior Specialist
Institute

Cultivation of managers for production
operations (production site managers,
supervisors, etc.)

13

32 days32

Skill/passion
management program

Acquisition of situational leadership skills(for managers)

330

2 days32

Yamaha Advanced
Skill School

Development of domestic production site
supervisors

Not held in
fiscal 2020--

Yamaha Technology
Training School

Development of core domestic production
site workers

26

53 days53

From-to Program

Transmission of core musical instrument
manufacturing techniques

1

-

-

242 participantsin GAME
program--

213 participantsin technicalacademyprograms andtechnology
seminars

-

110

Name

Function-specifictraining

Language skills improvement (GAME)
program, technical academy programs,
technology seminars

Study abroad /language learning
programs

Study abroad programs for acquiring or
improving foreign language skills

Not held in
fiscal 2020--

Yamaha Business
SchoolSupport for self-driven learning efforts of
employees (distance learning)

217

-

-

Second Life
Preparatory Seminar

Provision of opportunities and informationfor employees 2 years prior to mandatory
retirement to encourage contemplation
regarding life after retirement

111

1 day

4

Open TOEIC tests held
on Company premises

Widely recognized English-language skill
tests, held at four Company sites

495

-

17

Training forsupervisors withsubordinates onchildcare leave

Training to support the growth ofsubordinates returning from childcare
leave

Not held in
fiscal 2020

1 day

-

Seminars for
employees returningfrom childcare leave

Seminars for supporting the smooth
return to work and career development of
employees returning from childcare leave

Not held in
fiscal 2020

1 day

-

53
Yamaha Sustainability Report 2020

Development of Management Personnel
The Yamaha Group strives to develop management personnel who can form the backbone of business activities.
The Senior Specialist Institute (SSI) is a program for developing locally hired and other management personnel being
implemented and enhanced primarily at overseas production sites, to cultivate manufacturing managers on a global scale.
For human resources engaged in sales, we implement the Yamaha Sales company Executive College (Y-SEC) program
to train candidates to become site managers, mainly at overseas sales companies. Currently, we are establishingsystematic programs equally focused on job category and rank as we take a structured approach toward training humanresources for management positions. As one facet of these efforts, we have introduced a management human resource
development program (Yamaha Global Management Program) common among all job categories.

Fostering of Human Resources to Support Manufacturing
With the goal of improving upon its “Made in Yamaha” quality, the Yamaha Group is clarifying the roles and functions of eachof its production sites while also fostering human resources that can support the manufacturing activities at these sites.
Plants in Japan are positioned as bases for manufacturing high-value-added products. At these sites, we focus on
cultivating human resources that can support the development of competitive manufacturing technologies and on
transmitting the core skills required to manufacture musical instruments to new employees. Meanwhile, technicians andsupervisors from Japan are dispatched to plants in China, Indonesia, Malaysia, and India to help cultivate personnel atthese sites based on the core manufacturing technologies developed in Japan. In addition, shared, rank-based
manufacturing training programs are implemented to foster core human resources at these plants to strengthen theirfoundations as production sites delivering the same high level of quality provided by bases in Japan.

Cultivation of Human Resources for Core Positions
The Yamaha Group appoints locally hired employees from business sites around the world to important posts. In addition,
core management positions are managed in an integrated, global manner to facilitate the cultivation of human resources
for core positions, including future managers. We are also developing frameworks for promoting succession planning forthis purpose. In fiscal 2019, uniform Group standards (global grading system) were implemented to allow for integrated
management of core positions, and the requirements for candidates meeting these standards were defined. Based onthese provisions, initiatives are being advanced based on the following four themes.
1. Integrated Management of Human Resources for Core Positions
Development and implementation of talent management systems for tracking and managing human resources for core
positions (current position holders and successor candidates)
2. Positioning and Cultivation of Human Resources for Core Positions
Ideal positioning and cultivation of human resources from Groupwide optimization perspective not bound by restrictions
such as country of birth or current company
3. Assessment and Compensation
Establishment of balanced, uniform Groupwide assessment standards and compensation frameworks to facilitate
recruitment and retention of talented human resources
4. Development and Succession Planning
Formulation and implementation of succession plans

Support for Employee Development through Regular Face-to-Face Meetings
The Yamaha Group holds regular face-to-face meetings with all employees to both assess performance and support
employee development. These meetings serve to align the perspectives of employees and their supervisors with regard to
the objectives and mission of the Group and its divisions in addition to each individual’s role and goals. This approachallows the Group to confirm levels of achievement, future challenges, and the direction of skills development.
In addition, training programs for junior employees include meetings with human resource representatives held
during employees’ second, fourth, and sixth years for the purpose of confirming and discussing their degree of growth incomparison with targets and their career plans. The Group provides comprehensive support to all employees to cultivate
the fundamental business skills necessary to quickly begin making contributions and to enable them to feel motivated intheir work.
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 and other staff members who conduct
meetings.

54
Yamaha Sustainability Report 2020

The Environment
Recognizing environmental issues as important, the Yamaha Group is committed to continuing its contribution to therealization of a better global environment based on its Yamaha Group 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 of recycling. At the same time, Yamaha is involved inenvironmental conservation activities, such as the reduction of emissions of chemical substances, prevention of leaking of
hazardous materials, the appropriate use of timber, forest preservation, and other 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.
Yamaha is engaged in initiatives through its business activities, 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,
Yamaha is engaged in environmental preservation activities including the reduction of emissions of chemical substances,prevention of leaks of hazardous substances, the appropriate use of timber, forest preservation, 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.
Yamaha Group Environmental Policy

Environmental Management Systems
The Yamaha Group has created a system for promoting global environmental preservation activities overseen by the managing
executive officer responsible for environmental issues of Yamaha Corporation. This individual conducts management reviews
once every six months to verify the progress of ongoing measures and to gather information regarding items requested bystakeholders, legally mandated items, and accidents orcomplaints related to the environment. Important matters,
Enviromental Management Structuresuch as climate change measures, are discussed atmeetings of the Managing Council, which is led by theEnviromental Management Structure
president. Based on the Group Environmental
Yamaha board director in charge of the environment
Management Policies & Rules, we have established an
Yamaha Group Enviroment Committee
integrated environmental management system for all
Working Groups
Committee Chairman : Yamaha management in charge
domestic business sites while overseas sites develop their• Energyof the environment• Risk reduction
Secretariat : Yamaha Environmental Divisionenvironmental management systems. These systems
Waste,Chemical substances,Environmental facilities
entail the formulation of business site-specific• Product eco design,etc
environmental goals along with priority measures andGroup Company
Business Siteaction plans for accomplishing these goals, which shape
Environmental
Environmental
Committees
Committees
actual initiatives. The status of these initiatives and theissues faced are confirmed through internal
All Divisions
All Divisions
environmental audits to drive a process of ongoing
Domestic integrated ISO 14001 organization
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.

Acquisition of ISO 14001 Certification
The Yamaha Group is acquiring certification under ISO 14001, an international standard for environmental management
systems.

55
Yamaha Sustainability Report 2020

As of March 31, 2020, Yamaha Corporation and 22 domestic and overseas Group companies had acquired
certification. These companies account for approximately 95% of the Yamaha Group’s greenhouse gas emissions (Scope 1
and 2).*1 The Yamaha Group believes that the current scope of certification acquisition is sufficient considering its own
environmental load, laws and regulations, 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

Acquisition Date

Integrated Certification
Acquisition Date

Kakegawa Factory

November 1998

November 2010

June 2000

November 2010

February 2001

November 2010

Acquisition Date

Integrated Certification
Acquisition Date

March 2001

November 2010

September 2002

November 2010

Yamaha Music Manufacturing Japan Corporation

August 2014

August 2014

Kitami Mokuzai Co., Ltd.

August 2014

August 2014

Site

Acquisition Date

Integrated Certification
Acquisition Date

Yamaha Resort Inc.

November 2001

August 2011

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

Domestic Group Manufacturing Companies
Site
Yamaha Fine Technologies Co., Ltd.
Sakuraba Mokuzai Co., Ltd.

Resort Facilities

Overseas Group Manufacturing Companies
Site

Acquisition Date

Yamaha Electronics Manufacturing (M) Sdn. Bhd.

December 1998

Tianjin Yamaha Electronic Musical Instruments, 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

56
Yamaha Sustainability Report 2020

Environmental Management Promotion Initiatives
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 usedat Yamaha Group production companies and resort facilities in Japan and overseas.
For data related to environmental accounting, please refer to the Environmental Data page.
Environmental Data

Environmental Education and Training
The Yamaha Group offers a variety of training and education opportunities to employees in an effort to raise theirknowledge 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 andtraining for individuals in charge of environmental facilities.*2 Training is performed through the year as needed for specificbusiness sites or processes.
*2 Environmental facilities are sites with the potential of polluting the environment should an accident occur. Lists of environmental facilities arecompiled at each business site and facilities are managed accordinglySpecialized 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,
and chemical substance handling. Specialized training sessions are conducted after defining and compiling lists of theskills required for processes that have a particularly large impact on the environment and examining the related educational
needs. Furthermore, staff of the Environmental Division at Yamaha Corporation perform follow-up monitoring regarding the
education of employees responsible for the aforementioned tasks at overseas factories. In fiscal 2020, wastewater
managers at Xiaoshan Yamaha Musical Instruments Co., Ltd., in China received such specialized training in Japan.
In addition, we conduct education related to chemical substance management and the prevention of accidents suchas leaks of environmental pollutants based on the Yamaha Group Chemical Substances Usage Standard and the YamahaGroup Environmental Equipment Standards. Emergency response drills are also performed.
Furthermore, Yamaha’s technical academy program includes the Eco-design Course for product planners, developers,
and designers through which education on eco-friendliness in products is provided.

Internal Environmental Auditor Training
Training for the personnel that carry out activities for self-regulating environmental preservation measures is imperative toimproving 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 1,175 participants have obtained internal environmental auditor
qualification, and of these, 346 employees are still currently employed by the Group, which represents approximately 6%of employees at relevant business sites.
We hold also an Internal Environmental Auditor Brush-Up Seminar to improve the skills of staff members responsiblefor internal audits in the given fiscal year.

Promotion of Eco-Conscious Activities by Employees
The Yamaha Group provides support and training to improve the environmental awareness of all employees and to promote
eco-conscious activities by employees in their daily lives.

Environmental Awareness Activities in the Home: Smart Life in My Home Commitments and My Eco
Commitment Coloring Page
The Yamaha Group works with the Yamaha labor union to promote 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
at employees’ homes, and the “My Eco Commitment Coloring Page” for families with children.
In fiscal 2020, an aggregate total of 518 employees declared “Smart Life in My Home Commitments,” and reports
were made on superior energy conservation and other activities performed in the home. Awards were presented to four
particularly exemplary activities.

57
Yamaha Sustainability Report 2020

“My Eco Commitment Coloring Page”“Smart Life in My Home Commitments”
activity reports

Green Eco Curtain Activities in Employee Homes
Beginning in fiscal 2010, the Yamaha Group has
been encouraging employees to create Green Eco
Curtains in their homes in conjunction with theGreen Eco Curtain activities conducted at Yamaha
business sites.
Green Eco Curtain Activities

Green Eco Curtains at business sites and employee homes

Prevention 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 business activities. These Group standards are regarding the installation,
management, and operation of environmental facilities. Compliance with these standards is being pursued in a systematic
matter based on roadmaps set on an individual business site basis, and we plan to achieve full compliance with thesestandards at all sites in fiscal 2022. In this manner, we aim to keep the number of accidents resulting in environmental
pollution at zero.

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

58
Yamaha Sustainability Report 2020

Environmental measurements being
performed

Environmental Audits
The Yamaha Group conducts internal environmental audits according to the ISO 14001 integrated management system inorder to prevent environmental accidents and violations of law. In addition, we conduct environmental audits calling on
the expert knowledge of the Yamaha Corporation
Environmental Division and in accordance with the
Yamaha Group Environmental Equipment Standards.
Yamaha auditing staff acquire internal environmental
auditor certification based on ISO 14001 standards aswell as official qualifications related to environmental
preservation, such as Pollution Control Manager andWorking Environment Measurement Expert certifications.
Shared Groupwide checklists are used to scorecompliance with equipment standards at business sites
and environmental risks. By clarifying priorities and items
requiring a response, the Company 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 2020, we conductedenvironmental audits at four sites in Japan and four sites
overseas.

94% response rate to risks

92% compliance to standards

1. Environmental facilities

Design standards
100
80
60
40
20
0

Examination
standards

5. Overall
organization

Operational
standards

4. Wasteproducts

100
80
60
40
20
0

2. Wastewaterdisposal

3. Overallfactory

Environmental audit conducted by auditing staff of Yamaha Corporation’s Environmental Division

Emergency Preparedness
The Yamaha Group implements frameworks and conducts training sessions to prevent environmental pollution caused byleaks 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 Yamaha Group identifies risks using uniform Groupwide evaluation
standards and implements improvement measures and refines procedures pertaining to emergence response measures atbusiness sites deemed to face significant risks through these evaluations. Additionally, business sites have prepared
procedures, equipment, and stockpiles to respond to such emergency situations and are conducting emergency response
training.

59
Yamaha Sustainability Report 2020

Emergency response training

Pollution and Hazardous Substance Response Measures
The Yamaha Group constantly monitors wastewater to prevent wastewater from business sites from negatively impacting
water and related habitats. Furthermore, we conduct regular surveys on the impact of wastewater on life-forms and thewater quality in the waterways to which waste is discharged. In the past, the Yamaha Group has conducted cleanup
measures at two sites where soil and groundwater contamination occurred due to chlorine-based organic solvents. We
have already completed groundwater cleanup activities at the Toyooka Factory of Yamaha Corporation. In addition,
conditions at Yamaha’s headquarters office have been restored to near-standard levels, and we continue to advancecleanup activities today. We have completed soil contamination cleanup activities at both sites.
In addition, all domestic Group business sites have completely disposed of large machinery, such as transformers
and condensers that contain high-density polychlorinated biphenyl (PCB), and received registration for disposal of small,high-density PCB waste articles, such as fluorescent lamp stabilizers. Furthermore, disposal of devices containing lowdensity PCBs has been completed at four sites: Toyooka, Tenryu, Iwata, and Katsuragi. At the main factory of YamahaMusic Manufacturing Japan Corporation, the Company upgraded wastewater processing equipment in March 2018 inorder to improve earthquake resistance and processing capabilities. This new equipment can process twice as muchwastewater as the previous equipment and has been designed to withstand an earthquake with an intensity of 6 upper to 7
on the Japanese seismic scale.

Groundwater purification equipment at theheadquarters office

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

Chemical Substance Management and Emission Reduction
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 the Environment and Promotion of Improvements to the Management Thereof (PRTR Act) and takes steps
to reduce emissions of these substances from its production processes and products. These precautions are part of ourefforts to minimize the negative 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, evaluations of the dangers of these substances and their potential impacts on the environment are
performed, and the necessary steps are taken to mitigate risks.
At present, the chemical emissions that occur in the course of production processes in the Yamaha Group companies
mainly consist of volatile organic compounds (VOCs)*2 from product coating and adhesive processes. The Group constantly

60
Yamaha Sustainability Report 2020

monitors VOC emissions and is working to reduce such emissions by installing treatment equipment and using alternative
substances. (For details regarding VOC emissions, please refer to the Environmental Data page.)
Factories in China are introducing VOC treatment equipment in their efforts to reduce emissions of such substances.
Meanwhile, PT. Yamaha Music Manufacturing Asia of Indonesia is implementing used thinning agent recycling initiatives
and was thereby able to reduce emissions of these substances by approximately 70% in 2019.
*1 Safety data sheets are used to record information on the potential dangers and handling methods for chemical substances and products
containing chemical substances regulated under the Industrial Safety and Health Act, the Poisonous and 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 andsuspended particulate matter

Environmental Data

VOC treatment facility at Hangzhou YamahaMusical Instruments Co., Ltd.

VOC treatment facility at Xiaoshan YamahaMusical Instruments Co., Ltd.

VOC treatment facility at Tianjin Yamaha
Electronic Musical Instruments, Inc.

Reduction of Chemical Substance Emissions in Coating Processes
Coating processes are performed to give musical instruments and automotive interior components their beautiful
appearance and durability. In these processes, Yamaha continues to research and introduce coating methods that lower
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 we aremaking use of these applications in the production process.
Yamaha Music Manufacturing Co., Ltd., 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 coatingprocess inside of the mold. This method has been adapted for automobile interior components. By switching fromtraditional spray coating to in-mold coating, this company has achieved adhesion efficiency*3 of more than 90% while
lowering the amount of organic solvents released into the atmosphere using less coating. Ventilating operations in theworkplace have been significantly reduced as well, contributing to a reduction in the amount of energy used. Through thiscoating method, we were able to reduce the amount of styrene used in fiscal 2020 by approximately 51 tons.
*3 Adhesion efficiency is the ratio of materials adhering as a coating compared to total used

In-mold coating process (YMC: Yamaha Mold Coating)61
Yamaha Sustainability Report 2020

Spray coating process

Protection of the Ozone Layer
The Yamaha Group has historically worked to reduce usage of fluorocarbons to protect the ozone layer. We haveeliminated the use of all specified chlorofluorocarbons (CFCs) and hydrochlorofluorocarbons (HCFCs). Since eliminating
the use of all special CFCs in manufacturing processes in fiscal 1994, we have been using HCFCs, which have a lower
ozone depletion potential compared to special 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 2020, the Yamaha Group did not violate any laws, receive fines, pay fees, or be named in any lawsuits with respect
to environmental concerns. The Yamaha Group did not experience any accidents having an effect on the outsideenvironment, nor did we receive any significant complaints.

Environmentally Friendly Products and Services
Environmentally Friendly Design and Green Procurement
The Yamaha Group performs product life-cycle assessments that 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 of specific products.
For chemical substances contained in our products, we have 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* The size of each circle indicates the relative environmental impact associated with the respective stage in the product life cycle.

Acoustic Instruments

Characteristics• No energy consumption during use (lack of need 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 like that seen for household appliances

Measures• Sustainable timber procurement that does not contribute to deforestation or resource
depletion• Extension of lifespans through enhancement of maintenance services and reuse frameworks• Development of material recycling frameworks

Acoustic instrument life
cycle

62
Yamaha Sustainability Report 2020

Electronic Instruments

Characteristics• Lower energy consumption than standard household appliances as most products do nothave idle power consumption• Lifespan on par with standard household appliances• Large environmental impact from manufacturing metal components due to need for
excavation and smelting, environmental pollution risks from runoffs from plastics andchemical substances• Lack of material recycling infrastructure like that seen for household appliances

Measures• Reduction of use and replacement of substances that impact the environment• Extension of lifespans through retrofitting• Utilization of biomass and other renewable resources• Development of material recycling frameworks
Electronic instrument life
cycle

AV Equipment and IT Equipment

Characteristics• Relatively large energy consumption due to constant operation of some IT equipment andidle power consumption of AV equipment• Lifespans heavily influenced by specifications and versions of connected equipment• Large environmental impact from manufacturing 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 like that seen for household appliances

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

Management of Chemical Substances Contained in Products

AV equipment and IT
equipment life cycle

Some chemical substances contained in distributed or sold products 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 the Standards for Chemical Content in Products. Thesestandards are used to manage chemical substances in products during design and development to help ensure legal
compliance and reduce environmental impacts. The standards are revised when necessary in response to legislativechanges, the accession of voluntary 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 make up finished products. The Yamaha Group established amanagement system in fiscal 2009, and supplier cooperation is requested as we conduct surveys of the chemical
substances contained in parts and work to manage these substances.
Furthermore, the Yamaha Group has adopted the industry-standard format for the communication of information on
the chemical substances contained in products.*1 We also have systems in place for furnishing flexible responses to theongoing addition of 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 Restriction of Chemicals (REACH) regulations.*2 At
the same time, Yamaha holds briefing sessions to gain the understanding and cooperation of suppliers in regard to
managing the chemical substances used in components.
*1 The Article Information Sheet (AIS), a basic communication sheet endorsed by the Joint Article Management Promotion consortium for providing
information on chemical substances contained in products, is the industry-standard format. However, a transition is currently under way from
AIS to the chemSHERPA® (chemical information SHaring and Exchange under Reporting PArtnership in supply chain) standard. Through the
adoption of such standards, 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 an amount exceeding a defined threshold be contained within a product.
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Yamaha Sustainability Report 2020

Promotion of Green Procurement
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 Green Procurement Standards
unveiled in 2002 compile our requests of suppliers, 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 substance management 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 Green Procurement Standards are revised as necessitated by changes in the global regulatory climate.
Green Procurement Standards

Yamaha Eco-Products Program
The Yamaha Group launched the Yamaha Eco-Products Program in 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 thedecision-making process when selecting a product.

Certification under Yamaha Eco-Products Program (As of March 31, 2020)
A total of 46 new product models were certified under the Yamaha Eco-Products Program in fiscal 2020.
As of March 31, 2020, the number of certified products, including prior products, was 425, of which 58
were newly developed products bearing the Eco-Label.
Yamaha Eco-Label

Product Certified in Fiscal 2020
Reason for certification: Energy efficiency (exceeding energy
consumption efficiency standard of 125% described in Act on the Rational
Use of Energy)
Yamaha Eco-Products Program
Sustainable Consumption
SWX2310 series intelligent L2 switch

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

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Yamaha Sustainability Report 2020

Sustainable Resource Use
Timber Resource Initiatives
Many of the instruments that the Yamaha Group produces, such as
pianos and string, percussion, and wind instruments, are primarily
made of wood. Large amounts of timber are also used when making
electronic musical instruments, speakers, and soundproof 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 inorder to better conserve this precious resource and to ensure its
availability for continued use in the future. The Yamaha Group alsoestablished the Yamaha Supplier CSR Code of Conduct, whichclearly stipulates points related to the harvesting and trading oftimber resources that suppliers are requested to observe. This policy
and code guide the Yamaha Group in conducting sustainableprocurement that is friendly to the environment and biodiversity andin fully utilizing timber, a highly renewable resource, without waste.

Breakdown of Timber Resources Used by the YamahaGroup by Origin(Fiscal 2020)

Harvesting region
breakdown (volume)
Total : 84,000m3

OthersAfrica

Japan
China

EuropeNorth
America

Yamaha Group Timber Procurement Policy

Southeast
Asia

Oceania

Yamaha Supplier CSR Code of Conduct
Specific volume figures can be found on the Environmental Data page.
Environmental Data

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

Timber Due Diligence
Sustainable use of timber requires consideration for forest conservation and fortimber resource volumes. At the same time, it is crucial to contribute to community
development, through employment opportunities and infrastructure, to sustain theeconomic viability of the supply chain. The Yamaha Group has established a due
diligence system to prevent the procurement of timber from illegal sources, and it
promotes a strict confirmation process for legality of timber harvesting throughsite visits and surveys of documents for procurement sources. In addition toenvironmental considerations, the Group is expanding the use of certified timber,which is produced in socially and economically sustainable forests and contributes
to the advancement of the community.
Legality assessment meeting
The Yamaha Group conducted a survey targeting all business partners fromwhich timber was purchased in fiscal 2019, assessing the place of origin, thelegality of harvesting, and the sustainability of relevant resources. Based on the
results, we performed stricter verification of legality for timber deemed torepresent a high risk due to issues with origin or tree species by undertaking
further investigation including local site visits and assessments by a committee
comprised of members of the Timber Procurement Division and the Sustainability
Division. We confirmed that 98.8% (volume ratio) of procured timber was low risk.
The Group conducts such surveys each year with the cooperation of suppliers andis aiming to achieve a 100% rate of low risk timber procurement. Additionally, we
are actively adopting certified timber. When calculated based on the fiscal 2021
Site visit
timber purchasing forecast, we project that certified timber will constitute 46% (byvolume, compared with 28% in fiscal 2020) of timber purchases for the year. In the medium-term management planannounced in April 2019, the Group set the goal of achieving a 50% purchasing ratio of certified timber over the three
years leading up to fiscal 2022. Smooth progress is being made toward accomplishing this target.

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Yamaha Sustainability Report 2020

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 Yamaha Group aims to address these concerns through Tone Forest activities, which are being advanced
through coordination with communities, government agencies, and academic institutions in Japan and around the world.
These activities are designed to contribute to community development and sustainable forest conservation in producing
regions while simultaneously enabling the Group to sustainably procure high-quality timber suited to musical instrument
production.

Initiatives in Tanzania (African Blackwood)
In fiscal 2016, Yamaha began investigating the African Blackwood (Dalbergia melanoxylon), an important material used forwoodwind instruments. These investigations are 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. The African Blackwood is classified as near threatened by the Red
List of Threatened Species compiled by the International Union for Conservation of Nature and Natural Resources, and a
downward trend in the resource volume has been seen in recent years. As a result of investigating the management statusof forests and the ecological status of these trees, including distribution, growth, and natural regeneration, we discoveredthat sustainable procurement is possible with 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 asa preparatory survey on a BOP (base of pyramid) business with the Japan International Cooperation Agency (JICA). Taking
place over the period spanning from fiscal 2017 to fiscal 2020, this process included the construction of a value chain forgenerating a cycle of forest conservation, timber use, and instrument production, as we tackled the issues that arose in
the pursuit of the quick development of said business model. Furthermore, we began working together with local NGOs
and community members in fiscal 2018 to conduct regular African Blackwood tree planting activities with the goal of
securing future resource volumes. In fiscal 2020, we had planted approximately 1,000 seedlings. By providing tree planting
and propagation techniques to the local community in cooperation with local NGOs, we are facilitating the systematic
cultivation of seedlings under the management of the local community. These seedlings will be transplanted into forests
on a yearly basis. Approximately 6,000 seedlings have been planted over the three-year period from fiscal 2018 to fiscal
2020, and ongoing monitoring of seedling growth is conducted after planting. We have confirmed the survival and growthof around 80% of the roughly 1,500 seedlings planted in fiscal 2018. As we accumulate the fundamental knowledge
required to raise high-quality trees, we are also striving to entrench and expand seedling cultivation and tree planting
activities as a forest management activity for the local community. In addition, Yamaha formed partnerships with local
timber producers and is conducting initiatives aimed at the effective use of existing resources, including procuring timberfrom forests that have been certified as being sustainably managed and improving the usage efficiency of wood materials.

Forest survey

Young African Blackwood seedlings (left) and growing seedlings (right)

Initiatives in Hokkaido (Sakhalin Spruce)
Kitami Mokuzai Co., Ltd., a Hokkaido-based company that manufactures piano soundboards, signed an agreement toestablish “Piano Forests” in cooperation with the Okhotsk General Subprefectural Bureau and the town of Engaru,
Monbetsu-gun, Hokkaido Prefecture in March 2016. Under this agreement, these organizations have been working
together to foster sustainable forests and expand the demand for Sakhalin spruce (Picea glehnii) plantation timber.
In recent years, it has become necessary to rely on imports for the majority of wood for use in piano soundboards due
to a decrease in natural Sakhalin spruce timber. Under this agreement, we are cooperating in the development ofappropriate forest management, planting, and other forestry activities for the Sakhalin spruce plantations owned by the
Okhotsk General Subprefectural Bureau and the town of Engaru. The aim of this initiative going forward is to once again
secure a stable supply of high-quality Sakhalin spruce timber for use in piano soundboards as well as to manage forests
and to ensure that the Okhotsk tree culture is passed on to future generations.

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Yamaha Sustainability Report 2020

In 2019, a group of approximately 80 people comprised of employees of Kitami Mokuzai and members of their families
gathered at a Sakhalin spruce plantation managed by the Okhotsk General Subprefectural Bureau to prune the trees(remove branches to improve timber quality). This pruning served as a prime opportunity for reaffirming how the
production of pianos will be supported by the forests, which will be shaped by years of time and substantial effort, and thetimber produced therein.
Furthermore, Kitami Mokuzai, the Okhotsk General Subprefectural Bureau, and the town of Engaru held exhibits at
the Mokuiku Plaza in the Chi-Ka-Ho event that took place in the Chi-Ka-Ho underground plaza in front of Sapporo Stationin January 2020. This event was designed to inform people of these forestry activities and to give them the opportunity tothink about the trees and forests from which the rich expressiveness of musical instruments originates. The exhibitfeatured panels and videos introducing the Yamaha Group’s timber-related initiatives, displays of Sakhalin spruce trees
and piano soundboards made from these trees, and corners allowing visitors to experience the different sounds producedby various materials. Handmade piano-shaped music box workshops were also held. In these workshops, wood offcuts
from piano parts manufactured by Kitami Mokuzai were used in resonance boxes, making for an exhibit that underscoredthe connection between trees and pianos.

Sakhalin spruce plantation

Timber used for piano parts

Exhibit at Mokuiku Plaza in Chi-Ka-Ho event

Music box workshop using piano offcuts

Employees of Kitami Mokuzai and membersof their families that took part in pruning

Environmental Considerations for Timber Resources in Product Creation
The Yamaha Group is proactively utilizing wood cultivated specifically 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 resource of trees on a sustainable basis.
In addition, the Group focuses on developing alternative materials that accurately reproduce the superior soundquality of scarce wood materials best suited for instruments.
Examples are introduced on the Application of Environmental Technologies page.
Application of Environmental Technologies

Conservation and Sustainable Use of Raw Materials
Resource Conservation in Products and Packaging
The Yamaha Group strives to use less resources in its products from a variety of standpoints, such as lowering productsize and weight, integrating several products into one, and reducing the sizes, and sometimes complete eliminating ofproduct packaging and cushioning. Furthermore, the Group is also engaged in efforts that will ultimately lead to less useof resources, such as extending the lifespans of its products and developing its piano renewal business.
Environmentally Friendly Products and Services
Initiatives to Extend Product Lifespans
Piano Renewal Business (Japanese Only)

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Yamaha Sustainability Report 2020

Utilization of Sustainable and Recyclable Materials
Yamaha is developing alternative materials that can 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 speakerboxes while incorporating recycled plastics into other products.
Environmentally Friendly Products and Services

Effective Use of Timber Resources
Yamaha is working to reduce losses by improving the yield ratio in timber processing while also reusing and recycling
wood chips from production processes. The Company is using offcuts in other components and either using, selling, ordisposing 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.

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 recovering and separating waste in order to reduce waste produced atfactories and offices and promote recycling. In Japan, the Yamaha Group has a recycling rate of approximately 99%.

Waste Reduction Initiatives
OfficeDetails
In November 2010, the Company introduced vacuum concentration equipment for liquid waste
and reduced the amount of waste acids and waste alkali generated in the wind instrument
manufacturing process by about 80%.

Toyooka Factory

In fiscal 2012, we began processing waste containing rare metals from the R&D Department as avaluable resource and making effective use of this resource.
The Company introduced a new liquid waste reduction CD dryer, taking the place of thedecompression and concentration equipment. This dryer was put into full operation in February
2019, which contributed to an approximately 30% reduction in emissions of specified controlledindustrial waste, such as waste acids and waste alkalis.

Kakegawa Factory

In September 2009, the Company installed more wastewater processing equipment and began
the in-house processing of wastewater containing adhesive agents generated in the piano
manufacturing process. These efforts have led to annual waste reductions of approximately 90
tons.
In September 2012, the Company increased its ability to process wastewater containing adhesive
agents. These efforts have led to annual waste reductions of approximately 270 tons.

Kitami Mokuzai Co., Ltd.

A liquid waste reduction CD dryer was installed in February 2019. This dryer has resulted in a
50% reduction in emissions of wastewater, sludge, and other waste.

Xiaoshan YamahaMusical Instruments
Co., Ltd.

In fiscal 2014, the Company reduced paint process-related waste by keeping the circulatingwater used in the musical instrument painting booths clean to enable longer usage, which
resulted in annual waste reductions of approximately 120 tons.

Yamaha Fine
Technologies Co., Ltd.

In fiscal 2012, the Company cut down on car part rejects by reducing equipment defects andquality defects. The result was a 16% reduction in overall factory waste production coupledwith energy and resource savings achieved through improved productivity.

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Yamaha Sustainability Report 2020

CD dryer (Toyooka Factory)

CD dryer (Kitami Mokuzai Co., Ltd.)For data related to waste, please refer to the Environmental page.
Environmental Data

Product and Packaging Recycling
The Yamaha Group complies with laws and ordinances related to recycling products and packaging in relevant countries
and regions, including the Waste Electrical and Electronic Equipment Directive of the European Union. In addition, we arepromoting efficient use of resources in Japan by establishing locations 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. The Group does not have large-scale production activities in areas
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 Group requires high-transaction-value suppliers that use large
amounts of water to provide reports describing water intake volume, the water-related risks they recognize, examples ofdamage, and other matters to maintain an understanding of water-related risks across the value chain.
Meanwhile, the plating and washing processes involved in wind instrument manufacturing use large volumes ofwater. Recognizing this fact, since the early 1970s the Yamaha Group has been reusing cooling water, recycling
wastewater from production processes using reverse osmosis membrane equipment, and implementing measures toprevent leakage in water-using facilities.
Protection of Biodiversity (Water Quality Preservation)
Prevention of Pollution (Monitoring of and Compliance with Laws and Regulations)
For data related to water usage and reuse, please refer to the Environmental Data page.
Environmental Data

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 pure water. (This facility has brought this company in compliancewith legal 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 preservation in electroplating factories by requiring companies engaged inelectroplating processes to conform to 56 items related to environmental preservation systems and equipment. Standards for metals such ascopper and nickel are stricter than those for general factory wastewater69
Yamaha Sustainability Report 2020

Wastewater treatment facility

Cooling unit using circulated water

Yamaha Musical Products Indonesia
Wind instrument manufacturer P.T. Yamaha Musical Products Indonesia (YMPI)
has introduced a wastewater treatment facility that enables the reuse of morethan 60% of wastewater. Furthermore, wastewater treatment processes havebeen rationalized to reduce the use of chemicals.
In addition, YMPI has installed equipment to allow cyclical reuse of thewash water used in recorder production processes. This equipment has reduced
water use by about 12,000 tons per year. In 2019, such equipment was deployedfor other processes, cutting water use by an additional 1,300 tons.
Wastewater treatment facility

Hangzhou Yamaha Musical Instruments
Piano and guitar manufacturer
Hangzhou Yamaha MusicalInstruments Co., Ltd., installed a newwastewater treatment facility in May
2016 in response to increasingly strict
wastewater standards. This facility
allows for wastewater to be purified tothe point that it can be reused. The
wastewater treated in this facility isused for cooling water and otherapplications, resulting in annual water
use reductions of 10,000 tons.

Wastewater treatment facility

Reuse of wastewater for cooling water

Wastewater treatment facility

Reuse of 100% of manufacturing processwastewater

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

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

Reverse osmosis membrane equipment

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Yamaha Sustainability Report 2020

Yamaha Musical Products Asia
At PT. Yamaha Musical Products Asia, which is scheduled to commence
production in fiscal 2021, we have completed construction of a state-of-the-art
wastewater treatment facility designed for the purpose of reusing wastewater inmanufacturing processes. Trial operation of this facility has already begun.

Wastewater treatment facility

Climate Change Mitigation and Adaptation
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 its global environmental preservation activity system overseen by the managing executive officer responsible
for the environment, the Yamaha Group is working to contribute to the global movement to reduce CO2 emissions. At thesame time, we are preparing for the potential impact of climate change 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 (GHG) emissions reduction targets inaccordance with scenarios based on scientific evidence, the Yamaha Group received certification from this initiative for its
medium- to long-term reduction targets in June 2019. 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 foranalyzing the impact of climate change on its finances and disclosing related information.
Going forward, the Group will continue to pursue reductions in GHG emissions and work to address the impact ofclimate 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.

*1 SBT is an international initiative that encourages companies to formulate GHG emissions reduction targets in accordance with scenarios basedon scientific evidence to contribute to the accomplishment of the goals of the Paris Agreement.
*2 TCFD is a taskforce created by the Financial Stability Board that has released recommendations aimed at facilitating appropriate investment
decisions through disclosure of the potential financial impacts of climate change.

Yamaha Eco-Products Program
Sustainable Consumption

Targets, Measures, and Results
Greenhouse Gas Emissions Reduction Targets (SBT-Certified)• Reduce total Scope 1*3 and Scope 2*4 GHG emissions by 32% from fiscal 2018 levels by fiscal 2031
• Reduce total Scope 3*5 GHG emissions by 30% from fiscal 2018 levels by fiscal 2031
*3 Scope 1 emissions are direct GHG emissions from a business operator through sources such as fuel use on company premises.
*4 Scope 2 emissions are indirect GHG emissions from use of electricity, heat, and steam supplied by third parties.
*5 Scope 3 emissions are indirect GHG emissions from areas of the supply chain not accounted for under Scope 1 and Scope 2.

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Yamaha Sustainability Report 2020

Major Greenhouse Gas Emissions 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 GHG emissions• Switch to purchasing renewable energy• Improvement of transportation efficiency and shift to low-carbon transportation methods (ships, trains) in distribution• Development of energy-efficient products (reduction of emissions from large-volume Scope 3 emissions category(product use))

Initiatives and Achievements to Date
Yamaha Corporation and domestic product sites are advancing energy conservation and other initiatives in manufacturing
processes and at offices to achieve the long-pursued target of reducing CO2 emissions per unit of production by 1% ormore each year. In fiscal 2020, after the establishment of SBT-certified targets, we began introducing renewable energy
on a full-fledged scale and thereby shifted to renewable energy for one-third of the power purchased at the Company
headquarters. At overseas production sites, quantitative reduction targets are set on an individual-site basis, and proactive
initiatives are being implemented toward the accomplishment of these targets.
In advancing emissions reduction initiatives, we manage GHG emissions volumes in accordance with theGreenhouse Gas Protocol.*6 In addition, third-party verification has been received for Scope 1 and Scope 2 emissions andcertain Scope 3 emissions since fiscal 2017.
*6 The Greenhouse Gas Protocol is a set of standards for calculating and reporting GHG emission volumes.

Third-Party Verification

Scope 1 and Scope 2 Emissions

Scope 3 Emissions(Yamaha Corporation and all production sites)*7 *8(Yamaha Corporation and all production(Fiscal 2020)
sites)

Total GHG emission (site / yearly emission coefficient)
Total GHG emission[10,000tons-CO2]

20.0
18.0
16.0
14.0

Use ofsold products 41%

12.0
10.0

14.0

13.3

2.6

2.5

FY2016FY2017

8.0

13.9

12.8

2.3

2.2

2.2

FY2018FY2019FY2020

13.5

Purchased
goods and services
40%

6.0
4.0
2.0
0.0

Scope1

Downstream
transportationand distribution 2%

Capital goods 5%
Fuel-and energy-related
activities (not includedin scope 1 or scope 2) 1%
Employee commuting 1%
Upstream transportation and distribution 10%

Scope2*7 The scope of data collection is comprised of the Yamaha Group
headquarters and major factories and resort facilities around theworld (estimated to account for over 90% of all Yamaha Groupsites*8).
*8 Two new production sites (Yamaha Music India Pvt. Ltd. and PT.
Yamaha Musical Products Asia) are not included among YamahaGroup business sites at this point in time.

CO2 Absorption through Tree Planting Activities in Indonesia
After conducting “Yamaha Forest” tree planting activities in Indonesia over the period from fiscal 2006 to fiscal 2017, theCompany confirmed the growth status of the forest via satellite imagery and estimated the volume of CO2 absorbed by thetrees in fiscal 2018. The Company estimates that approximately 42,000 tons of CO2 have been absorbed to date.
Protection of Biodiversity
Yamaha Group Environmental Data

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Yamaha Sustainability Report 2020

Greenhouse Gas Emissions Reduction Initiatives
Manufacturing Process Initiatives
Energy Conservation Activities at String and Percussion Instrument Factory
Yamaha Music Manufacturing Japan Corporation, which manufactures string and percussion instruments, has establishedthe Energy-saving Promotion Committee and has been engaged in initiatives to reduce CO2 emissions. Measures taken
have included ensuring the appropriate pressure for compressors, partitioning work booths, introducing power usage
monitors, and installing door and window screens for ventilation in offices. This company is also implementing measures
to improve energy efficiency and to save space by consolidating equipment inside factories and rationalizing equipmentlayouts. In fiscal 2016, this company applied a thermal-barrier coating to the roof of the factory, improving air-conditioning
efficiency as a result. The company will continue to conserve energy through the appropriate management of air
conditioning and the integration of processes.

Energy Conservation Measures at Piano Factory
Yamaha Music Manufacturing Japan Corporation is conducting a range of ongoing
efforts to conserve energy. Specific activities include removing unnecessary
lighting, changing from rapid-type fluorescent lighting to Hf-type lighting, replacing
prior compressors with inverter compressors, upgrading distribution transformers
and air-conditioning equipment, and improving air-conditioning control. Throughthese activities, this company has succeeded in reducing CO2 emissions byapproximately 270 t-CO2 and cutting electricity usage by approximately 570 MWh
on an aggregate basis over the six-year period from fiscal 2015 to fiscal 2020.
Cogeneration system at Kakegawa Factory

Reduction of Peak Power Consumption at Factory
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 factory roof. In addition, a summer time system was introduced infiscal 2015. Over the three-month period from July to September, the work start time is moved two hours ahead to 6:00
a.m. for certain automobile interior parts painting processes that require high levels of air conditioning. Through thesemeasures, the peak 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, such as improving labor efficiency by shortening facility operating hours, reviewing workplacelayouts to reduce air-conditioning requirements, and revising how steam is used during the winter.

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 andenhancing management of daily work activities to curb the increase in energy
consumption stemming from rising production levels. Recognizing these energy
conservation activities and other environmental initiatives, Hangzhou City
officials presented this company with a Cleaner Production Certification inaccordance 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 digitalelectricity meters in switchboards to enhance management of electricity
consumption and reduce losses from idle power consumption by machinery atnight• Sequential shift of electric light to LED lighting

Bulletin board providing notice of energy
conservation and other environmental activities

Environmental education for employees

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Yamaha Sustainability Report 2020

Environmental Initiatives at Resort Facilities
Yamaha Resort Inc. is implementing the following CO2 emissions reduction initiatives at the resort facilities it operates.
Reduction of CO2 Emissions and Fuel Consumption in Golf Course Operations (Katsuragi Golf Club):• Annual electricity savings of 25 MWh through “green fan” initiatives (greens maintenance) and adjustment of facility air
conditioning• Annual reductions in CO2 emissions of more than 8 tons achieved by switching from gasoline golf carts to electric carts• Approx. 30% reduction in heating boiler fuel consumption (heavy oil) and 1-hour reduction in boiler operation timethrough replacement of all large-scale, air-conditioning systems that use hot water for heating with energy-efficient
air-cooling systems (completed in fiscal 2020)
Improvement of Boiler Efficiency in Hotel Operations (Katsuragi Kitanomaru):• Two high-efficiency boilers installed to replace existing boilers in both fiscal 2019 and fiscal 2020
Transition to LED Lighting:• Annual electricity savings of 49 MWh through switch to LED lighting and installation of motion sensors in restrooms

Initiatives at Offices
Priority Electricity Conservation Measures
Electricity conservation measures at offices include reducing the amount 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 the transition to LED lighting in office spaces, and 1,080 fluorescentlights and mercury lamps have been replaced with LED lighting over the seven-year period spanning from fiscal 2014 to
fiscal 2020. As a result, annual electricity consumption has been reduced by 46 MWh. Meanwhile, the transition to LED
lighting outside of the Toyooka Factory has produced annual savings of 44 MWh while an additional reduction of 44 MWhin annual electricity consumption has been achieved by replacing approximately 3,200 fluorescent lights inside of thefactory with LED lighting over the four-year period from fiscal 2017 to fiscal 2020. Going forward, we will continue tosystematically transition to LED lighting in factories and offices.

“Cool Biz” and “Warm Biz” Initiatives
During summer (May to October), we encourage employees to wear 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.

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

Green Eco Curtain Activities
Green Eco Curtain activities help conserve energy and boost employee awareness through the planting of “curtains” ofmorning glories, bitter gourds (Momordica charantia), and other vine-type plants along the windows and walls of thebuildings.

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Yamaha Sustainability Report 2020

Green Eco Curtain at Yamaha Corporation’s headquarters office

Initiatives in Logistics
Energy Conservation and CO2 Emissions Reduction in Logistics
The Yamaha Group is working to increase energy efficiency and reduce CO2 emissions in logistics operations together withefforts to improve transportation efficiency and shorten transportation lead times. To this end, we are incorporating CO2
emissions reduction initiatives into various activities. For example, we are working to raise truck and container loading
ratios, review warehouse locations and transport routes to shorten transportation distances, examine the possibility ofincorporating low-carbon modes of transportation (ships and trains), revise transportation packing specifications, conduct
joint transportation with other companies, and dispose of waste in the area it is produced.
The Yamaha Group’s total domestic transport volume (including transportation by domestic sales companies, etc.) in
fiscal 2018 remained about the same as fiscal 2017 at 18.59 million ton-kilometers. CO2 emissions were also relatively
unchanged year on year at 2,820 t-CO2.
Reducing CO2 emissions from logistics requires the cooperation of transportation companies; so, we are working withthem to develop the necessary systems by requesting that the transportation companies we work with cooperate inenvironmental efforts and incorporating environmental matters into questionnaires.
Yamaha Group Environmental Data

Resource Conservation and CO2 Emissions Reduction in Piano Frame Transportation
Previously, Yamaha 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 distancesand reducing disposable packing material use, including for parts aside from piano frames.

Distribution flow using returnable packing racks

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

Import & devanning &maintenance / repair

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Yamaha Sustainability Report 2020

Port ofNingboPort of
Jakarta

Returnable packing rack for grand pianoframesFolded returnable packing rack (when being
returned)Standardization of Packaging for Shipping Components and Materials to Conserve Resources and Reduce
CO2 Emissions
The Yamaha Group designs and standardizes packing boxes according to the sizes of the containers used intransportation, thereby improving container loading ratios. We have thereby been able to reduce the number of containers
used and eliminate three tons of associated CO2 emissions a year. The Group has also cut down on paper resource usage
by designing packaging that uses as little cushioning and other packaging materials as possible. Going forward, it can beprojected that the supply of materials and components from overseas locations to Japan will increase. Our first step torespond to this trend will be to design standard packing boxes for piano components that can be used for transportation
between China and Japan, and we are engaged in verification testing with the aim of putting these packing boxes into
practical use.

Loading container with pre-standardization packing boxes (left) and loading container withstandardized packing boxes (right)

Endorsement of TCFD Recommendations
In June 2019, the Yamaha Group announced its endorsement of therecommendations of the TCFD. Based on these recommendations, we are analyzing
the risks and opportunities for our business that could result from climate change.
The results of these analyses are incorporated into management strategies, andinformation on the potential financial impacts is disclosed.
Category

Initiatives

Governance

Addressing climate change has been positioned as an important management strategy and a portion of oursustainability governance and management systems. Climate change and other important sustainability
issues are discussed at meetings of the Managing Council, which is headed by the president, at least oncea year, and the results of these discussions are reported to the Board of Directors to make for a system ofappropriate supervision by the Board of Directors.

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Yamaha Sustainability Report 2020

The risks and opportunities that may result from rapid climate change or the accompanying phenomena areincorporated into the important elements of business strategies. For example, the current medium-term
management plan includes among its core measures efforts to reduce GHG emissions, develop
environmentally friendly products, and realize sustainable timber use.
We recognize that the impacts of rapid climate change will likely be felt over the medium- tolong-term. Accordingly, we have defined the associated risks and opportunities from a medium- to longterm perspective looking to 2030 and beyond rather than based on the short-term timeframe of the threeyear medium-term management plan. The identified risks will be periodically examined and revised basedon internal and external trends going forward.

Risks and Opportunities

Strategy

The Group employed various scenarios described by the International Energy Agency to determine the risks
and opportunities that could occur as a result of the transformation of the operating environment inresponse to rapid climate change and the accompanying phenomena. The specific scenarios utilized wereRCP*9 2.6 (2°C scenario) and RCP 8.5 (4°C scenario). Based on these scenarios, we are evaluating thedegree of materiality of risks and opportunities based on their potential financial impact and likelihood ofmaterialization.
*9 Representative Concentration Pathways (RCP) scenarios are named based on the hypothetical radiative forcing level (theportion of energy transmitted to the earth that is trapped within its atmosphere) of the earth at the end of the century. For
example, RCP 2.6 refers to a scenario in which this radiative forcing level is 2.6 w/m2.

Major Climate Change-Related Risks and Opportunities
Transition Risks and Opportunities• Regulatory risks: Increased operating and equipment costs due to expanded carbon pricing (carbon taxes,etc.) and regulation• Technological risks: Reduce sales and diminished corporate reputation due to delays in adopting to
next-generation product or manufacturing technologies• Market opportunities: Increased sales of energy-efficient products (instruments, audio equipment, etc.),
voice communication equipment (for remote meetings), thermoelectric devices, and other products that
contribute to the realization of a low-carbon or carbon-free society

Physical Risks• Abnormal weather risks: Increased damages to the Company or its supply chain from typhoons, floods,
droughts, etc.

Risk
Management

The Risk Management Committee has been established as an advisory body to the president, and regular
evaluations and analyses are performed on the potential damages, frequency, and control levels of risks.
This process is used to facilitate ongoing improvements in risk control levels by identifying risks anddesignating the divisions responsible for managing these risks. 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 (BCPs) and implement other business continuity management initiatives toaddress the physical risks associated with natural disasters.
In fiscal 2020, we completed establishment of BCPs for all Yamaha business sites aroundthe 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 sitebasis. We have also implemented measures such as revising the locations and structure of Company
business sites and even external warehouses.
Countermeasures have been put in place for all material risks that have been identified at
this point in time, and we are committed to enhancing risk management initiatives going forward to ensurethat there are no significant impacts to our business over the medium- to long-term.

Metrics andTargets

The Company has set the medium-term targets of reducing total Scope 1 and Scope 2 GHG emissions by
32% and total Scope 3 GHG emissions by 30% from fiscal 2018 levels by fiscal 2031. These targets werecertified by international environmental organization SBT in June 2019. In addition, we have set a long-termtarget of cutting total Scope 1 and Scope 2 GHG emissions by 83% from fiscal 2018 levels by fiscal 2051. Ona short-term basis, we have established the target of reducing CO2 emissions per unit of production by 1%
or more each year at major domestic business sites.
We manage GHG emissions volumes in accordance with the Greenhouse Gas Protocol, andthird-party verification has been received for Scope 1 and Scope 2 and certain Scope 3 emissions since
fiscal 2017. Energy consumption amounts pertaining to Scope 1 and Scope 2 emissions are calculated on aby-source basis, which is translated into GHG emissions data using emissions coefficients. Third-party
verification is received for this data.
One example of CO2 emissions reduction activities was the fiscal 2020 switch to renewableenergy for one-third of the electricity purchased at the Yamaha Corporation headquarters. Looking ahead,
we are planning a phased increase in the portion of electricity purchased from renewable sources.

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Yamaha Sustainability Report 2020

Protection of Biodiversity
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 musical instruments, and the ecosystems that produce these resources. The
Group promotes appropriate business activities and appropriate timber use as well as environmental preservation activities
based on its commitments for the preservation of forests 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

Environmental Preservation and Biodiversity Protection Initiatives
Chemical Substance-Related Initiatives
To limit the impact of chemical substances on the environment and ecosystems, Yamaha 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 and conducting monitoring and audits to prevent wastewater fromfactories from contaminating public water systems, soil, and groundwater.
Prevention of Pollution

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

Preservation of Forests and Natural Environments
Yamaha Forest Activities in Indonesia
Over the period spanning from fiscal 2006 to fiscal 2017, Yamaha Corporation and six
Indonesian subsidiaries carried out Yamaha Forest activities in the form of planting inIndonesia, thus contributing to the regional society.
Indonesia is a treasure trove of diverse world species. In recent years, however, the forests that produce the bounty of
biodiversity have been in rapid decline. Phase 1 activities of the Yamaha Forest project began in fiscal 2006 and involved
planting approximately 110,000 saplings over roughly 127 hectares of public land in Sukabumi, West Java in a joint effort
to restore the functionality of forests by Yamaha Motor Co., Ltd., and its subsidiaries. This area has been designated by
the provincial government as “HUNTAN KOTA” (city forest preserve) and is managed appropriately. Phase 2 of the Yamaha
Forest project, which commenced in fiscal 2011, involved planting approximately 50,000 saplings over about 50 hectaresof arid land in Ciremai National Park in Kuningan, West Java to regenerate natural forests and restore ecosystems. In a
joint effort with the Japan International Cooperation Agency (JICA), the Ministry of Forestry of Indonesia, and the Forestry
Department of the University of Kuningan, we planted tree types selected based on academic studies in order to restore
natural forests and rehabilitate ecosystems in accordance with regional characteristics. Furthermore, annual tree planting
events saw participation by local associates. These events consisted of commemorative tree planting and environmental
education programs for children from local communities. Yamaha transferred control of this area to Ciremai National Parkin fiscal 2017, and the area is being preserved for future generations through the management of the local government andother people involved.

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Yamaha Sustainability Report 2020

In fiscal 2018, the Company confirmed the status of forest growth using satellite imagery and estimated the CO2
emissions absorbed by the forests in the Yamaha Forest areas from both Phases 1 and 2 of the project. The Company
estimated that approximately 42,000 tons of CO2 have been absorbed to date.

Record of Yamaha Forest Activities in Indonesia
Phase 1 (Fiscal 2006-2010)

Phase 2 (Fiscal 2011-2015)

Sponsor

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

Yamaha Corporation and six local Indonesiansubsidiaries

Cooperation

The Organization for Industrial, Spiritual andCultural
Advancement International

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

Location

Sukabumi Regency, West Java, Indonesia

Chiremei Mountain National Park, Kuningan
Regency, West Java, Indonesia

PeriodPeriod From December 2005 to March 2010

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

Main cause offorest loss

Destructive deforestation

Forest fires

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

Recovery of biodiversity, water source protection,
prevention of soil erosion, CO2 absorption andfixationArea

126.7 ha

50 ha

Number of trees
planted115,11052,870Type of tree

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

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

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

30,929 tons (12-year total)

11,542 tons (7-year total)

Volume of CO2
absorbed(Fiscal 2018 estimate)

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

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Yamaha Sustainability Report 2020

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

Enshunada Coastal Forest Recovery Support
In March 2007, Yamaha Corporation signed a “Shizuoka Forests of the Future Supporter” agreement with Shizuoka
Prefecture and Hamamatsu City. Based on this agreement, Yamaha works to support the reforestation of the Enshunada
Coastal Forest owned by Hamamatsu City. These activities include continuously planting young trees in a coastal forestthat was seriously damaged by pine weevils. Planted on an annual basis, the trees have been growing steadily.
In October 2019, the 12th planting event was held jointly with Yamaha Motor Co., Ltd. Approximately 110 participants,
including employees of Yamaha and Yamaha Motor and their families, and members of the community planted 300
resistant black pine (Pinus thunbergii) seedings.

Record of Tree Planting Activities

Iteration

Number oftrees
plantedTypes of trees

1st (2007)

115

Ubame oak (Quercus phillyraeoides), Japanese camellia (Camellia japonica), wax myrtle (Myrica
rubra)

2nd (2008)180

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

3rd (2009)

150

Japanese camellia (Camellia japonica), ubame oak (Quercus phillyraeoides), elegance female
holly (Ilex integra), camphor tree (Cinnamomum camphora), yeddo hawthorn (Rhaphiolepis
indica var. umbellata), Japanese hackberry (Celtis sinensis var. japonica), Japanesepittosporum (Pittosporum tobira)4th (2010)

155

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

5th (2011)

160

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

6th (2012)200

Japanese cinnamon (Cinnamomum japonicum), kurogane holly (Ilex rotunda), Daphniphyllum
teijsmannii, Japanese spindletree (Euonymus japonicus), border privet (Ligustrum obtusifolium)(Activities halted in 2013 for the purpose of constructing tide embankments)
7th (2014)

300

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

8th (2015)480

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

9th (2016)

245

Ubame oak (Quercus phillyraeoides), Japanese spindletree (Euonymus japonicus), black pine
(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)

Total

2,915
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Yamaha Sustainability Report 2020

Tree planting activities

Participants in tree planting activities

These activities were given the certification label (smile label) by the “Shizuoka Future Forests Supporter” office in theForest 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

Scarce Species Protection Activities
In September 2019, the Baby Sea Turtle Observation and Sustainable Beach Strategy event planned by Yamaha Motor Co.,
Ltd., was held at Enshunada Beach in Hamamatsu City, Shizuoka Prefecture. Approximately 60 employees from the
Yamaha Group participated. Since 1991, Yamaha Motor Co., Ltd., has continued to conduct these coastal ecosystempreservation activities to help save loggerhead sea turtles (Caretta caretta), which have been categorized as anendangered species.
On the day of the event, members learned about the habitat and coastal environment of the turtles, released baby
turtles into the ocean, and removed waste from the beach. Vegetation not indigenous to the area was also removed fromthe beach to protect tiger beetles (Chaetodera laetescripta), scarce organisms that live on the sandy beach.

Baby loggerhead sea turtles released into the
ocean

Non-indigenous plant removal activities

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Yamaha Sustainability Report 2020

Application of Environmental Technologies
Products Supporting Environmental Impact Reduction

Product / Service

Micro prober flexible
printed circuit conduction
and insulation inspection
devices(Yamaha Fine Technologies Co.,Ltd.)

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

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

Environmental
Characteristics / Benefits

Photograph

Related pages

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

Micro proberSupport for compliance with
automobile environmental
regulations and reductions inenvironment impacts fromdriving

Helium leak tester

Hydrogen leakdetectors

Promotion of hydrogen as
next-generation energy

Products Designed with Consideration for Timber Resources
Products Designed to Conserve Natural Timber Resources
Product / Service

RGX-A2 electric guitar(Japanese Only)

Overview

Photograph

Related pages

RGX-A2

Uses afforested timber inplace of natural timber(Japanese Only)

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Yamaha Sustainability Report 2020

Products Using Alternatives for Scarce Timber
Product / Service

Overview

Photograph

Related pages

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 scarceebony that uses alternative
material–

Carbon bows

Use of substitutes forbrazilwood and other scarcetimber–Products that Limit Chemical Substance Use (Enhancement of Timber Using A.R.E.*)
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

YVN500S

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

Yamaha Hall
(Japanese Only)

Yamaha Hall in the Yamaha
Ginza Building(Japanese Only)

Photograph

Related pages* Acoustic Resonance Enhancement (A.R.E.) is Yamaha’s proprietary technology for artificially stimulating the same changes in wood that occur
during natural aging in a short time to improve acoustic characteristics. Through precise control of temperature, humidity, and atmosphericpressure 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. Prior timber enhancement technologies often
utilize chemical agent-based enhancement methods; A.R.E., however, does not use any chemical agents in the processing stage. Therefore, thistechnology has a lower environmental impact.

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Yamaha Sustainability Report 2020

Fair 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 Group is aiming for the proper management of intellectual
assets, the construction and maintenance of fair relationships by eliminating questionable relationships with suppliers orother 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 andsafety, and fair trade to suppliers in order to promote sustainability throughout the supply chain of raw materials andcomponents. At the same time, the Group is engaged in sustainability procurement initiatives in collaboration withbusiness partners, such as by requesting cooperation in compliance efforts.

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 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.
UN Global Compact
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 of Government 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 on behalf of educational or public
institutions and to the acquisition of permits for building or operating factories. These risks create a need for anticorruption measures that account for the Corruption Perceptions Index* and the importance of specific production andsales sites. The Yamaha Group implements and enforces internal rules based on its Compliance Code of Conduct andconducts anti-corruption measures, training, and education to address these and other corruption risks. The Legal Divisionof Yamaha Corporation monitors such efforts and issues reports on these efforts to the Board of Directors.
* An index ranking the degree of corruption of a country’s public sector compiled by Transparency International

Thorough Enforcement of Rules
Rules regarding gifts and entertainment offered during the course of business activities have been established on a bydivision basis to ensure legal compliance. At overseas Group companies located in regions characterized by high risks ofbribery of government officials, awareness is maintained regarding the importance of clearly indicating to whom gifts orentertainment are to be provided along with the details of these gifts or entertainment. Prior application is required before
providing gifts and entertainment, and expenditures are tracked to prevent bribery of government officials.
7-2 Prohibition Against Gift Giving to and Entertainment of Government Officials, etc.
8-5 Prohibition Against Bribery to Foreign Government Officials

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Yamaha Sustainability Report 2020

Anti-Corruption Measures, Training, and Education
The Yamaha Group is implementing a myriad of measures to prevent bribery and other inappropriate transactions. In
addition to combatting misconduct in its own activities, the Group is also committed to addressing bribery risks in theactivities of business partners. To this end, some overseas Group companies take steps such as requiring business
partners to prohibit bribery and receiving pledges on this matter from business partners. Furthermore, the Yamaha
Supplier CSR Code of Conduct stipulates the prohibition of corruption 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 2020, no legal violations or government sanctions were incurred as a result of acts of corruption. In addition, no
reports on acts of bribery by the Yamaha Group were received from individuals claiming to be business partners of theGroup or their employees.
Helpline Operation

Responsible Participation in Politics
Basic Policy
With respect to involvement in politics and government policy, the Yamaha Group aims to demonstrate good faith inpromoting 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 the Yamaha Compliance Code of Conduct.
7-1 Transactions with Government and Public Officials
7-2 Prohibition Against Gift Giving to and Entertainment of Government Officials, etc.
7-3 Political Contributions
7-4 Response to Government Authorities

Political Contributions
The Yamaha Group takes a neutral stance toward political parties and politicians, and it complies with the Public Offices
Election Act, the Political Funds Control Act, and other laws and ordinances related to politics. It prohibits contributions
to individual politicians, which is prohibited by law, and to political 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 Company president, consult with the General Administration Division, theCorporate Finance Division, and the Legal Division, and confirm the contribution with the executive officers in charge ofinternal audits. Group companies are also required to conform to the restrictions of the political fund control laws of therespective countries when making political contributions 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 Apriland determine whether or not these rules are being appropriately observed throughout the Group.
7-3 Political Contributions

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Yamaha Sustainability Report 2020

Fair Trade Practice
Basic Policy
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 bedrock of healthy development in a market economy. Moreover, asa partner working closely with its suppliers and customers, Yamaha strives to maintain trusting relationships by practicing
fair trade. Yamaha familiarizes all Group employees with rules governing corporate practices concerning market
competition and rules regarding the maintenance of fair relationships with suppliers as laid out in the Yamaha Compliance
Code of Conduct.
5. Relationship with Business Partners
6. Relationship with Competitors

Fair Competition and Trade Frameworks and Policies
Transactions with subcontractors are tracked through the Group’s accounting system, and frameworks are in place toprevent payment delays. Furthermore, through opportunities that include 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 (Subcontractors Act) and of related standards as part ofmeasures to stay abreast of and familiarize employees with legal requirements.

Legal Training regarding Fair Trade Practices
In Japan, the manufacturing industry relies heavily on subcontracting, and, as such, fair trade is an important topic. Every
year, the Yamaha Group conducts training on laws and regulations including the Subcontractors Act, the Act on
Prohibition of Private Monopolization and Maintenance of Fair Trade (Antimonopoly Act), and consumer-related laws. At
overseas Group companies, we conduct training on fair trade for all relevant employees, primarily those of overseas sales
companies. These training sessions include subjects such as the prohibition ofillegally exchanging pricing information and controlling prices.

Legal Training (Yamaha Corporation and domestic Group companies)

Legal training participants*

Fiscal 2018

Fiscal 2019

Fiscal 2020

Approx. 140

Approx. 260

Approx. 200
Legal training* Aggregate total

Fair Competition Violations
In fiscal 2020, no legal sanctions were incurred as a result of involvement of Yamaha Group organizations in violations offair trade, anti-trust laws, or anti-monopoly laws. In Japan, the Yamaha Group cooperates with written inquiries from the
Small and Medium Enterprise Agency and the Fair Trade Commission and has not received any orders or warnings due toviolations of laws and ordinances.

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Yamaha Sustainability Report 2020

Promotion of Social Responsibility in the Value Chain
Basic Policy
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.
Sustainability Issues in the Value Chain

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 by dedicated staff members from
corporate divisions based on Group 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 selectedaccording to the standards set in the Yamaha Group Purchasing Philosophy. Inspections based on the Yamaha Supplier
CSR Code of Conduct, which contains items pertaining to labor, human rights, the environment, and other sustainability
considerations, are conducted when transactions are commenced with new suppliers and on a regular basis thereafter.
Corrective measures are implemented and transactions are reconsidered as necessary.

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

Sustainability-Related Requests to Suppliers
Supply contracts clearly state that suppliers are expected to comply with the Yamaha Supplier CSR Code of Conduct, andwe request that suppliers conduct regular self-assessments with this regard.
Yamaha Supplier CSR Code of Conduct

Specific Sustainability-Related Requests to Suppliers*1
Category

Requests

Labor and
Human
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.)
Appropriate response to conflict mineral issues

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

Category

Requests

Environmental
Preservation

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*1 In addition to the above, suppliers of lumber are requested to procure sustainable timber resources.
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Yamaha Sustainability Report 2020

Yamaha Supplier CSR Code of Conduct

Yamaha Supplier CSR Self-Assessment Questionnaire

Supplier Self-Assessments
In fiscal 2020, 117 potential suppliers conducted self-assessments as part of the process of examining the possibility ofcommencing transactions. In addition, our second simultaneous supplier assessment was administered to 3,748
companies,*2 and results reports were received from 3,694 companies (response rate of 98.6%). Corrective actions wererequested of 11 companies deemed to have management system deficiencies based on assessment results, and thesemeasures have since been completed at five companies. With regard to suppliers at which corrective measures have notbeen completed or from which reports have not been received, steps are being taken to confirm conformity with the
Supplier CSR Code of Conduct, the status of acquisition of accreditations, and risks associated with information
disclosure. To those suppliers for which the risks are determined to be of a significant degree, ongoing compliancerequests will be issued and assessments of whether transactions can be continued will be conducted when formulatingprocurement policies and plans.
*2 The aggregate number is given as some suppliers may have conducted more than one self-assessment due to having multiple local production
companies.

Education for Employees Responsible for Procurement
The Yamaha Group promotes internal training for its employees responsible for procurement to ensure to fair trade. Topicsof this training include the Act against Delay in Payment of Subcontract Proceeds, Etc. to Subcontractors (Subcontractors
Act), laws related to contracts, and various regulations related to trade and procured goods. When conducting the second
simultaneous supplier assessment, we also held briefings for the Group employees who will be responsible for requestingthat suppliers conduct self-assessments and corrective actions. These briefings were held a total of nine times andattended by 176 employees, primarily those employees in charge of procurement at production sites in Japan and overseas.
Furthermore, the Group conducted briefings related to sustainable timber procurement (confirmation of legality of timber,etc.) for 150 employees responsible for procurement at production sites within and outside Japan.

CSR procurement briefings (two in Indonesia, one in Malaysia, one in China)

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 and society. The Yamaha Group is focused on themes that
include green procurement and the sustainable procurement of timber, an important material for instruments and otherproducts.
Sustainable timber procurement activities
Green procurement activities

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

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 other services. We also work together with these partners
to contribute to worker safety and environmental preservation while striving to foster an atmosphere in which it is easy toshare thoughts through relationship building activities. In October 2019, we held a lecture on the United Nations
Sustainable Development Goals (SDGs) at a gathering of suppliers in Japan, during which we provided an overview ofSDGs and introduced Group initiatives related to human rights and other matters. Furthermore, we confirm the status ofcompliance and CSR measures at the waste treatment subcontractors used by domestic production sites through site
visits and other measures. We have also joined 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 throughexchanges of waste treatment information and support for facility tours and other events.

Activities in Fiscal 2020
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: Site construction work at 2 factories
Confirmation of compliance status at waste treatment subcontractors: 35 companies (on-site confirmation at 25
companies)

SDGs-theme lecture at training sessions fordomestic suppliers (81 participants)

On-site confirmation at waste treatment
subcontractor

Respect for Property Rights (Protection of Intellectual Property)
Basic Policy
The Yamaha Group believes that proper protection and use of intellectual property rights are essential for accelerating
innovation and inspiring creativity and make social development faster and healthier. The Yamaha Group, since its
inception, has proceeded to protect its business through the proactive acquisition of intellectual property rights. Also, theYamaha Group has proceeded to foster a culture of respecting others’ intellectual property rights and an organization thatis built on this respect.

Intellectual Property Protection Initiatives
The Yamaha Group is proactive in its efforts to acquire, protect, and utilize intellectual property rights created during thecourse of its business activities, such as those pertaining to new technological concepts, designs, products, or service
names. At the same time, we view respect for the intellectual property rights of others as a basic principle, and the89
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Compliance Code of Conduct contains stipulations pertaining to the protection of such intellectual property rights, which
are faithfully observed. When conducting preliminary surveys in conjunction with the announcement of new productdevelopment projects or the acquisition of intellectual property rights, the Yamaha Group strives to avoid infringing on
existing rights by improving the precision of its surveys through the implementation of tools that utilize artificial
intelligence technologies.
In addition, regulations and bonus systems are in place with regard to the rights (patents, designs, etc.) to newinventions produced as part of work. Yamaha also holds educational sessions for employees to ensure they are able toappropriately use intellectual property held by Yamaha or other parties. In addition to training upon hiring, Yamaha
Corporation is 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 ofpatents, copyrights, and general management of intellectual property.
6-3 Respect for Intellectual Property Rights

Patents
We have formulated a patent strategy to match the characteristics of our business and are working to build a strong
patent portfolio. With regard to specific businesses, we are engaged in patent activities with the main aims ofdifferentiation from other companies as well as the maintenance of a competitive edge, and we 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 patentrights retained in Japan and overseas, and we rigorously categorize and manage our portfolio of intellectual property withthe potential to contribute to the development of unique Yamaha products and to the establishment of a competitive
advantage. By optimizing our intellectual property portfolio and numbers of held rights, we are promoting the rational useof intellectual property.
The total number of patents and utility models for practical use held by the Yamaha Group in Japan as of March 31,
2020, was approximately 2,500. The total number held overseas, principally in the United States, Europe, and China, was
3,500 on March 31, 2020, making a global total of approximately 6,000.

Designs
The Yamaha Group views designs as an important element of product differentiation, and we are promoting theappropriate protection and use of designs through design rights and other intellectual property rights accordingly. As partof these efforts, the Yamaha Group has been ramping up the acquisition and exercise of design rights in countries andregions where there are many victims of counterfeiting.
As of March 31, 2020, we held approximately 1,280 design rights, with 440 in Japan and 840 overseas.

Copyrights
In addition to patents, designs, and trademarks, the Yamaha Group has produced a large number of copyright works in thesound, music, and other fields. Music-related copyrights are a particularly important form of intellectual property, and theGroup manages and utilizes these rights, taking legal action when necessary. Education and training on the proper use of
copyright 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 divisionsand Group companies.
In addition, the Company has been revising the Copyright Guide, an in-house training tool related to copyrights, as
needed to respond to new laws, regulations, and social trends. In Japan, the Company began distributing a revised guidein April 2019 based on the amendments to the Copyright Act implemented at the end of 2018 and beginning of 2019.

Internal copyright seminar

In-house copyright-related
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Brands
Our brands have been an important asset, and a symbol of our responsibility toward customers and society, since theestablishment of the Company. The Yamaha Group has implemented rules governing brand display methods and is
working to improve brand value through appropriate use based on management standards related to Yamaha brands andunder the guidance of the Brand Strategy Committee, a Companywide brand management organization. Furthermore,
Yamaha has trademarked its brand in almost every part of the world and conducts preliminary surveys and acquires rights
via the appropriate methods for the sub-brands of its products, services, and technologies.

Counterfeit Product Countermeasures
Through ongoing countermeasures for combatting unauthorized usage of Group intellectual properties and counterfeit
products, issues that are on the rise across the globe, the Yamaha Group continues to take action against these problems
in order to eliminate 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 the Internet and social media. We are also
networking with local authorities in Africa and other regions and ramping up other counterfeit product countermeasures.

Yamaha Group Tax Compliance
The Corporate Philosophy of the Yamaha Group is, “With our unique expertise and sensibilities, gained from our devotion
to sound and music, we are committed to creating excitement and cultural inspiration together with people around theworld.” We are working to secure a high level of profitability based on global competitiveness and increased management
efficiency, and we are 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.

Basic policy
The Yamaha Group strives to improve not only the company’s values but also boost economic and social development allover 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 ineach state and region where we operate.

Tax governance
The Yamaha Group endeavors to establish, maintain and strengthen our tax governance. Due to an understanding of therisks arising from international taxations, we have positioned 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.

Structure of tax management
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 the basic policies and tax related rules fully
understood by all group members. The division keeps each employee of the Yamaha Group companies informed about allprocedures and their implementation.
The managements of the Yamaha Group companies endeavor to establish and maintain internal control regarding tax
in accordance with the Yamaha Group Tax Policies & Rules.

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

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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 and international laws such as the utilization ofTax Havens.

Transfer pricing
The Yamaha Group strives to realize fair income allocation in accordance 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 regular monitoring of the profits and losses of Group
companies. In addition, the Yamaha Group strives for the implementation of Advanced Pricing Agreement (APA) with tax
authorities to avoid the risk of retroactive transfer pricing taxation.

Relationships with tax authorities
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 matters with them in advance to mitigate any predicted risks.

Securement of transparency
The Yamaha Group discloses information on its tax in accordance 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.

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Consumer Issues
At the Yamaha Group, our primary mission is to continue to provide products and services that satisfy our customers.
In addition to managing the quality and safety of products and services, 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 of universal design and proposals for products andservices 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 tocustomers. 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 the Compliance 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 of Information

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, catalogues, websites, and other accessible mediums provide basic information on products andservices, such as specifications, as well as information on the safe use of these offerings in order to educate customers onsafe usage methods and prevent accidents. In addition, we provide safety awareness information about musicalinstruments in catalogs for school instruments and equipment.
Precautions Pertaining to Safe and Proper Product Usage
Should a product defect or product- or service-related accident occur, the Company will notify the relevant authorities aslegally required and promptly provide recall and other information necessary for ensuring customer safety in theappropriate manner. When such issues are deemed particularly serious or urgent, the Company will take the necessary
steps to inform customers via the channels viewed as appropriated based on sales and usage trends. Such channels may
include announcements via websites, press conferences, newspapers, specialized magazines, or social media or direct
mailing or telephone calls.
In March 2020, the Company received reports regarding wireless guitar products of Line 6, Inc., launched in 2016
stating that, on rare occasions, irregular levels of heat would be generated when charging transmitters. To prevent theoccurrence of this heat generation, a firmware update and information on a product recall were uploaded to thiscompany’s website, and the appropriate measures were taken.
Important Notice regarding Relay G10 Series Products

Legal Violation regarding Labeling and Advertising
In fiscal 2020, seven incidents of legal violations regarding product labeling were detected (cases of insufficient/inaccurate labeling despite meeting regulation/certification standards). All of the incidents were handled appropriately.
No penalties were imposed regarding these legal violations.
Product and service safety information regarding product defects can be found here.
Product/Service Safety

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 to prevent adverse impacts on the lives, health, and assets of93
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customers and other individuals involved in the life cycles of our products and services. The Group defines provisions for
ensuring the safety of products and services in its Compliance Code of Conduct. To put these provisions into practice, weestablish 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 product safety through safety-conscious product design, safety
inspections, and appropriate compliance with relevant laws and regulations.

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 the risk assessment process, we identify and project
potential risks related to products and their use. We are thereby able to examine methods for the minimization or removalof 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 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 International Trade and Industry and the National
Institute of Technology and Evaluation also evaluate risks by using the R-Map method.

Safety Reviews of Major Products
The Yamaha Corporation Quality Assurance Division conducts labeling confirmation and safety inspections of major
Yamaha Group products on the market (approximately 40 products per year) and provides feedback on the results to therelevant department in order to improve safety.

Response to Product Regulations and Standards of Different Countries
The Yamaha Group monitors information regarding regulations, decides internal policies, and implements systems toguarantee full compliance with the regulations and standards of relevant countries pertaining to product quality andsafety as well as environmental protection.
In response to the recent international tightening of regulations applying to electromagnetic waves, Yamaha
Corporation has installed electromagnetic wave measurement equipment and various other kinds of measurement,
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 to this trend, the Company has
implemented a management system for chemical substances contained in
products and established its own Standards for Chemical Content in Products.
These standards have been used to manage chemical substances during the
product design and development phases and have helped facilitate legal
compliance while reducing environmental impacts. The standards undergo
revisions when necessary in response to legislative expansion and change, theaccession of voluntary standards, and other factors. The Group also aspires tofurnish swift and accurate responses to changes in regulations in relevant
countries. To this end, we will work closely with overseas subsidiaries to share
Anechoic chamber used for electromagnetic
information in order to enhance legal information management systems.
wave measurement

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

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Product Safety Training
The Yamaha Group includes product safety training courses in its human resource training programs. These courses covera variety of safety-related topics, ranging from examinations of safety issue case studies and risk management practices
for all areas of operations spanning from the product development stage to post-development. When including the productsafety courses implemented until fiscal 2019, an aggregate total of 285 employees, primarily from the engineering anddevelopment divisions, completed these courses over the 10-year period from fiscal 2011 to fiscal 2020, making for a totalof 1,576 hours of training.

Legal Violations and Defects Involving the Safety of Products and Services
In fiscal 2020, there were three market response incidents involving product safety defects. These three incidents did not
result in personal injury and were not legal violations resulting in punishment.

Quality Assurance
Quality Management System
The Yamaha Group pursues quality improvement through the implementation of a quality management system to ensure
the production of high-quality products and the provision of high-quality services.
Groupwide quality policies and objectives as well as important quality-related measures are deliberated on by the Quality
Committee, which is chaired by a managing executive officer. Based on these deliberations, the president will issue
instructions that will be relayed to business divisions and Group companies via the head of Yamaha Corporation’s 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 towhich these targets are met and to perform quality audits (refer to the next section), and reports on these matters areissued to the Quality Committee.
In addition, the Group Quality Management Policies &Rules state that quality-related reports, including thosepertaining to quality issues, from throughout the Groupare to be managed in a concentrated manner by the headof the Quality Assurance Division of the Yamaha
Corporation in order to strengthen Groupwide quality
assurance governance.

ISO 9001- and IATF 16949-certified sites(As of March 31, 2020)
ISO 9001: Acquired in six business domains
IATF 16949: Acquired in one business domain

Quality Audit
Auditors of the Yamaha Corporation Quality Assurance Division conduct quality audits to check whether or not thebusiness division quality management systems and product and service quality 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 divisions issue instructions to and perform auditsof the factories they oversee, both inside and outside of Japan, in pursuit of higher product quality.
In order to further improve the effectiveness of quality audits, the Yamaha Group is implementing improvement
activities targeting both quality audit results and processes.

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Quality Training
The Yamaha Group’s human resource training programs include specialized quality technique training as well as rankbased training with the goal of improving quality awareness and quality management skills. In fiscal 2020, the YamahaGroup held quality engineering courses, product safety risk assessment courses (R-Map), and other courses. Furthermore,in order to eliminate risks connected with misconduct regarding quality, all domestic Yamaha Group members took part indanger prevention training sessions that focused on eliminating risks associated with quality-related misconduct. Goingforward, the Yamaha Group will restructure its quality assurance training programs to facilitate the acquisition of qualityrelated skills by mid-level employees in the engineering field while revising quality management training to raise quality
awareness among management.

Sustainable Consumption
Basic Policy
Both companies and consumers are pressed with the urgent task of moving toward more sustainable production andconsumption to escape from the cycle of massive production and waste that is destroying our environment and depleting
our resources. The Yamaha Group is considerate of the environment and society, with regard to such matters as resource
recycling and decarbonization, in its procurement of materials and its provision of products and services while promoting
the shift toward more sustainable consumption patterns by encouraging others to practice such consideration.
Sustainable Resource Use

Provision of Information Related to Environmental Considerations in Products
In order to spread use of products and services that are in consideration of 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 website. In 2015, the Group launched the Yamaha
Eco-Products Program to promote product development that is considerate of environmental issues. By attaching the
Yamaha Eco-Label to products certified as Yamaha Eco-Products through this program, we aim to provide customers witheasy-to-understand environment-related information to aid them in their choices of products.
Yamaha Eco-Products Program
Eco-Friendly Products and Services

Initiatives to Extend Product Lifespans
It is possible to use high-quality instruments for many years with proper maintenance and repairs and replacements ofparts. Yamaha strives to extend the lifespans of its products by developing instrument maintenance and repair techniqueand service systems, operating a piano renewal business, and upgrading Electone products through parts exchanges sothat they can be used for many years.

Instrument Maintenance and Repair Technique and Service Systems
We are developing maintenance and repair services systems for acoustic instruments such as pianos and wind
instruments.

Technician Training
The Piano Technical Academy for training piano tuners and the Wind Instrument Technical Academy for fostering
technicians specializing in wind instruments have been set up at factories producing the respective instruments. At thesefacilities, Yamaha instructors with exceptional insight pertaining to instruments support those aspiring to become
specialist technicians with finely tuned curricula grounded in their expertise.
Piano Technical Academy (Japanese Only)
Wind Instrument Technical Academy (Japanese Only)

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

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Piano Renewal Business
After collecting Yamaha pianos that are no longer used at customer homes or other locations, Yamaha Piano Service Co.,
Ltd., repairs, repaints, tunes, and adds additional muffling materials 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 (Japanese Only)

Electone Vitalize/Grade Up Unit
Based on the desire for our customers to be able to continue using their beloved Electone unit for a long time, we offer aservice to upgrade products to a higher grade or newer model through unit exchanges.

Vitalize/Grade Up Unit (Japanese Only)

Piano Add-on Units
Yamaha is selling add-on units so that customers can enjoy 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 ofcontent and colorful functions to pianos incorporating an automatic performance function.
Piano Add-on Units (Japanese Only)

Improvement of Customer Satisfaction
Basic Policy
The Yamaha Group has put forth its corporate philosophy structure, the Yamaha Philosophy, to try to think from thecustomer’s viewpoint, and 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 employees remain constantly aware of the fact that their daily work isconnected to the principles expressed in “Customer Experience.”

The diagram of the Yamaha Philosophy

1-1 Realization of Customer Satisfaction
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Operations Firmly Founded on the Customer’s Perspective
Focusing mainly on our musical instruments and audio products divisions, customer comments are distributed and sharedglobally through the Company intranet, Company magazines, and posters. Furthermore, we are implementing regulartraining sessions to make action based on the customer’s perspective habitual. These training sessions are primarily
conducted in musical instruments and audio products development and quality assurance divisions.
Through these efforts, our aim is to foster a corporate culture that utilizes a customer-oriented approach and that iscommitted to earnest engagement with every customer.

Samples of customer comments(intranet, domestic factory posters, overseas factory company newsletters)

Initiative Example
Customer Perspective Training
Customer Perspective Training is a system of training unique to Yamaha wherein employees learn about decisionmaking standards and values outside of their own perspective in order to develop the habit of considering theperspective of customers in their actions. This training program takes many
forms, such as employees listening to product purchasing stories solicitedthrough customer interviews and examining the products chosen and thereason for these choices. Another example of these training sessions isemployees listening to customer input and considering customer
expectations, points of improvement for Yamaha, and actions that should betaken. This training program is consistently implemented at many divisions,such as those related to musical instruments and audio products
Customer Perspective Training session
development, quality assurance, the golf business, and staff divisions.

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Customer Satisfaction Improvement Frameworks
To maintain a comprehensive understanding of customers’ evaluations and requests, Yamaha Group business divisions
conduct customer satisfaction surveys using various formats.
In particular, our musical instruments and audio products divisions have been globally collecting and utilizing
customer input gathered through customer support services as well as through various acts of daily communication. In
order to further connect with customers in the principal markets of Japan, the United States, Europe, and China, we haveswitched to a new online member system, and we are revising product registration questionnaires so that we can betterreflect the customer’s perspective in the planning and development of our products.

Initiative Example
Voice of the Customer Tracking (Japan)
In Japan, we compile a database of the opinions
and requests of customers received throughhelpdesks, which are collated and analyzed bycustomer service divisions. The results are
discussed at monthly meetings of the productdevelopment and quality assurance
representatives of each business division. Also,
we established a voice of the customer (VOC)
tracking system to share information on customer
opinions and requests internally in real time. Thissystem allows us to rapidly reflect customer input
in our sales activities and product development.

VOC Tracking System

External Recognition
First Place in the Educational Service Industry
in Japanese Customer Satisfaction Index for the Fourth Consecutive YearIn fiscal 2020, Yamaha (Yamaha Music School, etc.) won first place in the educational service industry for the fourthconsecutive year in the Japanese Customer Satisfaction Index (JCSI) survey. The JCSI survey is one of Japan’s largest
customer satisfaction surveys. In the fourth iteration of this survey, Yamaha received an exceptionally high evaluation,
ranking No. 1 in anticipation felt by consumers toward corporate rank and overall evaluation of quality, both factors that
can influence satisfaction, and in recommendations via word-of-mouth, which is the result of satisfaction levels.

First Place in the Network Device Categoryof Nikkei Computer Customer Satisfaction Survey for Fourth Consecutive Year
Yamaha Corporation won first place in the network device category of the Nikkei Computer Customer Satisfaction Survey
2019-2020 of Nikkei Business Publications, Inc. This was the Company’s fourth consecutive year of receiving this rank. Our
receipt of this honor was a result of the high evaluation of factors such as the ease of use of our products and our support
services and cost benefits. In addition, Yamaha Corporation received first place in the network device category of Nikkei
Business Publications’ Partner Satisfaction Survey 2020, marking our second consecutive year of receiving this honor.
Relevant Pages (Japanese only)

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Customer Response and Support Improvement
Customer Response and Support Structure
The Yamaha Group has established an after-sales service structure for customers through which it is working to respondto 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 the monitoring of quality in customer responses andsupport.
Manufacturing companies have established sections to provide service parts and are storing and supplying these
service parts. Sales companies have developed systems, including customer support divisions, through which they offer
after-sales services.
In domestic musical instruments and audio products divisions, sales company Yamaha Music Japan Co., Ltd., hasestablished the Customer Support Division and organizes customer service by product. Overseas, we created a regionspecific after-sales service network. This network serves as a point of contact for customers and includes Yamaha Group
service centers, Yamaha-authorized service centers, distributors, and contracted engineers. These customer support
sections develop customer support systems that make use of telephones, websites, and social media in order to facilitatesmooth responses to inquiries. Some of these departments have introduced customer management systems using cloudcomputing.
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

WebsiteSNS, etc.

Sales company
Customer support division

Service parts

After-sales services
system / development

Manufacturing company

Yamaha Corporation

Service Parts section

After-sales Services
Management section

Service parts

Yamaha Music Japan Co., Ltd.

Support

Policy / plan

Yamaha Corporation of America

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Yamaha Music & Electronics China

After-Sales Service Management System
The Yamaha Group has created an After-Sales Service Management System and is working to continually improve thequality of its customer response and support based on the slogan “ONE YAMAHA.”The Yamaha Group policy is shared at the annual Service Management Meeting, and domestic and overseas sales
companies and manufacturing companies with service parts formulate targets and plans related to after-sales services.
Group companies conduct activities according to their plans, and Yamaha Corporation’s Quality Assurance Divisionmonitors their progress. In this way, the entire Yamaha Group works to make improvements to continuously enhance
responses to customers and customer support.
Customer service representatives from 23 Japanese and overseas companies participated in the fiscal 2020 Service
Management Meeting, at which they reviewed customer service and support initiatives and key performance indicators(KPIs) and discussed new strategic directions for Groupwide customer service divisions.
Furthermore, in order to provide standardized high-quality after-sales support services to the customers all over theworld, the Yamaha Group established the After-Sales Service Management Standards, which outline the basic policies to beshared throughout the Group. The Group is also monitoring the implementation status of these policies via check sheets.

After-Sales Service Management System

Service Management Meeting participantsService Management Meeting discussions

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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. We periodically hold after-sales service skills training for employees of Group sales
companies in Japan and overseas, and the participants then transmit the skills learned in these training sessions to therepair technicians they oversee. We also visit overseas sales distributers in areas where there are no Group companies andhold technical training on after-sales service skills.

After-sales service skills training

Training performed during visit tosales distributor

After-sales service skills training participants

Personal Information Protection
Personal Information Protection Policies and System
The protection of personal information is an important social responsibility. The Yamaha Group complies with laws andregulations regarding personal information protection and has developed its Privacy Policy and internal regulations
regarding personal information protection in order to ensure that we appropriately handle the important information we
have in our custody, such as the personal information of customers using its products and services. In addition, the Group
Personal Information Protection Standards, which apply to all domestic and overseas Group companies, were in effectfrom April 2019. These regulations are revised as needed based on changes in laws and social trends. Based on theseregulations, we have developed manuals that explain key considerations when handling personal information, which are
put into practice.
Furthermore, the Company has established an information security working group under the Risk Management
Committee, which is chaired by the president. This working group monitors the status of compliance with personal
information protection regulations, compiles reports on incidents, and examines potential work improvement measures. In
addition, the Yamaha Group appoints individuals responsible for supervising the handling of personal information on aGroupwide basis, and individuals responsible for managing are named on a by-division basis. The Group has alsoestablished a system to respond quickly during incidents such as information leaks.
Privacy Policy

Personal Information Protection Training and Education
We are strengthening efforts to enhance and round out awareness of employees by conducting personal information
protection training and education and audits for divisions handling personal information.

Personal Information Customer Service Organization and Responses
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 respond to requests from customers or their proxies to disclose,change, delete, or stop usage of customer personal data held by the Group.
Procedures for Responding to Requests to Disclose or Correct Personal Information (Japanese Only)

Customer Information Management Initiatives
The Yamaha Group manages personal information on a practical level out of consideration of information security basedon the Group IT Management Standards, which detail policies regarding IT management of personal information. Personal
information is stored in a system with an auto-encryption feature. In the unlikely case of an information leak, the system isstructured 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 2020.
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Products and Services Enhancement
Music Education Business
The Yamaha Group desires to contribute to the realization of an 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 class that started in the Ginza area of Tokyo in 1954. Since then, theYamaha Group has continued providing music education to help enrich the growth of children while establishing anddeveloping the Yamaha Music Education System, a unique education method. Based on its philosophy of “To foster themusical sensitivity that everyone is born with, to develop the ability to enjoy creating and playing the music of their own andultimately share the joy of music with anyone,” Yamaha provides courses that meet the needs of all generations. These
include Yamaha Music Schools for children between age 1 and junior high school and high school age, and Yamaha Music
Lessons for Adults for both music enthusiasts and individuals interested in learning to play a musical instrument as a hobby.

Yamaha Music School Available in More than 40 Countries and Regions Worldwide
Yamaha Music Schools provide lessons that focus on nurturing a love of music based on the three features ofcomprehensive music education, timely education, and group lessons. Our aim is to empower children with the ability to
express themselves freely with music through our unique education methods which include elements such as listening,
singing, playing, reading, and creating.

Comprehensive
Music
EducationGroup
Lessons

TimelyEducation“Yamaha Music School” logo

Yamaha Music School

Yamaha Music School enrollment in JapanJapan

FY 2016

FY 2017

FY 2018

FY 2019

FY 2020300,000

280,000

271,000

262,000

252,000* As of June, in each fiscal year

Overseas, currently around 221,000
students have the opportunity to learn
the joy of music through YamahaMusic Schools in over 40 countries
and regions, including Asia, Europe,
North America, and Central and SouthAmerica. Each course is developedwith consideration given to the culture
and character of each region while
being based on a philosophy andcurriculum for music education
developed in Japan.

Countries with Yamaha Music Schools(As of March 2020)

SwedenGermany

Nederland
Belgium

Czech Republic
LatviaLithuania
PolandSlovakia
Austria
TurkeyGreeceQatar
The United Arab Emirates

The United Kingdom
FranceSpain
Portugal
Switzerland
Italy
Croatia

CanadaChine

South Korea
Japan

Hong Kong
TaiwanMacao
VietnamPhilippines
Malaysia
Singapore

United States of America

MexicoThailand

Nicaragua

Costa Rica
PanamaPuerto Rico
Venezuela

Columbia

Indonesia
Paraguay

Australia
Argentina

Number of Students
Japan

252,000

Asia & Oceania

152,000

North, Central and South America

20,000Europe49,000103
Yamaha Sustainability Report 2020

Overseas221,000

UruguayMusic School enrollment overseas
FY 2016

FY 2017

FY 2018

FY 2019

FY 2020

Asia, Oceania (including China)

155,000

153,000

155,000

156,000

152,000

Europe53,00054,00050,00052,00049,000

North, South America

24,00024,00023,00021,00020,000

Total

232,000

231,000

228,000

229,000

221,000* As of March 31 of each fiscal year

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

Yamaha 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 choircourses, wind and string instruments for those planning to play in groups, and keyboard courses for those looking to playalone. Currently, we have a total of 39 courses with 105,000 students. Solo lessons are available as well as small group
lessons that allow students to improve their skills with an instrument while enjoying music with their friends through acurriculum that helps overcome any discrepancies in musical experience 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“Music and Health” program

Yamaha Music Lessons for Adults enrollment
FY 1987(started)

FY 1991

FY 1996

FY 2001

FY 2006

FY 2011

FY 2016

FY 2020

6,000

40,00050,00092,000105,000

110,000

110,000

105,000*As of June of each fiscal year

Casual “Seishun Pops” Course for Singing Fun
The “Seishun Pops” course is designed to allow even people with no musicalbackground have fun singing. This course mainly focuses on the 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 bysinging in harmony or step to the music along with their peers while watchingoriginally made videos. Launched nationwide in 2017, this course is currently
utilized by approximately 12,000 students at 600 locations (June 2019).
“Seishun Pops” course
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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 realize a society that is both rich in communication and that allows people of diverse backgrounds tolive comfortably and harmoniously.
The Yamaha Group implements initiatives that give product developers and designers a better understanding andgreater awareness of 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 ofthe efforts of Hamamatsu City, Shizuoka Prefecture, to promote local development through universal design. Through thisprogram, we are holding universal visiting classes for local elementary students in Hamamatsu City.
These classes explore how consideration for various people is reflected in products and services along withcompanies’ policies regarding universal design and aim to encourage children to look at society and envision their futureoccupation. In fiscal 2020, at two elementary schools in Hamamatsu City, we held a class on the subject of universal
design in sound in which we explained the importance of universal design in city development, using our SoundUD nextgeneration sound transmission system as an example.
Looking ahead, Yamaha will continue to engage in such initiatives to spread understanding of universal design andthe joy of music.

“Company UD Visiting Lectures” at elementary school in Hamamatsu City, Shizuoka PrefectureSoundUD Sound Universal Design Support System
Since 2015, Yamaha Corporation has developed and is advocatingSoundUD—a technology supporting the creation of an extremely
convenient multi-language voice and character guide for use atbusinesses, public facilities, and tourist facilities that are considering
measures for addressing inbound tourism and making their facilities
barrier-free.
In looking at how to effectively transmit Japanese announcements
in multiple languages, it is important to consider the convenience ofinbound tourists to Japan. It is also important to convey verbal
SoundUD promotional image
information in an easy-to-understand format that enables therealization of a society in which senior citizens’ and other individuals’
impaired hearing can live comfortably. Utilizing SoundUD makes it
possible to users to view translations of Japanese announcements intheir native language in real time on their smartphone or tablet just by
installing a dedicated application. This system enables easy andappropriate communication of the information in Japanese
announcements to people who do not understand Japanese, seniorcitizens, and individuals with impaired hearing. In addition, thistechnology has been adopted as a simultaneous interpretation
application for use in international conferences, such as the 7thConcept diagram for universal design of sound societal
International Conference for Universal Design in Bangkok 2019 and the structure
25th International Council of Museums General Conference in Kyoto.
In 2017, the Group established the SoundUD Consortium, an organization in which Yamaha is acting as thesecretariat, with the objective of helping create a society in which there are no concerns about language or hearing ability.
This organization is comprised of numerous Japanese companies and organizations that are promoting the universal
design of sound with the goal of having such universal design employed at major facilities in Japan by 2020. By releasing
a portion of the technology of SoundUD to the consortium members to create a new open standard, Yamaha is promoting
the creation of innovation and new business models originating from Japan while helping facilitate the popularization ofsuch innovation and business models together with the approximately 300 (as of March 31, 2020) member companies andorganizations.
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Furthermore, the Yamaha Group also works with 16 broadcast stations across Japan to develop a subtitle support
business utilizing SoundUD. The goal of this endeavor is to ensure that everyone, including senior citizens and people withvisual or hearing impairments, have the opportunities for equal access to information by helping them understand thecontent of television and radio broadcasts.
SoundUD Consortium (Japanese Only)
Since fiscal 2020, the SoundUD Consortium has received the following awards in recognition of its concept and theresults of its activities.
• Semi Grand Prix in Total Solutions category of CEATEC AWARD 2019
• Grand Award of IAUD International Design Awards 2019 (in the category of Communication Design, 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))Music Education Solution Utilizing ICT — Smart Education System
Remote Classes Using Online Meeting System
Education Solutions Utilizing ICTCreation of New Workplaces
There is currently a social push for workstyle reforms, stimulating a rise in efforts to reduce workhours, achieve
appropriate work-life balances, and accommodate diverse workstyles. Against this backdrop, mobile working andteleworking are garnering attention as they allow for easy communication with people in different locations while reducing
unnecessary business trip expenses and transportation times. This trend is driving an increase in use of open spaces foroffice purposes. However, there is no eliminating the loud noises and concern for eavesdropping that are inseparable fromopen spaces, making it difficult to have conversations and take part in remote meetings without stress.
Turning its attention toward such office sound environment issues, the Yamaha Group has succeeded in realizing
office sound environments that allow for conversations and remote meetings to be carried without fear of being overheard
or concern for noise from the surrounding area. These environments are achieved by combining AvitecsTM soundproof
rooms, which have previously been used primarily for musical instrument practice, the Speech Privacy System™ thatprevents private conversations from being overheard, unified communications speakerphones, and acoustic conditioning
panels that alter reverberations in rooms.
Unique Sound Environment Products Creating New Workplaces

Solutions Utilizing Sound and New Technologies
Since successfully manufacturing its first piano in 1900, Yamaha has been advancing its technologies to keep up with thechanging times and has also been continuing to develop traditional acoustic musical instruments as well as musicalinstruments and technologies using the latest electronic technologies. In addition, the Yamaha Group has been continuing
to create better listening environments through research and development regarding sound fields and related control
systems while pursuing superior sounds through the manufacture of sound-generating products. We have also been
proposing solutions utilizing technologies such as the sensor technologies cultivated through product development.

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Example Products
Products for Creating Better Sound Environments
Products

Speech Privacy System™

“VSP-1,”“VSP-2”(Japanese Only)

Acoustic Conditioning Panel(Japanese Only)

Feature of sustainability

Related pictures

Camouflages conversation with an “information
masking sound” synthesized from humanspeechAlters reverberations in the room and provides
a clear and comfortable acoustic environment
Conference room built using acoustic
conditioning panels

Avitecs™ Soundproof Room(Japanese Only)

Easily realizes a reverberant and soundproof
space“YVC-200” Unified
Communications Speakerphone(Japanese Only)

Allows for hassle-free remote communication
regardless of time or place

Sensor Technology Application Proposals
Products

Thin-film Strain Sensor

Feature of sustainability

Related pictures

Monitors human motion in real time by
mounting sensors on body supports or training
wear
example use

Hydrogen Leak Detector

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

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Yamaha Sustainability Report 2020

Sound Technology Application Proposals
Products

Feature of sustainability

SilentBrass™
(Japanese Only)

Makes practicing and performing possible
anywhere at any time

TransAcoustic™ Piano(Japanese Only)

Enables volume adjustments to be made justlike an electric piano

In-vehicle communication module
for automotive emergency

Enables automatic notification during
emergencies and hands-free calling

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Yamaha Sustainability Report 2020

Related pictures–

Community Involvement and Development
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 a corporate citizen.
Starting with our local contribution activities at various locations that are home to our work sites both in Japan andoverseas, 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.

Connections with Local Communities
Responsibility to Local Communities
The Yamaha Group acknowledges that a corporation is a member of society, and we endeavor to be a good corporate
citizen while promoting socially acceptable values and conduct. Always considerate of our impact on local communities,
we engage in dialogue with community members and pursue low-environmental-impact business activities.
At offices and factories, we regularly hold information exchange sessions with surrounding municipalities and solicit
opinions at neighborhood council meetings. When we build or retire a Yamaha office, we do so after reporting andexplaining the matter to the head of the local government in the area while also using our exchange sessions withsurrounding municipalities to make reports, as appropriate, and ask for their opinions and requests. Furthermore, when weretire a Yamaha factory, we carry out soil and groundwater surveys to assess environmental impacts on the area. In theevent that an impact, such as contamination, is discovered, we take prompt and appropriate measures for decontamination
or removal.
4-3 Harmonization with Society

Examples of Communication with Local Communities
The Yamaha Group engages ongoing communication with the communities that are home to business sites to maintain
good relations with these communities.

Exchange Sessions with Neighborhood Councils(Yamaha Corporation)

OfficeFrequency

Participants

Details

Headquarters

Once annually

8 local neighborhood
councils

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

Kakegawa
Factory

Once annually

7 local neighborhood
councils

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

Toyooka Factory

Once annually

3 local neighborhood
councils

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

Tenryu Factory

Once annually

12 local neighborhood
councils

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

Communication Activities Conducted at Business Sites and Factories (Fiscal 2020)• Regular information exchange sessions with neighborhood councils• Factory tours• Accommodation of community study trips for local elementary school students and handson workplace experience programs and 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 public during disasters• Participation in local events and celebrations
Information exchange session at• Lending of facilities, parking lots, etc.
local neighborhood council
meetings (headquarters)

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Yamaha Sustainability Report 2020

• Cooperation with regional safety patrol activities• Cooperation with regional environment activities, including participation in regional
cleanup efforts by employees• Participation in joint disaster drills led by municipalities• Donation of books, household goods, sweets, etc. gathered through charity bazaars anddonation campaigns for local elementary schools and groups• Donation of food stockpiled for emergencies to food bank Fujinokuni• Lending of instruments and holding of concerts

Summer festival (Tenryu Factory)

Donation of monitors and Blu-ray
Disc players to local elementary
school (Toyooka Factory)

Regional cleanup effort(Kakegawa Factory)

Corporate museum tour
(headquarters)

Concert at meeting for seniors(Kakegawa Factory)

Piano Factory TourAt the Kakegawa Factory, a domestic piano manufacturing site, we open our doors to public visitors so that they canobserve 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, more than 100-year-old manufacturing processes.
Visitors also pass through the showroom, where we display an early model grand piano that has been recognized as partof Japan’s Heritage of Industrial Modernization while also witnessing the environmental preservation initiatives woven into
our product creation activities. We accommodate a plethora of visitors, including professional and amateur musicians andlocal elementary school students onfield trips, while also opening our doors
to general customers and organizations
as part of our efforts to foster
understanding with regard to productcreation at Yamaha. A total of 10,739
people participated in such tours infiscal 2020.
Piano Factory Tour (Japanese only)
Visitors observing the grand piano
manufacturing process

Exhibition at the showroom

Public Opening of Corporate Museum

Innovation Road is a hands-on corporate museum displaying exhibitions on the history of the products and services of the
Yamaha Group opened in 2018. This museum allows general visitors to learn about products and services from theCompany’s founding until today, their development process, and the Company’s vision for the future via audio and visual
exhibits. Since its opening, many people have visited Innovation Road, including organizations, business partners, andcommunity members. As of March 31, 2020, approximately 25,000 people had visited the museum.
Information on Innovation Road Corporate Museum

Entrance of Innovation Road

Exhibition area (History Walk)

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Yamaha Sustainability Report 2020

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. At each year’s tournament, efforts are
made to address global warming by asking visitors to use public transportation or carpool while a myriad ofenvironmentally conscious efforts are undertaken in order to help reduce waste and efficiently use resources. These
efforts include sorting and separating garbage, recycling plastic bottles, and using disposable chopsticks made withtimber from thinned forests.
Holding this major event is made possible with the support of a volunteer staff from across Japan and of many local
residents and local governments. Since the first tournament in 2008, Yamaha has given donations to local governmentsthat have backed the tournament (Shizuoka prefectural government and five municipalities) as a token of our appreciation
to local residents for their cooperation and support of the event and as an expression of our desire to further strengthen
these ties. These donations are to be used for regional revitalization and social welfare activities, such as maintaining
sports facilities, buying vehicles for volunteer activities, and funding cultural and educational venues.

Yamaha Ladies Open Katsuragi Charity Structure
Community Members

Social contributions by
Yamaha Corporation,
Sponsor: Yamaha MotorCo., Ltd., and Yamaha
Resort Corporation
together with community
members throughtournament

Yamaha Ladies Open KatsuragiSponsor: Yamaha Corporation
Sponsor: Yamaha Motor Co., Ltd.
Support: Yamaha Resort Corporation② Charity contributions tolocal communities③ Returns to communities① Volunteer support
for tournament

Eco-station for separating garbage

Local Support Organizations(Government Agencies)
Shizuoka Prefecture, Hamamatsu City, Iwata City,
Kakegawa City, Fukuroi City, Morimachi Town

Volunteer staff

Promotion of Music Culture
Support for Aspiring Musicians
The Yamaha Group contributes to the spread and development of music culture at various music contests and workshops
both in Japan and overseas, including piano contests held across the world. The Group not only provides musicalinstruments to those pursuing a high artistic standard, but also assists with the running 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. Yamaha 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 ofour efforts to help make Hamamatsu City into a city of music. Held together with Hamamatsu City and other co-organizers,
this world-leading music festival is centered on wind instruments. In this event, we arrange an academy in which werewelcome 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 local community members. A major goal of this event is to promote music culture exchanges and cultivate globally
active performers in Hamamatsu City.

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Yamaha Sustainability Report 2020

Hamamatsu International Wind Instrument
Academy and Festival

Yamaha Wind Instruments Debut Concert

Hebei Normal University scholarship presentation ceremony (China)

School Music Education Support
The Yamaha Group supports music education at schools in various regions of theworld. Community-rooted efforts are made to contribute to the enrichment ofcourse content by providing instruments, giving courses on methods of
instruction to music instructors, and providing music-related information.

Yamaha School Projects Providing Opportunities toPlay Instruments
In order to enable more children to experience the joy of playing a musicalinstrument, since 2015 Yamaha has been carrying out School Projects to support
musical instrument performance experiences in various areas of society, primarilyin emerging countries.
The benefits of instrumental music education are so well documented thatsuch instruction is standard in schools around the world. In some countries,
however, schools are often unable to provide musical education at a satisfactory
level or even at all due to a lack of equipment or trained teachers or inadequate
curriculum. Yamaha hopes to help provide these children with opportunities forhigh-quality musical instrument performance experiences.
As of March 31, 2020, we had provided opportunities for musical instrument
performance experiences to an aggregate total of roughly 390,000 children at
approximately 1,500 schools in five countries (Malaysia, Indonesia, Russia,
Vietnam, and India).

Music class in Indonesia

Recorder lessons in India

Music Time Program in Public Elementary Schools around the World
Enriching Education in Vietnamese Schools through the Introduction of Instrumental Music Education
Spreading the Fun of Playing Musical Instruments to Children Across the GlobeMusic 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
western music 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 tocultural differences and a lack of instructors. In 2012, YMGF started a school music education promotion project in orderto help foster aesthetic sensibilities and support the growth of children through musical instrument education. YMGF
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Yamaha Sustainability Report 2020

carries out this project in collaboration with local sales agents as it seeks to demonstrate the importance of musiceducation by inviting local education officials to observe classes in Japanese elementary schools.
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, 2020, YMGF had conducted recorder lessons for an aggregate total of roughly 7,500 students in
77 schools in seven countries: South Africa, Nigeria, Kuwait, the United Arab Emirates, Kenya, Morocco, and Uganda.

Recorder lesson in South Africa

Recorder lesson in Nigeria

School Wind Band Workshops
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 2020, these workshops were held at six locations
to provide instruction to approximately 700 students. YMEC also holds wind band director workshops to improve the wind
instrument instruction capabilities of general music teachers. In fiscal 2020, this company offered instruction to teachers
through workshops at seven locations that were attended by around 1,500 individuals.

Band workshop

Wind band director workshop

Student Band Maintenance Seminar
In South Korea, band (wind instruments), orchestra, and other music activities are popular among extracurricular activitiesin 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 musical instrument maintenance and offer to repair
instruments free of charge. To date, YMK has visited over 300 schools to teach students how important it is to maintaintheir instruments in good condition, thereby supporting music activities in these schools and contributing to thedevelopment of music culture in South Korea.

Maintenance seminar

Musical instrument maintenance

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Yamaha Sustainability Report 2020

Donation of Musical Instruments to Schools for the Children of Migrant Farmers
YMEC, together with four manufacturing subsidiaries and major sales agents in China, has been donating instruments toschools for the children of migrant farmers across China since fiscal 2013. These donations are a show of YMEC’s
gratitude for local communities and for the growth of its business in China.
YMEC continues to make such donations with the goal of giving children the opportunity to experience music andlearn the wonders of instruments and thereby helping them to develop artistic sensitivity. To date, 60 schools havereceived donations, and the aggregate amount of donations has reached approximately 5.2 million yuan.

Major Instrument Donations
Date

Number ofschools

Fiscal 2013

2

Pianos, portable keyboards, and AV equipment

Fiscal 201427

Pianos, digital pianos, portable keyboards, and AV
equipment

Fiscal 2015

7

Pianos, portable keyboards, and AV equipment

Fiscal 2016

7

Pianos, portable keyboards, AV equipment, andPA systems

Fiscal 20175

Digital keyboards

Fiscal 20182

Digital keyboards

Fiscal 20195

Digital keyboards

Fiscal 2020

5

Digital keyboards

Donated articles

Ceremony commemorating donations

Donated portable keyboards

School Music Education Support Websites

Yamaha Corporation is developing tools for supporting school music teachers as well as piano, Electone, and other music
instructors. For example, we have Music pal, a school music education website that contains a wealth of information thatis useful for music coursework and covers the history of music, musical composition, and a variety of different instruments.
In addition, the Musical Instrument Guide Plus 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 (Japanese only)Music pal school music education website (Japanese only)Musical Instrument Guide Plus

Japan Band Clinic
Yamaha Music Japan Co., Ltd., supports and takes part in the planning of theJapan Band Clinic, which is comprised of lectures and concerts for banddirectors from across the country. One of Japan’s largest comprehensive bandtraining events, the Japan Band Clinic is designed to help improve thecapabilities of Japan’s band directors and to further the spread and developmentof band culture. This event was first held in 1970 and is open to school musicteachers and all other band directors in Japan. Prominent lecturers and bands
from Japan and overseas are invited to take part in this event, which includes
lectures on how to instruct and operate bands as well as concerts. In addition,
the Japan Band Clinic is an opportunity for sharing information on new music
sheets, software, and other 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.

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Yamaha Sustainability Report 2020

Concert at 50th Japan Band Clinic

Efforts 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 and music for all ages as well as planning andproviding 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 in cooperation 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 and the community
based on the theme of jazz, which can be enjoyed by people of all ages, thisunique event has become an entrenched part of the local culture that is beloved
by fans of jazz and even people who are not. The 28th Hamamatsu Jazz Week,
held in 2019, featured hall concerts by top-notch domestic and international
artists as well as school students from outstanding big bands throughout Japan,
live performances that allowed guests to casually enjoy jazz on street corners,
and events held in collaboration with local jazz clubs.
In recent years, we have been holding workshops for big bands fromelementary, junior high, and high schools and universities as well as in-school
jazz concerts in which professional musicians are sent to perform at elementaryand junior high schools in Hamamatsu City. These events are part of plans forcultivating future musicians by fostering artistic sensitivity and expressivenessin children while engaging with municipalities and cultural organizations andcommunicating the appeal of jazz throughout Japan via coordination with touristorganizations. The Yamaha Group is also promoting new initiatives for helping
cultivate new music fans and promoting the spread of music culture.

Yamaha Jazz Festival

Street Jazz Festival bringing excitement to thecity streets

Wind Instrument Performance Contest
Yamaha Music & Electronics (China) Co., Ltd. holds a wind instrument performance competition every year in locations
across China to provide opportunities for wind instrument performances. In fiscal 2020, clarinet contests were held, andapproximately 480 people participated in cities throughout China.

Regional contest

Participants in final competition

Provision of Opportunities and Places to Engage with Instruments
LovePiano Street Piano Events — Making People More Familiar with Pianos
Since 2017, Yamaha Music Japan 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, where they can be played by anyone;transmitting various information pertaining to pianos via the Internet; and otherwise working to communicate the appealof pianos. So far, these pianos have been set up and enjoyed by numerous people in a total of 40 public spaces acrossJapan, including JR Shinjuku Station and Shinagawa Station, the Umihotaru Parking Area on the Tokyo Bay Aqua-Line, and115
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Osaka International Airport (Itami Airport).
Over the period from February 28 to March 10, 2020, pianos were set up at four stations on the Izu Kyuko Line as partof our LovePiano activities through collaboration with Tokyu Corporation and Izukyū Corporation. These pianos
contributed to regional economic development while encouraging expeditions around Izu through music.
Yamaha intends to continue these LovePiano activities with the hopes of encouraging people to start playing piano
while also spurring former pianists to pick up the instrument again.
LovePiano (Japanese only)

Piano at Madame Tussauds Tokyo (Piano No. 1)

Piano at Izu-Kogen Station (Piano No. 4)

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

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 of companies and society by harnessing “the power of music toconnect people.” To address the issues faced by municipalities, communities, and companies, Yamaha proposes andsupports citizen participatory projects, events, and programs that use music as a tool for community development. Yamaha
aims to help create the independent communities that form sustainable community foundations. Through the Oto-Machi
Project, we promote new forms of social contribution activities by offering focused support for the early stages ofcommunity development and building schemes for places and times that allow for ongoing activities open to freeparticipation 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 fostering community leaders since fiscal 2017. These activities
have entered into their fourth year, giving rise to Drum Circle Beat of Kashiwa (DCBK), a group comprised of individuals
who have completed the facilitator development program. DCBK is an activity in an increasingly wide range of locations
throughout the community. Meanwhile, Shibuya Zunchaka!, a community-participation-based program launched in 2013that receives planning support from the Oto-Machi Project, is scheduled to be held for the seventh time in 2020. This
event is facilitating deeper coordination between community volunteers, local businesses and residents, and Shibuya
Ward while pursuing more sustainable event operation.
Community Development through Music (Japanese only)

Kashiwa facilitator development program

Shibuya Zunchaka!

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Regional Contribution Activities by the Yamaha Symphonic BandThe Yamaha Symphonic Band, which was established in 1961, is an amateur band
comprised of Yamaha Group employees. The band’s activities include holding
regular musical performances and pop concerts, supporting the Yamaha BaseballClub, and performing regularly and appearing in contests in Japan and overseas.
The band also actively participates in events rooted in local communities while
helping Hamamatsu City realize its vision for becoming a “city of music.” The
Promenade Concert held in front of JR Hamamatsu Station is one example ofthese events.
The Yamaha Symphonic Band
Promenade Concert

Support for Youth Development through Music Popularization
The Yamaha Group contributes to the healthy development of youths and the development of music education and culture
through activities that include bringing music and musical instruments to local communities in addition to activities topopularize music.

Support Activities through AMIGO Project
In many countries in Central and South America, crime and poverty as well as social inequality are serious social problems.
In order to enable the children in such environments to grow up in a 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 formation of regional youth orchestras and band groups. Endorsing such activities, Yamaha has long offeredsupport for activities that draw participation by large numbers of children.
The AMIGO Project was launched in 2014 to further build upon such support activities. This project entails holding
maintenance workshops to spread knowledge regarding instrument maintenance and to help children learn how tomaintain instruments on their own. In addition, we hold technician seminars to foster technicians that can repair
instruments and offer other forms of support to aid in the development of an environment in which children can moreeasily continue to play music. This project is currently active on a full-fledged scale in Mexico, Costa Rica, Panama,
Colombia, and Brazil and on a trial basis in Guatemala and the Dominican Republic.
Support for Youth Development through the Power of Music

Youth Development Orchestra Band
Organization (Mexico)

Maintenance workshop

Recorder Music Popularization Seminar by Sopro Novo
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 that comprehensively provide instruments, textbooks, and teaching
methods. Starting with how to read music and ending, ultimately, with ensemble performances, seminar members learnmusic 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 the compulsory curriculum. For this reason, the cultivation ofmusic instructors plays an important role in granting children their first opportunity to learn music. Over the past 13 years,
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 to adopt direct music education and embarked on activities to provide music teacher training and music

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education instruction in public schools. Furthermore, the state of Sao Paulo provided support for costs of the activities in
the form of tax exemptions in 2018, acknowledging the contributions from Sopro Novo past activities. In 2019, recorderseminars were held, drawing 103 participants from 10 groups, and recorder classes based on the Sopro Novo method wereconducted in 54 public schools.

Recorder seminar for public school students

Recorder class at public school

Support for Fostering Future Generations
Cooperation with On-Site Tours and Hands-on Learning
As part of our local contribution activities, the Yamaha Group accepts requests from local educational facilities 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.

Hands-on Workplace Learning Programs
By accepting junior high school students for workplace hands-on learning and high school students for internships, theYamaha Group provides opportunities for the young people who will shape the future to experience work in a hands-on
manner and thereby helps young people formulate goals and work ambitiously for the future.

High school students participating in aninternship at factory

Junior high school students getting hands-on
work experience at a sales location

Work training for new high school graduates

Contributions to Exhibits at Learning Facilities
Yamaha has been contributing to exhibits at the Hamamatsu Science Museum (Hamamatsu City, Shizuoka Prefecture)since it opened to help develop science-oriented minds. With the cooperation of companies that represent local
communities in developing permanent exhibits, the Hamamatsu Science Museum was reopened in July 2019 as anexperience-focused museum centered upon active learning. The newly reborn museum provides children and adults alikewith the opportunity to have fun while learning about science in the areas of sound, light, force, and space. Yamaha has
made the following contributions to the museum.

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Yamaha Contributions to Sound Zone
SectionDetails

Variable acoustic room

Presented exhibit using electro-audio signal processing technology that enables visitors toexperience sound echoes and changes in the way things sound by clapping, speaking, andplaying instruments inside a booth installed with 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 settings as an echo room, cave, and church based on which
an image fitting the scene will be displayed via the front projector

Education Support for Children
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 when offering on-site lessons outside the Company and providing
child programs focused on the theme of manufacturing. The Yamaha Baseball Club also participates by offering youth
baseball clinics and other activities.

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 onestring guitars using everyday items such as cardboard boxes and toothpicks. Other classes teach children how to make afolk instrument from Africa called a mbira using offcuts from piano manufacturing. Furthermore, we offer classes in whichchildren 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 to experience the process of manufacturing. In
December 2019, the Hamamatsu store of Yamaha Music Retailing Co., Ltd., hosted a mini clapper class that also offered
the opportunity for hands-on experience of wind, string, and percussion instruments. By setting up booths in which
participants could freely take these instruments in hand, children were given the opportunity to make mini clappers and to
freely play, to their heart’s content, instruments that they would not normally have the chance to interact with. This event
thus helped communicate the joy of instruments and music to children.
Upon request from local government agencies and educational institutions, we are also offering on-site lessons
based on the theme of universal design.

Handmade guitar class

Handmade mbira class

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

On-site universal design lesson based on thetheme of universal design in sound119
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Mini clapper classWooden Blocks for Children Made from Piano Offcuts
Yamaha Music Manufacturing Co., Ltd., provides wooden blocks made from offcuts produced during the piano
manufacturing process to local kindergartens, preschools, elementary schools, and public facilities. Continuing since1998, this program is a chance to contribute to the community while simultaneously finding a useful purpose for wastematerial.
Other uses for the offcuts include selling them to local companies that make woodcraft products and making theminto items such as wooden mouse pads, shoe horns, and folding chairs to be provided to community members at summer
festivals. In addition, the offcuts are also turned into woodcraft kits that Yamaha Corporation uses in its manufacturingclasses for children.

Craft making using offcuts

Children playing with wooden blocks made from offcuts

Baseball Clinics for Youth Teams Provided by the Yamaha Baseball ClubThe 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 the development of young people in the area throughsports. At these clinics, members of the Yamaha Baseball Club provide instructions and examples to teach young ballplayers techniques such as how to shift their weight when pitching, where to step, basic posture when fielding infield andoutfield, 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 of young people. Since fiscal 2017, the Company has
participated in Hamamatsu City’s Top Athlete Partnership Business* and provided instruction, including lessons for
improving pitching and catching techniques to junior high school students. In addition to these clinics, other steps topromote and further the development of baseball were taken in fiscal 2020 including tee ball clinics for kindergarten andpreschool students designed to provide a wider range of children with opportunities to enjoy playing with balls and bats.
Such clinics took place at eight locations in three different cities in Shizuoka Prefecture and saw participation by 1,192
elementary and junior high school students from 83 teams.
Furthermore, the Junior Baseball Instructing Club, primarily made up of former members of the Yamaha BaseballClub, hold baseball health examinations for children during the clinics. As part of the exams, sports medicine doctors help
children with baseball injuries and give them advice to help prevent injuries and accidents.
* This business has been run by Hamamatsu City since fiscal 2017 and entails holding sports classes by sending local top athletes to sports
organizations and schools. 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.

Baseball clinics

Baseball health examination

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Education Solutions Utilizing ICTInformation and communication technologies (ICT) are being increasingly used in school education. In light of this trend,
Yamaha is proposing new means of learning in the classroom.

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 ofschools. Utilizing the skills related to music it has developed over the course of many
years, as well as its knowledge about music education, Yamaha has repeatedly
conducted trial classes with the help of elementary and junior high schools acrossthe country through which it has developed digital classroom teaching materials. In
February 2017, the Company released the VOCALOID for Education, Guitar Class,and Koto (a traditional Japanese musical instrument) Class. Following this, theCompany launched the Alto Recorder Class, Chorus Practice, and Soprano RecorderClass. All of these offerings have been positively received.
Primarily aimed at elementary and junior high school students, these materials
are not simply teaching materials, but content packages covering how to leadclasses 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 of use by teachers in schools. Teachingclasses while following this system help foster students’ imaginative and theoreticalskills while simultaneously allowing teachers to teach easily and effectively.
Through SES, Yamaha plans to not only provide these digital music classroom
materials, but also to support the new era of music education by supplying
comprehensive solutions, including instruments, network equipment, cloud services,and human support.

Teaching materials screen for Soprano
Recorder Class

Supplementary teaching materials (physicalpublication)

Distance Learning Using Web Conference Microphone Speakers
As the utilization of ICT becomes more common in classrooms, ICT-powered distance learning is being proposed more
frequently thanks to its ability to bring classes of different schools in the same city together, support exchange classes
between sister schools, and provide collaborative classes in remote islands and other underpopulated areas with a shortageof specialized teachers. As Japan’s Ministry of Education, Culture, Sports, Science and Technology recognizes distancelearning programs and grants accreditation in high schools, more forms of distance learning programs are expected to beoffered in the future. The voice quality of classes and lectures is imperative to distance learning as interference orinterruptions can impede a student’s ability to understand classes. For this reason, the ability to deliver a clear,uninterrupted voice is absolutely essential.
In cooperation with prefectural education boards, educational institutions, and other companies, Yamaha Corporation
promotes the use of 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 andallow for distance learning classes, 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 by reverberations or interference.

English conversation class using a tablet andremote teaching system (Koga Daiichi
Municipal Junior High School, Koga City,
Ibaraki Prefecture)

Presentation utilizing ICT (Komagamine
Municipal Elementary School, Shinchi Town,
Fukushima Prefecture)

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Donations and Social Welfare Activities
Promotion of Employee Volunteer Activities
The Yamaha Group promotes its employees’ 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 through donations, collecting
contributions, providing Yamaha products, and other initiatives. One such activity is a donation drive benefitting achildren’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 $110,000 in total. Yamaha Cares continues tosupport the hospital, which is one of the few institutions researching the treatment of juvenile diabetes.

Major Yamaha Cares Activities• Fundraising efforts for a pediatrichospital• Donations, including donations of
Yamaha products, to after-school
programs (run by United Sound, Inc.)
providing musical performanceexperiences to children with
development disorders• Participation in Making Strides Walk,an activity supported by the American
Cancer Society

Employees raising funds through half marathon to be donated to Children’s Hospital of Orange County

United Sound website
American Cancer Society website
Making Strides Walk website

Fundraising activities and Company product donations to various organizations

Regional Welfare and Disaster Relief Activities
Donations of Food for Disaster Stockpiling to Food Bank FUJINOKUNI
A charitable organization, food bank FUJINOKUNI seeks to help build a mutually supportive society. This organization has
developed and runs a system for accepting donations of food that is safe to eat but would otherwise be discarded fromcompanies, organizations, and individuals and equitably distributes this food to people who need it. The Yamaha Groupfully supports the organization. At offices in Shizuoka Prefecture, Yamaha stockpiles food to be distributed in the event of
a disaster. Before the food is due to be replaced, Yamaha donates it to the food bank.

Initiatives to Support Areas Impacted by Natural Disasters
The Yamaha Group implements initiatives for supporting the recovery of areas impacted by natural disasters in thedomestic and overseas regions in which it has factories and other operating bases.
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 through its sales agents, held a variety of charity concerts, andsupported the activities of the School Music Revival. In addition, we have been holding charity concerts by the Yamaha
Symphonic Band to promote recovery in the Tohoku region. Even now, a portion of the sales of CDs by this band is
donated to the impacted areas through the Japanese Red Cross Society, and we continue to engage in other such

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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 by disasters in regions applicable under theDisaster Relief Act.

Support Provided in Fiscal 2020
• Typhoon Hagibis: 5.0 million yen in donations, special repair and other services for Yamaha products damaged bydisasters• COVID-19 pandemic in China: 1.5 million yuan in donations (approx. 23.0 million yen)** Donations provided by six Chinese subsidiaries (Yamaha Music & Electronics (China) Co., Ltd.; Hangzhou Yamaha Musical Instruments Co., Ltd.;
Yamaha Electronics (Suzhou) Co., Ltd.; Xiaoshan Yamaha Musical Instruments Co., Ltd.; Tianjin Yamaha Electronic Musical Instruments, Inc.;
Shenzhen Yamaha Music & Electronics Trading Co., Ltd.)

Application for Special Repair and Other Services for Yamaha Products Damaged by Disasters (Japanese only)

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Editorial Policy
The Yamaha Group is working to contribute to the realization of a sustainable society as part of the exercise of its
corporate social responsibility.
The Yamaha Group publishes sustainability reports via its website to communicate this vision of promoting
sustainability and its related initiatives to the Group’s broad stakeholder base.
In compiling these reports, we prioritize the disclosure of themes of interest and important issues pertaining to theGroup based on the insight gained through communication with stakeholders. In addition, we have been disclosing a
wealth of information in an easy-to-read format that reflects the core subjects of ISO 26000, a guidance on social
responsibility.
Furthermore, this sustainability report (website) has been prepared in accordance with the Core option of the GRI
Standards. Furthermore, we referenced the Environmental Reporting Guidelines (2018 Version) of the Ministry of theEnvironment, Japan.

Organizations Included in the Scope of Reporting
In principle, sustainability reports cover Yamaha Group companies (Yamaha Corporation and its 57 consolidated
subsidiaries in Japan and overseas). References to “Yamaha” in this report indicate the Yamaha Group. Certain sections ofreports, however, require a more granular scope and thus have specific targets.

Reporting Period
April 1, 2019 to March 31, 2020
* The above period is referred to as fiscal 2020 in this report.
* Certain initiatives under way prior to March 2019 and information from April 2020 onward are also included in this report.

Date of Issue
Report Published: September 2020
Previous Report Published: September 2019
Next Report to Be Published: September 2021

General Administration Division Sustainability GroupURL: https://www.yamaha.com/en

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