サステナビリティレポート
2021
Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 actively conducts its sustainability activities according to the following
guidelines, seeking to contribute to the sustainable development of society, enhance medium- to long-term
corporate value, and to further strengthen the bond of trust with its stakeholders through sound, transparent
management methods and corporate activities that balance social and environmental concerns.

1. By creating new values through products and services focused on social andenvironmental issues, Yamaha contributes to the sustainable development ofsociety.
2. Through business development and social contributions based in each regionof the globe, Yamaha contributes to the promotion and popularization ofmusic, and to the development of communities.
3. By understanding the significance of protecting the natural environment andmaintaining biodiversity, and by promoting the reduction of environmental
burden through measures such as sustainable procurement of timber,efficient and circular use of limited resources, and lowering 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 incooperation with business partners.
5. Yamaha endeavors to prevent abuses of human rights, responding
appropriately to the effect of its business activities as well as to any attendantrisks 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 theemployee diversity that is a source of the new values created within thecompany, and which allows each person to fully demonstrate their
sensibilities and creativity through training and use, without regard to race,
nationality, gender, or age.
Formulated in February 2010 and last revised in June 2021

Yamaha Group Sustainability Policy
Japanese /2
Yamaha Sustainability Report 2021

English /Chinese /IndonesianSustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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, the Yamaha Group is working to understand the impact of its business activities on
the environment and society and pursue dialogue with stakeholders while overcoming challenges toward the creation of asustainable society.
The Group is also actively contributing to the accomplishment of the United Nations Sustainable Development Goals(SDGs), which are a set of shared targets embraced by the global society, through its business activities.
The goals and targets of the SDGs are emphasized in the development of products and services and in efforts toimprove business processes. Specific examples of these efforts include advancing music promotion activities to contributeto Goal 4 “Quality education” and practicing sustainable timber procurement to help achieve Goal 12 “Responsible
consumption and production” and Goal 15 “Life on land.”
Yamaha Group Sustainability Policy
Engagement with Stakeholders
Sustainability Issues in the Value Chain

Sustainability Promotion System
Sustainability Promotion System
Board of Directors
President and Representative
Executive Officer

Sustainability Committee (Committee chairman; President and Representative Executive Officer)

Including Group companies

3
Yamaha Sustainability Report 2021

Brand Development Unit, Technology Unit,
Staff divisions, etc.

Sustainability areas
other than the above

Golf HS Division

Working Group for Social
and Cultural Contributions

IMC Business Unit

Working Groupfor Human Rights, D&I

Musical Instruments & Audio Products Sales Unit

Working Groupfor Procurement

Musical Instruments & Audio Products Production Unit

Working Groupfor Resource Circulation

Audio Products Business Unit

Working Group
for Climate ChangeMusical Instruments Business Unit

Under the guidance of the Board of Directors,
Yamaha Corporation established the Sustainability
Committee as an advisory body to the president inJanuary 2021. This committee is tasked withdiscussing directives for Groupwide sustainability
initiatives, monitoring these initiatives, andreporting to the president on these matters.
Five working groups—the Working Group for
Climate Change, Working Group for Resource
Circulation, Working Group for Procurement,
Working Group for Human Rights, D&I, and Working
Group for Social and Cultural Contributions—havebeen formed under the Sustainability Committee toformulate activity policies for important Groupwide
themes and monitor trends in their respective
areas. The working groups act on a cross-businessbasis by coordinating with the relevant divisions toadvance self-driven activities based on the themeof their assigned area. Companywide strategies
pertaining to the priorities examined by theseworking groups are decided by the Sustainability
Committee, the Managing Council, and the Boardof Directors, and these strategies shape the policies
and measures of divisions and Group companies.

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 the Yamaha Group
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 the sustainability priorities were set by relevant divisions and for the Sustainability Division, and action plans were
formulated with this regard. The targets, KPIs, and action plans have been approved by senior management. Throughprogress monitoring by the Sustainability Division and annual reviews by the Managing Council, which is chaired by thepresident, and by the Sustainability Committee, we are promoting efforts to address our sustainability priorities.

4
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Sustainability Priorities and Progress in Related Initiatives
Sustainability
priorities

Major
initiatives

Development of
products andservices with a Response tofocus on social societal
andissuesenvironmental
issuesClassification under
the Make Waves 1.0
medium-term
management plan

Fiscal 2021 progress and results

Music Culture and Education• Announced digital instrumentswith improved functions foraccommodating musicalexpressions commonly used in the
Middle East
Universal Design• Engaged in initiatives with 20
cultural arts organizations afterSoundUD™ was recognized as aventure for enhancing the
profitability of cultural arts by the
Agency for Cultural Affairs• Took part in R&D project forenhancing multilanguagetranslation technologies
outsourced from the Ministry ofInternal Affairs andCommunications• Achieved SoundUD™ Consortium
membership of 340 companies andorganizations• Introduced voice readout
functionality to 63% of touch
screen-equipped digital musicalinstruments
Health and Safety Solutions• Launched eight new headphones
and earphones (all new models)equipped with Listening Carefunction for reducing burden on ears
Culture/Society
Workplace• Enhanced remote meeting systems
and other technologies andproduct lineups for addressing
online meeting demand amid the
COVID-19 pandemic• Established teleworking
consultation helpdesk• Proposed speakerphones as aremote class solution forsupporting school education amid
the COVID-19 pandemic
Remote Solutions• Officially released and promoted
use of SYNCROOM online remoteensemble performance service• Developed Distance Viewing
next-generation live viewing
system• Received 2020 Good Design Award
and Bronze Award in the categoryof Service Design in the IAUD
International Design Awards 2020
program for deploying Remote
Cheerer powered by SoundUD™
remote cheering system jointly
together with J.LEAGUE andprofessional baseball teams andutilizing the system for basketball,professional wrestling, track andfield, and para-sports events

5
Yamaha Sustainability Report 2021

Future issues andRelatedmedium-term
SDGsmanagement plan targets
Music Culture and
Education• Promote SoundUD™
through government
projects, distribute
software development
kits for applications for
inbound tourists, andbegan offeringtranslation services
Universal Design• Promote SoundUD™
through government
projects, 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) and implement
workstyle reforms
Remote Solutions• Propose solutions
matched to new lifestylepatterns

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Sustainability
priorities

Major
initiatives

Classification under
the Make Waves 1.0
medium-term
management plan

Development of
products andservices with a Response tofocus on social environmental
issuesandenvironmental
issuesSupport for the
spread of
instrumental
music
education inschools

Development ofregional
communitybased businessand social
contribution
Support for
activities
youth
development
orchestra/band

Community
supportThe Environment

Fair Operating
Practices

Fiscal 2021 progress and results

Consumer Issues

Community Involvement
and Development

Future issues andRelatedmedium-term
SDGsmanagement plan targets• Certified aggregate total of 75
models of Yamaha Eco-Products
over the period of the mediumterm management plan(aggregate total of 454 models,
16% of sales)• Commenced shipments ofautomotive thermoelectric power
generation modules• Promoted development of organic
solvent-free coating technology• Promoted development ofalternatives for scarce timberresources• Certify aggregate total of
120 models as Yamaha
Eco-Products over the
medium-term
management plan period(by March 31, 2022)• Introduce waste heat
power generation module
into the automotive
market• Develop organic solventfree coating technology• Develop sustainable
materials surpassing
scarce timber resources• Delivered instrumental musiceducation opportunities toaggregate total of 710,000 people
in 4,100 schools in six countries(Vietnam, Malaysia, Indonesia,
India, Brazil, and United ArabEmirates) through the School
Project• Provided aggregate total of
approximately 7,500 students
from 77 schools in sevencountries in Africa and the
Middle East with opportunities toplay musical instruments• Provide opportunities toplay musical instruments
to aggregate total of
1,000,000 people in
3,000 schools in sevencountries through the
School Project (by March
31, 2022)• Provide aggregate totalof approximately 8,300
students from 75 schools
in seven countries inAfrica and the Middle
East with opportunities
to play musicalinstruments• Held online musical instrument
maintenance seminars for 15
organizations in seven countries
in Latin America (total of 34
seminars) and online seminars
for cultivating repair technicians
Culture/Society
for 31 individuals in eight
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 by
two countries over the
medium-term
management plan period(by March 31, 2022)• Support the spread ofwind instrument bands
and orchestras best suited
to specific countries andregions around the world• Conducted five new support
initiatives (making for an
aggregate total of 12 initiatives
over the medium-term
management plan period) as partof a project to build communities
through music (Oto-Machi
Project)• Launch 10 new support
projects as part of the
Oto-Machi Project overthe medium-term
management plan period(by March 31, 2022)

Environment

6
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Sustainability
priorities

Major
initiatives

Classification under
the Make Waves 1.0
medium-term
management plan

Reduction ofgreenhousegas emissions
duringbusiness
activities

Environment

Lowering ofgreenhouse gas
emissions

Response to
climate change

Environment

Procurementof timber with
an awarenessof cycle-based
forestpreservation

Fair Operating
Practices

Fiscal 2021 progress and results

Consumer Issues

Community Involvement
and Development

Future issues andRelatedmedium-term
SDGsmanagement plan targets• Examined measures foraccomplishing medium- tolong-term emission reduction
targets certified by Science
Based Targets• Expanded use of renewableenergy (began sourcing 100% of
power purchased at headquartersfrom renewable energy in April
2021)• Implemented initiatives for
reducing emission from logistics(logistics downsizing,transportation distance
reduction, shift to modes oftransportation with lower
emissions, joint transportation
trials, etc.)• Received third-party greenhousegas emission verification• Examine possibility ofraising medium- tolong-term emissions
reduction targets andadvance initiatives foraccomplishing reduction
targets• Reduce Scope 1 and 2
emissions throughenergy conservation
activities and proactive
shift to renewable energy• Advance development of
products with highenergy efficiency• Implement emissions
reductions activities
through coordination
with suppliers andlogistics partners• Continue to receive thirdparty greenhouse gas
emission verification• Commenced detailed scenario
analyses based onrecommendations of Task Forceon Climate-related Financial
Disclosures• Identify and quantify
climate change-related
risk and opportunities
through analyses basedon scenario of global
warming of 1.5°C above
pre-industrial levels• Ramp up analyses anddisclosure pertaining tomaterial items (timberuse, supplier and otherbase water risks, etc.)• Improved timber due diligence(DD) system• Conducted DD on all timberpurchased and judged 99.4% ofpurchases as low risk
• Increased ratio of certified timber
to 48%• Switched 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

• Advanced planting of African
blackwood trees in Tanzania(1,900 trees planted over
1.5-hectare area, making for
aggregate total of 7,400 trees
planted), expanded scope ofactivities, and provided education
on rice field cultivation and tree
planting• Held Sakhalin spruce tree
planting event in Hokkaido• Conducted research and madethree results announcements
related to African blackwood andSakhalin spruce trees (incollaboration with Kyoto
University)• 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

Environment

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

The Environment

7
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Sustainability
priorities

Major
initiatives

Classification under
the Make Waves 1.0
medium-term
management plan

Packing andpackagingmaterial
measures
Promotion of
the “3Rs” inproducts

The Environment

Fair Operating
Practices

Fiscal 2021 progress and results

System/framework
development

Systematic
initiatives forthe respect ofhuman rights

Society

Supply chain
CSR
management

Community Involvement
and Development

Future issues andRelatedmedium-term
SDGsmanagement plan targets• Downsized packaging and cut
back on use of plastic packaging
materials• Began transitioning to certified
paper shopping bags in place 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 “3Rs” initiatives• Launched and began shipping
retrofit pianos (with silent
functions installed, Disklavier
models upgraded, etc.) in Japan,
North America, and Europe• Promote the “3Rs” inrelation to products
based on long-term
vision• Enhance services toallow customers tocontinue to use themusical instruments theycherish (piano
retrofitting, etc.)• Conducted monitoring of andprovided feedback to domestic
and overseas Group companies
based on the Guidelines for Laborand Human Rights• Performed human rights
education and on-site meetings
using the Yamaha Human Rights
Guidebook• Strengthen human rights
monitoring frameworks• Enhance internal training
and initiatives forpromoting awareness ofhuman rights• Completed assessments,
corrective measures, andtransaction reviews of 3,748
companies subject tosimultaneous assessment in 2019
• Conducted assessments of 149
new suppliers• Held sustainable timber
procurement briefings for
procurement representatives(Japan, China, and Indonesia)• Conduct simultaneous
supplier CSR
assessments (every three
years)• Perform assessments
when beginningtransactions• Hold seminars targetingprocurement personnel
and suppliers

Environment

Product
measures

Consumer Issues

8
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Sustainability
priorities

Major
initiatives

Classification under
the Make Waves 1.0
medium-term
management plan

Global humanresources
management

Accommodationof diverse
workstyles

Promotion ofdiversity andhuman
resourcesdevelopment

Society

Promotion ofdiversity andinclusion

The Environment

Fair Operating
Practices

Fiscal 2021 progress and results

Consumer Issues

Community Involvement
and Development

Future issues andRelatedmedium-term
SDGsmanagement plan targets• Established Group employee
training guidelines and performed
monitoring based on theseguidelines• Conducted global selective
training for senior management
candidates• Promote humanresources management
based on the Groupstandard grading andemployee training
guidelines• Expanded teleworking systems(eliminated usage reason andnumber restrictions, establishedallowance systems, etc.)• Established new systems forsupporting employees inbalancing work and medical
treatment• Expand work–life balance
support systems• Broaden scope of
applicability for
teleworking systems toprevent employees fromhaving to take posts that
separate them fromfamily and toaccommodate nursing
care needs• Increased ratio of female
managers within the YamahaGroup to 16.0% (worldwide total)• Established the Working Groupfor Gender Equality as a
Companywide advisorycommittee• Held awareness-raising
campaigns in conjunction with
International Women’s Day(declaration of support for UN
Women Unstereotype Alliance,
discussions with othercompanies, etc.)• Arranged training for employees
returning from childcare leave• Held diversity and inclusion
online seminar for all domestic
and overseas employees• Conducted unconscious bias
training• Awarded with the highest ratingof gold in the PRIDE INDEX for
second consecutive year inrecognition of sexual minority
consultation venue and internaland external awareness-raising
activities• Improve ratio of female
managers to 17% on aGroupwide basis over the
medium-term
management plan period(by March 31, 2022)• Implement internal
systems• Conduct awarenessraising activities topromote understanding
inside and outside of theGroup

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.

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 the Company intranet to
educate employees and raise awareness on sustainability. Since fiscal 2018, we have been promoting deeper
understanding of the SDGs through posters, Company newsletters, and internal events in order to help all Group
employees realize the connection between their work and the SDGs.

9
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Consumer Issues

Community Involvement
and Development

Posters and Company newsletters introducing the SDGs

Sustainability information site on the Company intranet

Sustainability education course as part of
new recruit training

Fair Operating
Practices

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 Corporation 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 2021 subcommittee participation: Environmental Management, Kansai, Human Rights Due Diligence, Human Rights Education, Disaster
Prevention/Mitigation, ESG, and Reporting

UN Global Compact

Organization in Which the Yamaha Group is a Signatory or Member• UN Global Compact• Task Force on Climate-related Financial Disclosures• Science Based Targets• SoundUD™ Consortium

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 andsound management, and the policies of “valuing people” and “harmony with society.” In order to realize our goal of“sharing passion and performance,” we take opportunities to engage in dialogue with our stakeholders to learn about theiropinions and desires and then reflect this input into our corporate activities.

10
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

We also solicit timely 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 helpdesks (telephone, email, 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, improve corporate value

Daily means of communication
General shareholders’ meetings, explanatory meetings for investors, investor website and email newsletters

Example of communication

Information Disclosure (Dialogue with Shareholders and Investors)

11
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Employees
We respect the independence and sensitivity of each and every employee working for the Yamaha Group. We strive tocreate environments in which each individual can fully realize their creativity, and aim to create a corporate culture thatallows 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 range ofworking styles, ensure health and safety

Daily means of communication
Survey questionnaires (motivation, management awareness), labor–management meetings and discussions

Example 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

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

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

12
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

Download

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.

13
Yamaha Sustainability Report 2021

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

14
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 six eighth (6/8) of themembers from outside with a diversity of backgrounds and specialties, including persons with management experience inother industries. Also, by forming a Nominating Committee, Audit Committee, and Compensation Committee with amajority of independent Outside Directors as obligated by law, the Company can execute its oversight function withfurther transparency and objectivity. The Audit Committee will strengthen the oversight function through audit byimplementing 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.

15
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Corporate Governance Structure(as of June 25, 2021)

Download

Governance Organization Personnel

Directors
Executive Officers
Operating Officers
Audit Officers
Nominating Committee Members
Audit Committee Members
Compensation Committee Members(Yamaha Corporation, as of June 25, 2021)

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

7
5
5
1
2
8
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 25, 2021)

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

Japan

Overseas

7
5
5
1
2
8
2

1
1
0
0
0
1
0

Directors and Officers
16
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Directors and Board of Directors
The number of Directors of the Company is eight (8) as of June 25, 2021 (six (6) of them are Outside Directors). The Board
Meeting held monthly (in principle). In keeping with its fiduciary duty, the Board of Directors presses for the Group’s
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 2021 (from April 1, 2020 through March 31,
2021; the same shall apply hereinafter).

Nominating Committee
The number of members of Nominating Committee is four (4) as of June 25, 2021 (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 2021.

Audit Committee
The number of members of Audit Committee is three (3) as of June 25, 2021 (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 fifteen (15) meetings during the fiscal 2021.

Compensation Committee
The number of members of Compensation Committee is four (4) as of June 25, 2021 (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 four (4) meetings during the fiscal 2021.

Executive Officers
The number of Executive Officers is five (5) as of June 25, 2021 (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.

17
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Operating Officers
The number of Operating Officers is nine (9) as of June 25, 2021. The Operating Officers will execute the business activities
they are responsible for from a Companywide perspective based on the important decisions related to conduct of businessby 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 25, 2021. 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.

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.

18
Yamaha Sustainability Report 2021

Sustainability
Management

Director

Director

Director

Director

Director

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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.

Hiromichi
Shinohara

Having been involved in management as a representative director of one of the largest
communications and ICT companies in Japan, Mr. Hiromichi Shinohara has a wealth of experienceand achievements alongside broad insight as a corporate officer. He also has wide-ranging andin-depth knowledge of communications systems and electronics.
He has been nominated as a director on expectations that he will help strengthen the oversightfunction of the Board of Directors through these achievements and insights, etc.

Naoko
Yoshizawa

Having been involved in management as an executive officer of one of the largest electronics and
ICT companies in Japan and as the CEO of its overseas group company, Ms. Naoko Yoshizawa has awealth of experience and achievements alongside broad insight as a corporate officer. She also hasa high degree of expertise in digital and AI technologies.
She has been nominated as a director on expectations that she will help strengthen the oversightfunction of the Board of Directors through these achievements and insights, etc.

* Yamaha has registered six Outside Directors — Taku Fukui, Yoshihiro Hidaka, Mikio Fujitsuka, Paul Candland, Hiromichi Shinohara and Naoko
Yoshizawa — as independent directors pursuant to Tokyo Stock Exchange provisions (as of June 25, 2021).

Expertise held by the Company’s Directors
Directors
TakuyaNakataCorporate Legal and risk Finance andmanagement management accountingx

Satoshi
Yamahata

x
x

Taku
Fukui

Outside

Yoshihiro
HidakaOutsidex

Mikio
Fujitsuka

Outsidex

IT anddigitalxxx

Manufacturing,Marketingtechnology, andand sales
R&D
xx

Globalexperience
x
x
x

x

x

x

x

19
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Paul
CandlandOutsidex

Hiromichi
Shinohara

Outside

x

x

x

x

Naoko
Yoshizawa

Outside

x

x

x

x

x

x

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

Total meetings held

Board ofDirectors

Nominating
Committee

Audit
Committee

Compensation
Committee

12

3

15

4

Attended

11

3

15

4

Attendance rate*

91.7%

100%

100%

100%

Attended

12

–

15

–

Attendance rate*

100%

–

100%

–

Outside Director
Yoshihiro Hidaka

Attended

12

3

–

4

Attendance rate*

100%

100%

–

100%

Outside Director
Mikio Fujitsuka

Attended

12

–

15

–

Attendance rate*

100%

–

100%

–

Outside Director
Paul Candland

Attended

12

3

–

4

Attendance rate*

100%

100%

–

100%

Outside Director
Yoshimi Nakajima
Outside Director
Taku Fukui* 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 "GroupManagement Charter," which sets forth basic Group management policies, and the "Group Internal Control Policy," whichsets internal control policy for the Group. Regarding decisions on the status of management and on issues with somedegree of importance which may have an effect on the management condition of the Group, Subsidiaries are required toreceive 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.

20
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Policy and Status Concerning Executive Officer Remuneration
Remunerations for Directors
Individual amounts and policy regarding the compensation of Directors and Executive Officers have been determined in
the Compensation Committee, which is comprised of three Outside Directors and one internal Director.
Compensation for Directors (excluding Outside Directors) and Executive Officers will consist of (1) fixedcompensation, (2) performance-linked bonuses, and (3) compensation in the form of restricted stock (restricted stockcompensation). The approximate breakdown of total compensation of (1), (2), and (3) will be 5:3:2.
(1) Fixed compensation is monetary compensation according to job titles and is paid monthly.
(2) Performance-linked bonuses are monetary compensation according to job titles that is linked with consolidated profit
for the period and ROE for the current fiscal year and will be calculated, reflecting the individual's record of performance,in order to motivate individuals to contribute to enhancement of the Company’s performance. These bonuses are paid
after the completion of the applicable fiscal year. The individual’s performance will be evaluated based on indicators of
performance set by business and function in each area the individual is responsible for.
(3) Restricted stock compensation is share-based compensation according to job titles and is provided at the launch of
the Medium-Term Management Plan with the intent of motivating the Directors and Executive Officers to enhance
corporate value sustainably and having them share a common interest with shareholders. In order to motivate the
Directors and Executive Officers to achieve the Company’s performance goals in the medium term, one-third (1/3) ofrestricted stock compensation is paid under the condition that an individual remains in the service of the Company for acertain period and two-thirds (2/3) of restricted stock compensation is linked to the Company’s performance. The
Company’s performance will be measured using “core operating profit ratio,” “ROE,” and “EPS” as performance indicators,
giving equal weight to each of them, as described in the Medium-Term Management Plan. Transfer restrictions shallremain effective until the retirement of Director or Executive Officer or for thirty (30) years from the receipt of restricted
stock compensation for the purpose of aligning the interests of the corporate officers with those of the shareholders overa long period after the end of the MediumTerm Management Plan. In addition, a claw-back clause is included that will
require the return of all or a portion of restricted shares transferred to officers on an accumulated basis to date, dependingon the responsibility of the officers in charge, in the event of serious cases of accounting fraud and/or major losses during
the restricted period.
(4) Outside Directors will receive only the fixed compensation.

Amount of Remuneration and Other Compensation Provided to
Yamaha Directors and Executive Officers(Year Ended March 31, 2021)
Compensation by Type (Millions of Yen)

Classification

Total
Compensation(Millions of Yen)

Fixed
Remuneration

Performancebased bonuses

Compensation in
the form of
restricted stock

Director

67

67

–

–

Number of
directors andofficers
6

Outside Directors

67

67

–

–

6

Executive Officers

451

224

85

141

6

* The above numbers include one Director who retired at the conclusion of the 196th Ordinary General Shareholders’ Meeting held on June 23, 2020.
* The total amount of compensation, etc., paid to the executive officers concurrently serving as directors is described in the section for executive officers.
* Shares as compensation in the form of restricted stock were granted in a lump sum in fiscal 2020 (fiscal year ended March 31, 2020), the firstyear of the Medium-Term Management Plan and no such shares were granted during the fiscal year under review. The amount of compensation
stated above is the accounting figure pro rata appropriated for the three years covered by the Medium-Term Management Plan.

Remuneration by Director(Year Ended March 31, 2021)
Compensation by Type (Millions of Yen)

Name

Total
Compensation(Millions of Yen)

Director
category

Company
category

TakuyaNakata155

President andRepresentative
Executive Officer

Submitting
Company

Fixed
Remuneration

Performancebased bonuses

Compensation in
the form of
restricted stock

77

27

50

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

21
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 ten (10) certified public accountants andthirty two (32) assistants help the aforementioned three certified public accountants conduct the auditing work.

Compensation for Accounting Auditor in Fiscal 2020 and 2021
Fiscal 2020

Fiscal 2021

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

113

–

125

2

Consolidated
affiliates

21

19

21

19

Total

134

19

147

21

Classification

Notes: Other important compensation:
Fiscal 2021: A part of overseas consolidated subsidiaries of Yamaha Corporation paid ¥98 million yen in compensation based on audit certificate
services to accounting firms, etc. that do not belong to the same auditing accounting auditor network as Yamaha Corporation.
Fiscal 2020: A part of overseas consolidated subsidiaries of Yamaha Corporation paid ¥93 million yen in compensation based on audit certificate
services to accounting firms, etc. that do not belong to the same auditing accounting auditor network as Yamaha Corporation.

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 (Dialogue with Shareholders and Investors)

Corporate Governance Policies/Report
In accordance to the provisions of the Tokyo Stock Exchange and the Corporate Governance Code, the Company has
created a policy and report which describes our thoughts and systems for corporate governance.
Corporate Governance Policies (PDF: 223 KB) Revised on June 24, 2021
Corporate Governance Report (PDF: 1.26 MB) Revised on June 25, 2021

22
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Compliance
Basic Policy and Compliance Code of Conduct
The Yamaha Group has positioned compliance among its most important management themes for fulfilling its
responsibility to stakeholders and society and for achieving sustainable growth. We practice compliance managementwith a focus on ensuring strong legal compliance, adherence to social norms, and a high level of corporate ethics.
The Compliance Code of Conduct puts forth a code for guiding the actions of all members of the Yamaha Group as
the foundation for compliance management. Since the establishment 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.
Compliance Code of Conduct

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

Compliance Management Frameworks and Promotion System
The Working Group for Compliance, an organization positioned within the Risk Management Committee, which is anadvisory body to the president, is a central organization in the promotion of compliance. This working group discusses anddecides on Groupwide compliance-related policies and measures. In addition, the working group is responsible formonitoring the activities of divisions and Group companies to ensure legal compliance and ethical operations.
Other measures for ensuring good compliance include internal education and training programs, employeequestionnaires, and the development of compliance helplines, which are made available to full-time, dispatch, and other
employees.

Compliance Promotion System

Working Group for Compliance Activities
Major Activities
Four meetings in fiscal 2021

Details• Confirmation of Groupwide compliance promotion status• Examination of measures for promoting Compliance Code of
Conduct awareness• Enhancement and improvement of effectiveness ofcompliance helplines• Review of activities for preventing abuses of power, a priority
activity theme for fiscal 2021, and discussion of themes forfiscal 2022

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. Furthermore, employeequestionnaires are conducted once every three years, the results are analyzed to identify any issues, and various measures
are put in place to address the identified issues. Recent efforts based on questionnaire results include the enhancementof harassment prevention measures and the expansion of external compliance helplines.
23
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 2020.

Overview of Employee Questionnaires
Scope

Approximately 9,000 full-time and dispatch employees (including part-time employees with employment
contracts) of Yamaha Corporation

Details

Questions for tracking employee compliance awareness and conditions by organization

Frequency

Once every three years

Note: The next questionnaire is to be administered in 2021.

Training and Education
Training and Education via Online Contents and Seminars
The Yamaha Group distributes accessible, easy-to-understand online compliance education contents for employees inJapan on a monthly basis. For example, employees in Japan are given access to Compliance News, which explainsconcepts in four-panel comic strips; Compliance Quizzes; and Compliance Mini-Tests. Available via the Company intranet,these contents allow users to efficiently learn about key compliance points in a short amount of time.
Training and education activities conducted amid the COVID-19 pandemic included e-learning programs on
preventing power harassment administered to the employees of domestic Group companies. Three training sessions were
held in fiscal 2021, and these sessions were attended by approximately 7,000 individuals.
In addition, three online training sessions were held for managers in fiscal 2021. Built on two-way interaction, thesesessions were attended by 28 managers.

E-learning training on preventing power harassment

Online training session for managers

Compliance Helplines
The Yamaha Group has established compliance helplines for addressing compliance-related consultations and reports.
These helplines can be used to receive support via the internet, telephone, fax, email, or standard mail.
In Japan, cards detailing the contact information for these helplines are distributed to employees, and thisinformation can also be found in Compliance Code of Conduct booklets and on posters displayed in Company facilities.
We also promote awareness regarding these venues through questionnaires and during training sessions. Internal rules
pertaining to the operation of compliance helplines include provisions to protect whistleblowers by stating that thosereporting in earnest are not to suffer reprisal as a result of reporting. These helplines are available to full-time employees,
dispatch employees, and contracted staff. They may also be used by the staff of subcontractors, sales agents, and otherbusiness partners as well as by others involved in the business activities of the Yamaha Group.
In March 2020, we established the Yamaha Compliance Hotline, a new external consultation venue for domestic

24
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Group companies operated by a subcontractor. Combined with the existing internal consultation venue and venue for
consultation with an external legal firm, this made for three consultation venues available in Japan.
Overseas, helplines have been set up at 34 overseas Group companies, and Yamaha Corporation also provides global
helplines offering support via the internet that are available in 16 languages.

Compliance Helpline System

Harassment, employment issues, and other work-related matters represented the majority of consultations and reports
received as of March 31, 2021. 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.
In fiscal 2021, no reports were received on incidents that constituted serious compliance violations with thepotential to result in the Company being subject to massive fines or non-monetary sanctions for violating social or
economic laws.

Number 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

54

12

66

Fiscal 2021

50

33

83

Fiscal 2020: 66 reports

Fiscal 2021: 83 reports

Others10%

Others16%
Powerharassment
35%

Labor issues
37%

Labor issues
35%

Sexual harassment,
pregnancy/childbirth
discrimination
9%%

Misappropriation ofCompany assets
4%

Dishonest behavior

Misappropriation ofCompany assets
2%

Dishonest behavior

5%

3%

25

A

A

Power
harassment
38%

A

A

A

A

A

A

A

A

Yamaha Sustainability Report 2021

Sexual harassment,
pregnancy/childbirth
discrimination
6%

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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.

Risk Management System

Download
26
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 Risks

Business Risk Categories

Risk Map

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

27
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 2021
Basic policies andrules

Reviewed and implemented partial revisions to the 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 business continuity

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

COVID-19 pandemic
response measures

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 Group companies
3. Implemented measures for preventing the spread of COVID-19 at workplaces (installation ofpartitions in cafeterias and online meeting booths)

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

Financial Management
The Yamaha Group is globally promoting internal control activities centered around financial management, such as 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 other regulations.

28
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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.
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.
8-3 National Security-Related Trade Control

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 Working Group for
Information Security 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 the Group IT Management Standards, which define basic IT management
policies, the Yamaha Group conducts training based on the Group Personal Information Protection Standards, theComputer and Network Use Guidelines, and the Compliance Code of Conduct to ensure employees understand theimportance of preventing inadvertent data leaks while taking precautions to protect against hacking by third parties.
9-8 Utilization and Management of the Company’s Information Systems
Personal Information Protection

Occupational Health and Safety and Environmental Risk Management
In order to prevent occupational accidents and environmental pollution, the Yamaha Group performs risk assessments 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(Dialogue 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

29
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

Website for 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, financial data, and annual reports, along with newsletters. In fiscal 2021, the IR section of our website received anumber of honors, namely a 2020 Internet IR Commendation Award (Daiwa Investor Relations Co. Ltd.), recognition as a
AAA website in the overall category of the 2020 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 theevaluation of the website’s easy-to-understand navigation options and its timely provision of the information necessary forinvestors.
Investor Relations

Major IR Activities
Yamaha promotes engagement 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 engagement 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

Times held in
fiscal 2021

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
0 (United States,
Europe, and Asia)** Overseas investor
visits were canceledin fiscal 2021 due tothe COVID-19
pandemic.

Securities analysts
Institutional investors
Private investors* Overseas investor visits were canceled in fiscal 2021 due to the COVID-19 pandemic.

Company briefing for private investors

Frequency

Financial results briefing

30
Yamaha Sustainability Report 2021

As needed

0

Irregularly (in Japan)

1

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

ESG Investment Initiatives
Yamaha Corporation has been included in domestic and overseas environmental, social, and governance (ESG) indexes*1
and ESG funds based on the consideration it exercises for the environment and for society.
For more details, please refer to the following website.
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 FTSE
International Limited and Frank Russell
Company) confirms that Yamaha has been
independently assessed according to the
FTSE4Good criteria, and has satisfied therequirements to become a constituent of the
FTSE4Good Index Series. Created by the global
index provider FTSE Russell, the FTSE4Good
Index Series is designed to measure theperformance of companies demonstratingstrong Environmental, Social and Governance(ESG) practices. The FTSE4Good indices areused by a wide variety of market participants tocreate and assess responsible investment funds
and other products

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(As of March 31, 2021)

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.
Shareholder Returns

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 benefit programs areavailable only to residents of Japan.
Shareholder Benefits (in Japanese only)

31
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 international norms pertaining to human rights, including those described in the International Bill of Human Rights(Universal Declaration of Human Rights and International Covenants on Human Rights), the Organization (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 of respect for fundamental human rights, prohibition of discrimination, and prohibition offorced and child labor, in the Yamaha Group Sustainability Policy it clearly states the Group’s resolve to respect humanrights, with the goal of helping build a society that safeguards the dignity of all. In 2018, the Company created the YamahaGroup Human Rights Policy, which displays our thoughts and responsibilities regarding respect for human rights anddescribes our commitment to practicing human rights due diligence, based on internationally respected human rights
standards, to prevent human rights violations throughout the Group’s business activities. This policy shapes our businessactivities as well as our efforts to educate and promote awareness of human rights, and was approved by the president
after receiving input from all Group companies and holding discussions at meetings of the Managing Council.
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. With a focus on these themes, the Yamaha Group inspects theimplementation status of the related rules, incorporates necessary items into regulations and guidelines from a humanrights perspective, and carries out comprehensive human rights assessments performed by monitoring the compliancestatus with such regulations.
Engagement with Stakeholders

32
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Consultation and Whistleblowing Venues
The Yamaha Group solicits opinions and issues reports by telephone and through the online inquiry form available on its
corporate 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 LGBTQ community) through which we have been addressing consultations with the aimof resolving or alleviating the concerns faced by members of such groups.
To ensure that reports can be received from various countries and regions, we have developed multilanguage 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.
Consultation and whistleblowing protocols have been established in accordance with internal regulations to protect
those who report so that the Yamaha Group can defend whistleblowers’ interests. Consultations and reports areinvestigated swiftly and fairly, while protecting the privacy of those who report as well as of the alleged offender, andinstructions are issued and other corrective measures are taken should problematic behavior be identified. Even in cases
in which strong requests for confidentiality from those who report or the offender restrict investigations, the Group willtake whatever steps possible to improve its workplace environment as it seeks to rectify the issue and implements
measures to prevent reoccurrence.
Compliance Helplines

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

33
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

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 refer to the following link for details on these efforts.
Yamaha Supplier CSR Code of Conduct
Promotion of Social Responsibility in the Value Chain

Prohibition of Forced and 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

34
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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.
Meetings where attendees are given the opportunity to think about the human rights violations that might occur in thecourse of their work and how to prevent them through readings of the Yamaha Human Rights Guidebook, which was
published in 2019 and is available in Japanese and English, are held at domestic Group companies during the international
Human Rights Day and Japan’s Human Rights Week. Feedback on these meetings has been received from more than 500
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, and the progress of these programs
is monitored.
Furthermore, the following training and education programs are conducted in order to raise human rights awareness.
• Provision of human rights-related information pertaining to the Group via the intranet (UN Guiding Principles on Businessand Human Rights, conflict mineral issues, etc.)• Quiz-style harassment prevention information programs conducted via the intranet• Training sessions and workshops on workplace human rights-related themes (CSR procurement seminars for purchasing
representatives, human rights violation prevention workshops for public relations representatives)• Seminars for officers and all other Group members (diversity and inclusion seminars)

35
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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, respective Yamaha Group companies develop three-year Diversity and Inclusion Action Plans and share goodpractices throughout the Group via monitoring.
In 2021, online seminars were held for the purpose of entrenching respect for diversity and inclusion in our corporate
culture and brought more than 400 employees.

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 dedicated representative has been assigned to lead efforts to
support women’s careers, and this individual guides the formulation of Groupwide policies and action plans and theirdeployment at Group companies. In January 2021, the Working Group for Gender Equality was established under the
Human Resource Development Committee as an advisory body to the president. This working group is tasked with offering
advice regarding various initiatives for diversifying management through the ongoing cultivation of female leaders andwith guiding the implementation of these initiatives. Reports are issued to the president with regard to these efforts.
Yamaha Corporation is ramping up its initiatives on this front in accordance with the phase 2 three-year action plan
based on the Act on the Promotion of Female Participation and Career Advancement in the Workplace in March 2019.

36
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Major Measures
Goal
Proactive hiring of
female employees

MeasureIncrease the ratio of women among new graduate and mid-careerhires
Conduct hiring activities that include information about the activeroles played by female employees
Set a three-year target (by fiscal 2022) for increasing the ratio of
female employees in management positions

Active promotion andexpansion ofopportunities to develop
the abilities of female
employees

Achieve ratio of female employees in management positions of
7.2% or higher for Yamaha Corporation and 17.0% or higher for theGroupEnhance education and training programs (career development
planning programs for female employees, etc.)

Intranet Website
Disseminating Diversity and
Work–Life Balance
Information

Foster female managerial candidates
Conduct unconscious bias training for supervisors

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, and update work–life balance support programs
Systemize any-purpose telework scheme and flextime scheme forshort-hour work days for child-raising

Improve workplaceawareness and foster
corporate culture

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

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/childcare leave• Receipt of “Family Friendly Company Award” from the Ministry of Health, Labour and Welfare (2005)• Receipt of “Kurumin” certification (2008 and 2014) and Platinum “Kurumin” 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)

Note: As of March 31, 2021

37
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Fair Operating
Practices

The Environment

Consumer Issues

Community Involvement
and Development

Average Number of Years of Continuous Employment

Ratio of Female Employees in Management Positions(Comparison between Japan Average*1 and Yamaha Corporation*2)(Yamaha Corporation)*3,4
(%)

8
7

7.1

6

6.4

6.5

2018

2019

5.8

5

5.0

4
0
*1 Nationwide numbers are from results of the 2020 Basic
Survey on Wage Structure.
*2 Statistics for Yamaha Corporation are as of March 31, 2021.

2016

2017

2020

*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 the Promotion of Female Participation and Career Advancement in the Workplace.

International Women’s Day Initiatives

In conjunction with International Women’s Day on March 8, 2021, Yamaha Corporation distributed a video on a
global basis with the aim of enhancing the exposure of female artists and the message “dare to be yourself, nomatter the obstacles.” This video featured appearances by a diverse range of female artists. Furthermore, we
coordinated with sales and business divisions around the world to roll out a global women’s empowerment
campaign that included presenting social media posts and interviews of female artists.
In addition, an internal bottom-up problem-solving project team comprised of female employees andguided by personnel departments arranged discussions between female leaders of Yamaha Corporation andYamaha Motor Co., Ltd. These joint discussions were based on the theme of a shared vision for women’s
empowerment by both companies. Articles uploaded on the Company intranet compiled discussions by female
officers on topics such as leaders and careers, work–life balance and systems, and women’s empowerment.
Through this undertaking, we sought to provide concrete advice and works of encouragement for all employees
in order to foster an environment in which women can be proactive in leadership roles.

38
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Employment and Advancement of Local Employees
As a conglomerate that engages in businesses in countries around the world, the Yamaha Group appoints locally hired
personnel to important posts within the Group. The president of Yamaha Corporation of America is a U.S. citizen, and isalso an operating officer of Yamaha Corporation. There are also presidents with German, French, Austrian, and U.S.
nationality, one of which is a woman, at companies which joined the Yamaha Group through acquisitions.
With a view to utilizing diverse human resources on a global scale, Yamaha Corporation (headquarters in Japan) ishiring employees from outside Japan, and as of the end of March 2021, 47 non-Japanese employees are employed. The
Company is striving to acquire a wide range of human resources by setting a target for hiring employees from outside
Japan and disseminating recruitment information in English.
(Information on numbers of non-Japanese employees is available 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, Yamaha
Corporation has augmented its vacation and leave programs with employment extension and rehiring programs thatflexibly accommodate employee life events.

Senior Partner System (Rehiring Program for Retirees)
The Senior Partner System is a program at Yamaha Corporation and Japan subsidiaries that provides willing employeeswith the opportunity to continue working beyond age 60. Through this program, employees can continue working until
they are 65 (214 individuals were using this system as of March 31, 2021). (Data by year is shown on the Social Data page.)
Yamaha Corporation revised this program in April 2020 to make for a more focused system emphasizing ambition androles. In addition to establishing several work ranks and definitions based on employee roles, the Company introduced
goal management, evaluation, and bonus systems and renewed benefit and leave systems in line with those available tostandard employees.
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 accompanying
spouses who do not work for Yamaha Group companies on overseas assignments, with a limit of five years from theirretirement. 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, 2021) 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.

39
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 coexistence, and it works to increase the skills of such
employees and raise awareness within the Company. As of March 1,
2021, 79 people with disabilities were employed at Yamaha
Corporation, of which 39 were assigned to Yamaha Ai Works Co.,
Ltd. The employment ratio 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 fromMarch 2021.

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

*5 As of March 1 of each year
*6 Scope: Yamaha Corporation, Yamaha Corporate Services
Corporation, Yamaha Ai Works Co., Ltd.
*7 Employment ratio of people with disabilities calculatedusing formula described by the Act on Employment
Promotion etc. 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 asdata processing, printing, filling and sealing envelopes, accounting, and benefit program and production-related
tasks. Additionally, this company 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 and learning session (held in 2019)*8 Special subsidiaries are subsidiaries that meet the definition of the Act on Employment Promotion etc. of Persons with
Disabilities. These subsidiaries must meet certain criteria, including those pertaining to the number and ratio of employeeswith disabilities. People with disabilities employed by such subsidiaries are counted as employees of the parent company
when calculating its employment ratio.

40
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Understanding and Initiatives for LGBTQ Individuals (in Japan)
The Yamaha Group is promoting understanding of and offering support for members of the LGBTQ community as an ally inJapan in order to build a better place to work for LGBTQ individuals and other sexual minorities and ensure that ourbusiness activities respect diversity. In fiscal 2021, we fostered awareness regarding the LGBTQ community by distributing
stickers displaying a logo designed to indicate that one is an ally of the LGBTQ community and by utilizing the Handbook
at Work to promote understanding within the organization. In addition, Yamaha representatives participated in a panel at asexual diversity symposium held by Shizuoka Prefecture. Furthermore, the Group has set up a consultation venue foraddressing and alleviating the issues that LGBTQ individuals face, included same-sex partners in the definition of family
members used in work and other regulations, and implemented other provisions to support the LGBTQ community.
These efforts have been highly evaluated, and Yamaha Corporation (headquarters in Japan) has been awarded thehighest rating of gold in the PRIDE INDEX, an index designed to recognize the initiatives of companies and otherorganizations for supporting sexual minorities like members of the LGBTQ community, for two consecutive years.
External Recognition

Excerpt from the Handbook at Work

Yamaha LGBTQ+ logo

External Recognition
Receipt of Highest Rating of Gold in 2020 PRIDE INDEXIn October 2020, Yamaha Corporation (headquarters in Japan) was awarded with the highest
rating of gold in the PRIDE INDEX,*9 an index compiled by work with Pride to recognize theinitiatives of companies and other organizations for supporting sexual minorities like membersof the LGBTQ community. The receipt of this rating was a reflection of the evaluation of
initiatives such as the promotion of understanding within the organization through seminars
for all Group employees and the production of a logo to display that we are an ally of the
LGBTQ community. Other initiatives that contributed to the receipt of this honor include theestablishment of a consultation venue for LGBT issues and revision of work and otherregulations 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 such as members of the
LGBTQ community. In this program, the ratings of bronze, silver, and gold are assigned through evaluations
based on five categories: action declarations, internal sexual minority communities, education activities,
human resource systems and programs, and social contribution and public relations activities.

Certification of Yamaha Corporate Services as a Platinum “Eruboshi” Company Pursuant to the
Act on Promotion of Women’s Participation and Advancement in the Workplace
In June 2021, Yamaha Corporate Services Corporation received certification as a Platinum“Eruboshi” company, indicating its progress in empowering female employees since it received
level three “Eruboshi” certification, the best rank, in this program in July 2018.*10 Platinum“Eruboshi” is awarded to those “Eruboshi”-certified companies that have met requirements
indicating excellence in terms of the accomplishment of general business operator action plantargets and of initiatives for promoting the participation and advancement of women in theworkplace. Yamaha Corporate Services has also received Platinum “Kurumin” certification
based on the Act on Advancement of Measures to Support Raising Next-Generation Children
in recognition of its proactive efforts to develop an environment that is conducive to working
while raising children.

Platinum “Eruboshi”
certification markExternal Recognition*10 “Eruboshi” is a program in which the Ministry of Health, Labour and Welfare certifies companies that have formulated action plans for thepromotion of women’s participation and advancement in the workplace based on the Act on Promotion of Women’s Participation andAdvancement in the Workplace enacted in April 2016 and that have conducted excellent initiatives in this area.

External Recognition
41
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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. We believe this will also accelerate the growth of the Company. Furthermore, eachdepartment 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 both 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 an enriched personal life. We
will work toward the creation of this type of virtuous cycle at Yamaha.

Reduction of Total Working Hours
To prevent long and excessive working hours, Yamaha Corporation established guidelines for overtime through a labor–
management agreement. In fiscal 2021, the Company advanced initiatives aimed at achieving its targets of less than 65
hours of average monthly overtime, five hours fewer than in the previous fiscal year, and less than 540 hours of average
yearly overtime.
In addition to annual paid leave days, we are developing a system for assorted types of leave, including leave related
to bereavement or celebration as well as consecutive days of leave given upon company transfers, reaching retirementage, or reaching an auspicious age for the objective of enhancing the private lives of employees and supporting themduring major life events. At the same time, we are promoting awareness and building structures for the purpose ofrealizing self-directed, highly productive workstyles. We have programs such as All Go Home at the Same Time Day, which

42
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Developmentencourages all employees to leave work on time, a flextime system for working hours, and programs to urge employees tofully use their paid leave days. We are gradually rolling these programs out at domestic Group companies as well.
As part of our efforts to promote the acquisition of paid leave days, we held arranged days in which all employees
were encouraged to take the day off and otherwise worked toward our target of having all employees acquire 15 or moredays of paid leave a year.

Major Initiatives and Fiscal 2021 Results
Initiative

Details

Participants

Fiscal 2021 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 three-day period

Full use of
paid leave
days

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

Yamaha Corporation

Email encouraging leave acquisition sent to those
who utilized less than 10 days of paid leave in theprior fiscal year (Fiscal 2021 average paid leave
taken: 14.2 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
located on its premises–

Awarenessandeducation

Information shared on theintranet

Yamaha Group
employees–

Fiscal 2021 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 or more days of paid leave a year 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 aresult of these efforts, the average number of paid leave days used in fiscal 2021 was 14.2.
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 60 hours per month for fiscal 2022. 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.
In fiscal 2021, the telework system introduced in fiscal 2020 to be used for purposes such as childcare or long-term carefor family members was made available to all employees to encourage them to better exercise their skills. Furthermore, we
advanced various initiatives aimed at contributing to the skill development and motivation of employees facing time
restrictions. For example, flextime systems were made available 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.

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 to the Company receiving Platinum“Kurumin” certification* in 2016 (please see “External Recognition” for details).
In fiscal 2021, the Company introduced systems that allow employees to work fewer days a week or shorten hours forthe purpose of receiving medical treatment to support employees in balancing their work with their treatment.

43
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

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

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
Reduced workhours
for undergoingtreatment
Shortened work
week for undergoingtreatment

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 birthFive 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—

Until treatment is over—

Until treatment is over

* Information on the usage status of the childcare leave system is shown on the Social Data page.
The rates of use of 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 132 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.

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.
In 2018, Yamaha Corporate Services Corporation (then Yamaha Business Support Corporation) received “Kurumin”
certification, and this company went on to earn Platinum “Kurumin” certification* in 2020.
44
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 labor–
management relationship,” and the Group conducts labor–management dialogues between management and the labor
unions or employee associations set up in each Group company. At Group companies in Japan, labor–management council
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. These 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 humanresources 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 andlabor unions. In addition, labor agreements stipulate that changes to business operations with the potential to materially
impact employees, such as relocations stemming from organizational or position changes or staff reallocations, warrant
prompt notification to labor unions or labor–management discussions. Labor union officials also participate in the runningof systems that have a significant impact on employees, such as corporate pension funds, health insurance unions, theMutual Aid Foundation, and employee stock ownership plans.
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 the 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.

45
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 managers,
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

Work–Life
Balance (WLB)
Promotion
Committee

As necessary;Company: Human Resources Division
reports(personnel in charge of labor
published atadministration)
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 work–
life balance, and various otherinitiatives related to work–lifebalance

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

Rate of Unionization*1,2(As of March 31, 2021)

Yamaha Corporation (includes employees seconded to other companies)

77%

Domestic Yamaha Group companies*3

48%*1 Managers are included in the calculated figures.
*2 The right to collective bargaining of labor unions is respected.
*3 Scope of statistics: Yamaha Music Japan Co., Ltd.; Yamaha Music Retailing Co., Ltd.; Yamaha Music Manufacturing Japan Corporation; Yamaha
Fine Technologies Co., Ltd.; and Yamaha Corporate Services Corporation

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

Employee Engagement Surveys
In October 2020, surveys on employee engagement were administered to the approximately 6,700 employees ofdomestic Yamaha Group companies. The response rate was 96.9%. These surveys were designed to track metrics
pertaining to organizations and employees and to identify issues so that this information could be used to energizeorganizations, improve employee motivation and workplace comfort, and ultimately spur the mutual growth of
employees and the Company.
Questions pertaining to employee motivation assessed whether employees held pride in working for The
Yamaha Group and felt that they were able to grow through their work. Questions pertaining to workplace comfort
examined circumstances surrounding team relationships, cooperation with colleagues and supervisors, andorganization openness. The findings of these surveys will be utilized going forward in order to shape ongoing
initiatives for improving the Company and its organizations.

46
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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, theconference 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, its intranet, andsignage. The Group magazine, which is issued and distributed by the Public Relations Division of Yamaha Corporation,offers swift notification of policies and strategies related to management and business activities. This magazine also
covers topics from various departments and Group companies in order to share information across the entire Group. In
China and Southeast Asia, where the Group positions production sites, regional internal newsletters are issued in Chineseand Indonesian. In addition to information on the 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. In fiscal 2021, a messenger app was utilized for providing
information to employees as a one of our new initiatives for communicating amid the COVID-19 pandemic.
These information provision initiatives are complemented by efforts for invigorating internal communication andimproving employee engagement. Examples of these efforts include global events held around the anniversary of theCompany’s founding and discussions between the president and employees held via online conference systems.

Y-onSITE intranet site

Yamaha Awards event for presenting
awards from the president

Online conference between thepresident and employees

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 the Yamaha Group through hands-on experience of the products manufactured at factories
and through miniconcerts 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)

47
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

Standards and Basic Policy for the Group Safety and Health Management Policies & Rules
The management and employees of the Group companies shall view maintaining the health and safety ofall 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 2021 Action Plan and Targets
Basic policies

Targets

OccupationalsafetyPrioritize health and safety over everything• Zero accidents resulting in fatalities or casualties• Less than 54 total occupational accidents

Transportation
accidents

Eliminate accidents largely attributable tonegligence and practice defensive driving• Zero serious accidents attributable to negligenceduring business activities• Less than 48 total transportation accidents

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, the 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, other corporate officers (Company
representatives), the heads of labor unions (labor union representatives), and representatives from various divisions anddomestic and overseas Group companies. In fiscal 2021, videos presenting messages from the president and the heads oflabor unions and activity overviews and policy explanations from the respective managers were distributed to all
employees in an effort to share our commitment toward health and safety with a wider range of employees.
These messages emphasized the importance of health and safety in developing workplaces offering peace of mind inaccordance with the basic policy of prioritizing health and safety over everything.

Video message from the president

Explanation of fiscal 2021 activities and fiscal
2022 policies from a business unit head48
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

ISO 45001-Certified Sites• Yamaha Music Manufacturing Japan Corporation• Hangzhou Yamaha Musical Instruments Co., Ltd.
• Yamaha Electronics (Suzhou) Co., Ltd.
• PT. Yamaha Music Manufacturing Indonesia• PT. Yamaha Music Manufacturing Asia
• PT. Yamaha Musical Products Indonesia• PT. Yamaha Musical Products Asia
• PT. Yamaha Electronics Manufacturing Indonesia
Note: Certification has been acquired for eight out of 14 musical instrument and audio equipment production sites (as of March 31, 2021).

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
Potential injuries that may occur at the Yamaha Group include cuts
Occupational Accidents(Including accidents requiring time off from work)and scratches as well as employees becoming clamped by or caught
in factory equipment or machinery, falling, or being involved in otheraccidents. It is also possible that employees may suffer frompoisoning, coniosis, lower back pain, cervicobrachial disorders, orother disorders as a result of coating, grinding, or polishingprocesses. In fiscal 2021, the number of occupational accidents atdomestic Group companies and overseas production sites, which
employ a total of approximately 28,000 people, was 54 (of which 30
required time off from work), and there were no fatalities.
Safety inspections of machinery and equipment are performed
to help prevent occupational accidents at production sites and otherYamaha Group workplaces. The Group also conducts risk
assessments, safety patrols, and self-directed health and safety
diagnoses.*1 In addition, we are taking steps to improve workplacesafety through facility and equipment inspections and chemical substance management while also performing health andsafety 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 80 items to ascertain compliance status and guideself-improvement efforts.

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

49
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Risk Assessments
The Yamaha Group positions risk assessments as an important practicefor preventing workplace danger risks from actualization. Based on thisrecognition, 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 Group is providing
education on, and ensuring the implementation of, risk assessments at
Group companies and production sites in Japan and overseas.

Remote risk assessment (PT. Yamaha Musical
Products Asia)

Safety Patrols
In addition to on-site surveys at ISO 45001-certified sites, safety patrols are conducted at Group companies under theguidance 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 healthand safety management structures and sites. The sites at which patrols will be conducted are selected over a cycle of afew 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 80 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

Self-Directed Health and Safety Diagnoses
The Yamaha Group’s non-production companies in Japan carry out self-directed health and safety diagnoses that focus 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
2021, diagnoses were carried out at 52 sites.
Diagnosis numbers are shown on the Social Data page.
Social Data

Health and Safety Education
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 their knowledge of health and safety, transportation safety, and healthmanagement. In fiscal 2021, these sessions spanned a total of around three hours (over three sessions) and were attended
by 127 participants.
In addition, information exchange forums for safety staff are held at overseas production sites (in China andIndonesia) in order to share information on rules and activities and to facilitate standardization with this regard. In fiscal
2021, monthly discussions were held in China regarding matters such as
progress in acquiring ISO 45001 certification, compensation for dangerous
and injurious work, and the standardization of occupational accident
prevention activities. Meanwhile, three discussion forums were held inIndonesia to share information on COVID-19 cases and infection prevention
measures among work sites. In fiscal 2021, all meetings took place remotely
for the purpose of preventing the spread of COVID-19 as we continued
efforts to share information among work sites.
Remote information exchange forum (Indonesia)

50
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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, Yamaha Corporation is taking a number of measures to prevent illnesses, such as improving
workplace environments and equipment, requiring that workers undergo legally mandated medical examinations, andsupplying 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 tomitigate the related risks.
In fiscal 2021, there were no occupational accidents associated with processes that entailed the handling ofchemical substances.

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
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.

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

Yamaha Group Health Declaration“Sound Minds + Sound Bodies = Sound Living ”• 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 201851
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Health Checkups
In addition to diligently offering general health checkups, which aremandatory under Japanese law, the Yamaha Group uses health checkups asopportunities to try to prevent lifestyle- and work-related diseases based on
the slogan of “regular health checkups are the start line, not the goal.” In
March 2019, Yamaha Corporation began offering physical tests for thosereceiving health checkups in the area around the Yamaha Corporation
headquarters in order to encourage employees to improve their daily habits(these tests were halted during fiscal 2021 in response to the COVID-19
pandemic). Additionally, we petitioned employees to help us meet our goal ofachieving a 100% examination completion ratio for regular health checkups while also taking thorough follow-up measures
based on checkup results. In fiscal 2021, 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 forboth 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 an industrial physician’s opinion.

Mental Healthcare
In order to maintain the mental health of its workers, Yamaha Corporation is taking steps toward disease prevention bypromoting mental health activities based on the policies of Japan’s Ministry of Health, Labour and Welfare. Furthermore, a
return-to-work support program was introduced in 2009 that connects industrial physicians, nurses, and contracted
psychiatrists working in coordination with an external Employee Assistance Program (EAP)*3 counselor as a form of aid forleave-takers. Our external EAP agreement was revised in 2012, enabling us to maintain rates of more than 80% for employees
returning to work after receiving leave for a mental disorder for the first time.

Major Initiatives

Rate of Employees Returning to Work after Receiving Leave for(Yamaha Corporation)a Mental Disorder for the First Time• Training for managers, supervisors, and new recruits frominternal industrial physicians and counselors• Return-to-work support program that connects
occupational health and safety staff, supervisors,
managers, and human resource personnel• Mental health counseling desk staffed by psychiatrists
and clinical psychologists from outside medical
institutions• Counseling desk provided by outside institutions throughan external EAP*3 An external EAP is an employee support program that utilizes
external specialists to provide counseling to employees and theirfamilies for mental health issues, help employees return to theworkplace after leave for mental disorder, and offer training tosupervisors to promote healthy workplace environments within theirdivisions.

Measures for Helping Employees Stop Smoking

Ratio of Smokers among All Employees(Yamaha Corporation)

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 tostop smoking. In April 2011, we prohibited smoking throughout
Company premises during work hours, and smoking was completely
prohibited on the premises of the Company’s headquarters in April
2020. As a result of these initiatives, the percentage of smokers
among all employees declined from 36.2% in 1998 to 10.7% in 2020.

* As of March 31 each year

52
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 are oriented toward accomplishing Goal 3 of the United Nations Sustainable
Development Goals (SDGs): “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. As one facet of these efforts, we take part in the annual World No
Tobacco Day campaign spearheaded by the World Health Organization on May 31 of each year. During this campaign, we
encourage employees to go one day, including before and after work and during breaks, without smoking as the first step
toward quitting smoking completely and provide opportunities to think about personnel health and how to build a more
comfortable workplace environment.
Data on the ratio of smokers including Group companies is shown on the Social Data page.
Social Data

The Yamaha Group’s smoke-free slogan

Measures for Preventing Spread of Infectious Diseases
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 for hepatitis A, hepatitis B, tetanus, rabies, and measles and other prevention
measures are recommended prior to departure from Japan.
In fiscal 2021, the Yamaha Group took swift action to combat the COVID-19 pandemic by restricting overseas
business trips, promoting teleworking, and implementing other safeguards. Moreover, information provision andawareness-raising campaigns regarding basic infection prevention methods were advanced by industrial physicians, andalcohol sanitization stations using Yamaha products were developed and installed. These activities and the relevant
information were shared with domestic and overseas Group via the intranet to encourage global action as a united “OneYamaha.”Risk Management

Air curtains for preventing entry by insects

Pest extermination being conducted on
Company premises

53
Yamaha Sustainability Report 2021

Cafeteria partitions for preventing infection
via airborne dropletsSustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Some articles provided in Japan weretranslated into English to be supplied tooverseas Group companies.

The Environment

Fair Operating
Practices

Alcohol hand sanitization awarenessposterConsumer Issues

Community Involvement
and Development

Guam importer holding bottle standmade using hi-hat standHealth Support for Employees Stationed Abroad
In fiscal 2021, employees stationed abroad were forced to endure unprecedented conditions as their actions wererestricted by the COVID-19 pandemic. Staff who were unable to return to Japan were provided access to online
consultations with health staff to help alleviate the physical and mental burden placed on them by the prolonged
restrictions.

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

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 overseas business trips for the first time, an orientation is held that covers safety
education, including basic knowledge and measures for handling emergencies while abroad.
Note: In fiscal 2021, overseas business trips were prohibited in response to the COVID-19 pandemic. Accordingly, the scheduled six orientation
sessions for employees going on overseas business trips were canceled as there were no employees embarking on such trips.

Fiscal 2021 Training Activities
Number ofsessions

Number ofparticipants

Employees

13

48

Employees’families

523

Employees such as those going on an
overseas business trip for the first time00Content

Training prior to assignment overseas

Overseas business trip orientation

Target54
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

External Recognition
Certification as White 500 in 2021 Certified Health &Productivity Management Organization Recognition Program
In March 2021, Yamaha Corporation and Yamaha Corporate Services Corporation wererecognized under the large enterprise category of the Certified Health & Productivity
Management Organization Recognition Program, organized by the Ministry of Economy,
Trade and Industry (METI) and Nippon Kenko Kaigi. Through this program, companies
that are advancing strategic initiatives from the perspective of employee healthmanagement are certified based on the results of health and productivity management
surveys performed by METI. Yamaha Corporation’s receipt of this honor was a reflectionof the high evaluation of the Group’s employee health management initiatives, including
performing regular health checkups, promoting good mental health, and implementing
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 Group supports all employees in exercising their talents to the fullest and developing
professionally while working toward self-fulfillment.

Education and Training Programs
The Yamaha Group 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 2021, a smooth shift toward online alternatives for the Group’s various training programs was undertaken inlight of the COVID-19 pandemic. For example, training for new employees entering the Group, which took place in April
2020, during the period of Japan’s first state-of-emergency declaration, was conducted via online training sessions using
Yamaha speakerphones, as opposed to the traditional face-to-face trainings.
In addition, as it became urgently important to promote the new workstyle of teleworking, all managers underwent
telework management training to ensure that they could manage effectively through smooth work communication even in
teleworking settings.

Fiscal 2021 Training Statistics(Yamaha Corporation)

Total number of days of training

253

Average annual training hours per person

55
Yamaha Sustainability Report 2021

Male employees

21

Female employees

21Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Major Training and Education Programs and Implementation Status
Name(Fiscal 2021)
Training Number of days
hours perper year*1
personTarget/Content

Annual participants

Training byhierarchical levels

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

754—

Yamaha Global
Management Program(Selective training)*2

Cultivation of managers (domestic andoverseas site managers, supervisors, etc.)

12

5 daysSkill/passion
management program

Acquisition of situational leadership skills(for managers)

330 participants infollow-up program

2 (online)

10

103 new participants

6 (online)

5

Yamaha Advanced
Skill School

Development of domestic production site
supervisors

26

39 days

39

Yamaha Technology
Training School

Development of core domestic production
site workers

Held every other year
(not held in fiscal
2021)

—

—

From-to Program

Transmission of core musical instrument
manufacturing techniques

19

—

—

358 participants in
GAME program——

166 participants intechnical academy
programs andtechnology seminars

—

95

253

Function-specifictraining

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

Study abroad/language learning
programs*3

Study abroad programs for acquiring or
improving foreign-language skills

2 participant
dispatched within
Japan

—

—

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

340

—

—

Second Life
Preparatory Seminar

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

93

1 day

3

Open TOEIC tests held
on Company premises

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

Aggregate of 403
participants in on-siteand online tests—

2 online tests
0 on-site tests

Seminars forsupervisors withsubordinates onchildcare leave

Training to support the growth ofsubordinates returning from childcare
leave

36

1 day

2

Seminars for
employees returningfrom childcare leave

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

30

1 day

3

*1 Aggregate number of days
*2 Launched in February 2020
*3 Changed to domestic training due to the COVID-19 pandemic

56
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Development of Management Personnel
The Yamaha Group’s basic policy is to provide all employees equal access to opportunities to develop their skills and careers.
This policy shapes our efforts to develop the management personnel who form the backbone of business activities.
In Japan, training is organized by hierarchical levels to provide personnel with the ability to develop their skills as
appropriate given their career stage. Management personnel are also given the opportunity to develop their skills throughtheir work. In addition, Group human resource development guidelines have been established to facilitate systematic
human resource development activities at Group companies. Furthermore, locally hired overseas staff may be selected toparticipate in global selective training as part of a systematic approach toward fostering individuals capable of supporting
global management.

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. In accordancewith these provisions, initiatives are being advanced based on the following four themes and human resource development
programs are being advanced for various fields.
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.
At Yamaha Corporation, training programs for junior employees include meetings with human resource
representatives held during employees’ second, fourth, and sixth years for the purpose of confirming their degree ofgrowth in comparison with targets and their career plans and sharing opinions. The Group provides comprehensive
support to all employees to cultivate the fundamental business skills necessary, to heighten motivation, and to alleviate
work-related concerns.
Furthermore, in order to ensure that these meetings are conducive to fair evaluations and effective support for
employee growth, the Group carries out evaluator training for the managers who conduct meetings as well as mentor
training for the employees who will be responsible for providing on-the-job training.

57
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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.
The Yamaha Group is engaged in initiatives through its business activities, products, and services to respond toshared global issues pertaining to matters such as climate change, biodiversity, and the promotion of recycling. At thesame time, the Yamaha Group is engaged in environmental preservation activities including the reduction of emissions ofchemical substances, the prevention of leaks of hazardous substances (to address water-related risks to prevent
contamination of surface water, underground water, and soil), the appropriate use of timber, forest preservation for the
purpose of protecting biodiversity, and other activities that contribute to preserving the environment.
Furthermore, such environmental issues are being addressed through their incorporation in the medium-term
management plan and the action plan of relevant business divisions. The Yamaha Group Environmental Policy is approvedby the managing executive officer responsible for environmental issues of Yamaha Corporation.
Yamaha Group Environmental Policy

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

58
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Acquisition of ISO 14001 Certification
The Yamaha Group has acquired certification under ISO 14001, an international standard for environmental management
systems. As of March 31, 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

59
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 the Yamaha Group headquarters, domestic production bases and resort facilities, and production bases in Indonesia as
well as at production bases in China and Malaysia, where environmental accounting was commenced in fiscal 2019.
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 throughout the year as needed forspecific business 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 accordingly.

Specialized Training for Environmental Preservation Staff
The Yamaha Group has established specialized training curricula for employees engaged in areas that require specialized
knowledge, including personnel involved in waste management, wastewater treatment facility operation and management,
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 of Yamaha Corporation perform follow-up monitoring
regarding the education of employees responsible for the aforementioned tasks at overseas factories. Wastewater
managers at Xiaoshan Yamaha Musical Instruments Co., Ltd., in China have 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, 327 employees are still currently employed by the Group, which represents approximately 6% of
employees at relevant business sites.
We also hold 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. Environment Month and Environment Day campaigns are held
every year in June, and these campaigns are used as opportunities for advancing environmental preservation andeducation activities through joint labor–management efforts.

60
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Workplace Environmental Education Activities
To foster environmental awareness among employees, the Yamaha Group implements “Cool Biz” and “Warm Biz” programs
aimed at cutting back on unnecessary air-conditioning use by encouraging employees to wear cooler attire in the summer
and dress warmer in the winter. In addition, environmental education posters are displayed. The Group also endorses the
FUJINOKUNI COOL Challenge, a citizen-driven global warming prevention campaign implemented in Shizuoka Prefecture,and encourages employees to prevent food loss by eating their entire meal at employee cafeterias and to participate inenvironmental events.
Climate Change Mitigation and Adaptation

Environmental Awareness Activities in the HomeThe 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” conductedby employees based on themes matched to their homes, and the “My Eco Commitment Coloring Page” for families withchildren.
In fiscal 2021, an aggregate total of 507 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 eightparticularly exemplary activities.

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

Also, the Yamaha Group has been encouraging employees to create Green Eco
Curtains in their homes since fiscal 2010.

Green Eco Curtains at employee homes

61
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 contain provisions 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 compliancewith these standards at all sites in fiscal 2022. In this manner, we aim to keep the number of accidents resulting inenvironmental pollution at zero.
As of March 31, 2021, 16 of 19 sites were in full compliance with the Yamaha Group Environmental Equipment
Standards.

Yamaha Group Environmental Equipment Standards Compliance Roadmap

Monitoring and Legal ComplianceWith the goal of reducing the environmental 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 our own standards, which
are stricter than existing legal standards. In the event that measurements exceed
standards or are unusual in some way, we take immediate emergency andcorrection 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 Group is carrying out initiatives in both Japan andoverseas. 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.
62
Yamaha Sustainability Report 2021

Environmental measurements being
performed

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Environmental Audits
The Yamaha Group conducts internal environmental audits
according to the ISO 14001 integrated management systemstandard in order to prevent environmental accidents andviolations of law. In addition, we conduct environmental audits
calling on the expert knowledge of the Yamaha Corporation
Environmental Division and in accordance with the YamahaGroup Environmental Equipment Standards. Yamaha auditing
staff acquire internal environmental auditor certification basedon ISO 14001 standards as well as official qualifications
related to environmental preservation, such as Pollution
Control Manager and Working Environment Measurement
Expert certifications.
Shared Groupwide checklists are used to scorecompliance with equipment standards at business sites andenvironmental risks. By clarifying priorities and items requiringa response, the Company is pursuing efficient improvements
to mitigate risks.
In addition, the frequency of audits
is determined based on risk levels, andaudits are conducted regularly. In fiscal
2021, we conducted environmental
audits at six sites in Japan.

Environmental audit conducted by auditing staff of Yamaha Corporation 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 at business sites deemed to
face significant risks through theseevaluations. Additionally, business sites
have prepared procedures, equipment,
and stockpiles to respond to such
emergency situations and are
conducting emergency response
Emergency response training
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 waterways to which wastewater is discharged. In the past, the Group has conducted cleanup measures at
two sites where soil and groundwater contamination occurred due to chlorine-based organic solvents. We have alreadycompleted groundwater cleanup activities at the Toyooka Factory of Yamaha Corporation. In addition, conditions at
Yamaha’s headquarters have been restored to near-standard levels, and we continue to advance cleanup 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 low-

63
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

density 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.

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

Groundwater purification equipment at
our headquarters

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 at Yamaha Group companies
mainly consist of volatile organic compounds (VOCs)*2 from product coating and adhesive processes. The Group constantly
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 thinning agent recycling initiatives andwas thereby able to reduce emissions of these substances by approximately 70% in 2020.
*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 Tianjin Yamaha
Electronic Musical Instruments, Inc.
64
Yamaha Sustainability Report 2021

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

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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, the Yamaha Group 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, wehave developed applications for electrostatic coating, powder coating, and flow coating matched to our products, and weare making use of these applications in the production process.
Yamaha Music Manufacturing Japan Corporation has been replacing the coating agents used for parts from agents
containing organic solvents to water-based coating agents in the piano manufacturing process. Water-based coating also
has the positive effect of improving the work environment.
Similarly, Yamaha Fine Technologies Co., Ltd., has developed an in-mold coating method that completes the 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 2021 by approximately 41 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)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 specified CFCs in manufacturing processes in fiscal 1994, we have been using HCFCs, which have a lower
ozone depletion potential compared to specified CFCs, in the degreasing process for metal materials. However, we also
eliminated the use of all HCFCs in fiscal 2006 because of its large contribution to global warming.

Environmental Accidents and Litigation
In fiscal 2021, the Yamaha Group did not violate any laws, receive fines, pay fees, or be named in any lawsuits with respect
to environmental concerns. The Group did not experience any accidents having an effect on the outside environment, nor
did we receive any significant complaints.

65
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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
Note: 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

Electronic Instruments

Characteristics• Lower energy consumption than standard household appliances as most products do not have idle
power consumption• Lifespan on par with standard household appliances• Large environmental impact from manufacturing metal components due to need for excavation andsmelting, environmental pollution risks from runoffs attributable to plastics and chemical 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 and idle 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 andsmelting, 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

66
Yamaha Sustainability Report 2021

AV equipment and IT
equipment life cycle

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Management of Chemical Substances Contained in ProductsSome 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 Group has adopted the industry-standard format for the communication of information on thechemical 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 (JAMP) 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 frommaterial 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.

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 Yamaha Group Green Procurement
Policy unveiled in 2002 compiles our requests of suppliers, and we ask suppliers to cooperate with surveys on thechemical substances used and contained in the articles they supply as well as the status of chemical substancemanagement. Information on chemical contents and chemical substance management practices received from suppliers iscompiled in a database for use in confirming the chemical substances contained in products and in complying withenvironmental regulations. The Yamaha Group Green Procurement Policy is revised as necessary by changes in the global
regulatory climate.

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, 2021)
A total of 29 new product models were certified under the Yamaha Eco-Products Program in fiscal 2021.
As of March 31, 2021, the number of certified products, including prior products, was 454, of which 70
were newly developed products bearing the Yamaha Eco-Label.
In fiscal 2021, sales of Yamaha Eco-Label certified products accounted for approximately 16% of
total net sales.

67
Yamaha Sustainability Report 2021

Yamaha Eco-LabelSustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Product Certified in Fiscal 2021
Reason for certification: Energy efficiency (industry-low levels of standby
electricity consumption)
Yamaha Eco-Products Program
Sustainable Consumption

SR-C20 series sound bar

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

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 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 Group in conducting sustainable procurementthat is friendly to the environment and biodiversity and in fully
utilizing timber, a highly renewable resource, without waste.

Breakdown of Timber Resources Used by the
Yamaha Group by Origin(Fiscal 2021)

Yamaha Group Timber Procurement Policy
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 for timber resource volumes. At the sametime, it is crucial to contribute to community development through employment opportunities and infrastructure to sustain
the economic viability of the supply chain. The Yamaha Group has established a due diligence system to prevent the
procurement of timber from illegal sources, and promotes a strict confirmation process for the legality of timber harvesting

68
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

through site visits and surveys of documents for procurement sources. In addition to environmental considerations, theGroup is expanding the use of certified timber, which is produced in socially and economically sustainable forests andcontributes to the advancement of the community.
The Group conducts surveys targeting all business partners from which timber was purchased to assess the place oforigin, the legality of harvesting, and the sustainability of relevant resources. Based on the results, we perform stricter
verification of legality for timber deemed to represent a high risk by undertaking further investigations including local site
visits and assessments by a committee comprised of members of the Timber Procurement Division and the Sustainability
Division. We confirmed that 99.3% (volume ratio) of procured timber was low risk in fiscal 2020 and that 99.4% was low
risk in fiscal 2021. The Group conducts such surveys each year with the cooperation of suppliers and is aiming to achievea 100% rate of low-risk timber procurement. Additionally, we are actively adopting certified timber. Certified timber
constituted 48% of timber purchase in fiscal 2021 (by volume, compared with 28% in fiscal 2020). In the medium-term
management plan announced in April 2019, the Group set the goal of achieving a 50% ratio of certified timber use over thethree years leading up to fiscal 2022. Smooth progress is being made toward accomplishing this target.

Ratio of Certified Timber Use

Legality assessment meeting

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

Site visit

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

Initiatives in Tanzania (African Blackwood)
In fiscal 2016, Yamaha Corporation began investigating African blackwood (Dalbergia melanoxylon), an important material
used for woodwind instruments. These investigations 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. African blackwood is classified as near threatened by the Red List of
Threatened Species, which is compiled by the International Union for Conservation of Nature and Natural Resources, anda downward trend in the resource volume has been seen in recent years. As a result of investigating the management
status of forests and the ecological status of these trees, including distribution, growth, and natural regeneration, we
discovered that this resource can be maintained in a sustainable manner through proper forest management.
Following these results, we undertook the development of a business model for realizing the sustainable use of thisspecies as a material for musical instruments as a preparatory survey on a base of pyramid (BOP) business with the Japan
International Cooperation Agency (JICA). Taking place over the period spanning from fiscal 2017 to fiscal 2020, thisprocess included the construction of a value chain for generating a cycle of forest preservation, instrument production,and community development, as we tackled the issues that arose in the pursuit of the quick development of said business69
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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. The scope of these
activities is being expanded as we work together with local NGOs to introduce tree planting and propagation techniques
into local communities, and these saplings cultivation and tree planting activities are becoming a sustainable part of local
community forestry activities. In fiscal 2021, we planted approximately 1,900 seedlings, making for an aggregate total ofaround 7,400 saplings planted over four years of these activities. The growth status of the planted saplings has beenmonitored on a regular basis to collect fundamental data for fostering quality trees. In addition, Yamaha Corporation isconducting initiatives aimed at the effective use of existing resources, including procuring timber from forests that havebeen certified as being sustainably managed and developing elemental technologies for improving the usage efficiency ofwood materials.

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

Forest survey

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

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.
In 2020, a group of approximately 80 people comprised of employees of Kitami Mokuzai and members of theirfamilies gathered at an Engaru Town Sakhalin spruce plantation for the first tree planting event held after the signing of
the agreement, where they planted 400 Sakhalin spruce saplings while receiving expert guidance. This event served as aprime 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 the timber produced therein.
Our activities were restricted by the COVID-19 pandemic throughout fiscal 2021. Nevertheless, we were able todisplay exhibit panels introducing these activities at the Mokuiku Plaza in the Chi-Ka-Ho event that took place in the
Chi-Ka-Ho underground plaza in front of Sapporo Station in January 2021. We continued our efforts to promote these
activities through initiatives such as traveling exhibits held throughout the town of Engaru in February 2021 and the
preparation of a video introducing the Mori-no-Okhotsk roadside rest area in Engaru in March of the same year.

Sakhalin spruce plantation

Timber used for piano parts

70
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

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

Consumer Issues

Community Involvement
and Development

Exhibit panels at the Mokuiku Plaza in the
Chi-Ka-Ho event

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 sizes, and when possible completely eliminate
product 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 (in Japanese only)

Utilization of Sustainable and Recyclable Materials
The Yamaha Group 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
speaker boxes while incorporating recycled plastics into other products.
Environmentally Friendly Products and Services

Effective Use of Timber Resources
The Yamaha Group is working to reduce losses by improving the yield ratio in timber processing while also reusing andrecycling wood chips from production processes. The Company is using offcuts in other components and either using,selling, or disposing such offcuts as raw materials, fertilizer, or fuel. In recent years, the Company has also been
conducting unique initiatives, 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)
71
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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. Targets have been established with this regard as part of the Group’s
environmental management system.
In Japan, the Yamaha Group has a recycling rate of approximately 99%.
Furthermore, regular on-site inspections of waste processing subcontractors are carried out to verify that waste is
being processed appropriately as part of our efforts to fulfill our waste processing responsibilities.

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 approximately 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 alkali.

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.

CD dryer (Toyooka Factory)

CD dryer (Kitami Mokuzai Co., Ltd.)For data related to waste, please refer to the Environmental Data 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 (WEEE) Directive of the European Union. In addition,
we are promoting efficient use of resources in Japan by establishing locations for collecting used Electone products
across the country to recover and recycle.

72
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Preservation of Water Resources
The Yamaha Group uses water to wash products and cool
Water Usage*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 areused to evaluate physical water stress, water quality,
regulatory risks related to water resources, and reputationalrisks. In fiscal 2020, we began acquiring third-party
verification for Groupwide water intake volumes to further
improve management practices. The Group does not havelarge-scale production activities in areas where water
resources are lacking, and we have therefore judged that ouroperations do not have a large impact on the environment
through water intake. Furthermore, the Group requires hightransaction-value suppliers that use large amounts of waterto provide reports describing water intake volume, the water* Water usage represents the total amount of ground water intake
and tap and industrial water purchases.
related risks they recognize, examples of damage, and othermatters 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.
The scope of calculation for greenhouse gas emission and water usage volumes encompasses the Yamaha
Corporation headquarters and major production sites and resort facilities worldwide and accounts for more than 95% of all
Yamaha Group sites.
Protection of Biodiversity (Water Quality Preservation)
Prevention of Pollution (Monitoring of and Compliance with Laws and Regulations)Third-Party Verification (in Japanese only)
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 inelectroplating factories by requiring
companies engaged in electroplatingprocesses to conform to 56 items related toenvironmental preservation systems andequipment. Standards for metals such ascopper and nickel are stricter than those forgeneral factory wastewater.

Wastewater treatment facility

73
Yamaha Sustainability Report 2021

Cooling unit using circulated water

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

Hangzhou Yamaha Musical Instruments
Piano and guitar manufacturer
Hangzhou Yamaha Musical Instruments
Co., Ltd., installed a new wastewater
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 is used
for cooling water and other applications,
resulting in annual reductions in wateruse of roughly 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 Pvt. Ltd., 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

Yamaha Musical Products Asia
At PT. Yamaha Musical Products Asia, which commenced production in fiscal
2021, we have completed construction of a state-of-the-art wastewater treatment
facility designed for the purpose of reusing wastewater in manufacturing
processes. Operation of this facility has already begun.

Wastewater treatment facility

74
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 activities system that is overseen by the managing executive officer
responsible for environmental issues, the Yamaha Group is working to contribute to the global movement to reduce CO2
emissions. At the same 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 emission reduction targets inaccordance with scenarios based on scientific evidence, the 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 greenhouse gas emissions and work to address theimpact of climate change. At the same time, we will seek to create products, services, and business models that help
mitigate climate change and promote the decarbonization of society through energy-efficient products and other means.

*1 SBT is an international initiative that encourages companies to formulate greenhouse gas emission reduction targets in accordance withscenarios based on scientific evidence to contribute to the accomplishment of the goals of the Paris Agreement.
*2 TCFD is a task force 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 greenhouse gas emissions by 32% from fiscal 2018 levels by fiscal 2031
• Reduce total Scope 3*5 greenhouse gas emissions by 30% from fiscal 2018 levels by fiscal 2031
*3 Scope 1 emissions are direct greenhouse gas emissions from a business operator through sources such as fuel use on company premises.
*4 Scope 2 emissions are indirect greenhouse gas emissions from use of electricity, heat, and steam supplied by third parties.
*5 Scope 3 emissions are indirect greenhouse gas emissions from areas of the supply chain not accounted for under Scope 1 and Scope 2.

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

75
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Initiatives and Achievements to Date
Yamaha Corporation and domestic production sites are advancing energy conservation and other initiatives inmanufacturing processes and at offices to achieve the long-pursued target of reducing CO2 emissions per unit ofproduction by 1% or more each year. In fiscal 2021, after the establishment of SBT-certified targets, we began introducing
renewable energy on a full-fledged scale and thereby shifted to renewable energy for two-thirds of the power purchased
at the Company headquarters, and we transitioned to renewable energy for 100% of power in April 2021. 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 emission reduction initiatives, we manage greenhouse gas emission volumes in accordance with theGreenhouse Gas Protocol.*6 In addition, third-party verification has been received for Scope 1 and Scope 2 emissions andcertain Scope 3 emissions since fiscal 2017.
*6 The Greenhouse Gas Protocol is a set of standards for calculating and reporting greenhouse gas emission volumes.

Third-Party Verification

Scope 1 and Scope 2 Emissions

Scope 3 Emissions(Yamaha Corporation and all production sites)*7 *8 *9 *10(Fiscal 2021)(Yamaha Corporation and all production sites)*7 The scope of data collection is comprised of Yamaha Corporation headquarters and major factories and resort facilities around the world(estimated to account for over 95% of all Yamaha Group sites*8).
*8 Two new production sites (Yamaha Music India Pvt. Ltd. and PT. Yamaha Musical Products Asia) are not included among Yamaha Groupbusiness sites at this point in time.
*9 Figures differ from those previously released as figures were recalculated to further subdivide regional and power company coefficients by baseand by fiscal year.
*10 Figures use the combined value of indirect emissions through purchased electricity and steam, direct emissions of CO2 through in-house power
generation and heat usage, and greenhouse gas emissions from manufacturing processes.

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

Greenhouse Gas Emission 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. Furthermore, this company has applied a thermal-barrier coating to the roof of the factory, improving airconditioning efficiency as a result.

76
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Energy Conservation Measures at Piano Factory
Yamaha Music Manufacturing Japan is conducting a range of ongoing efforts toconserve energy. Specific activities include removing unnecessary lighting,changing from fluorescent lighting to LED lighting, replacing prior compressors
with inverter compressors, upgrading distribution transformers and airconditioning equipment, and improving air-conditioning control. Energy
conservation efforts in fiscal 2021 included integrated compressor control toallow for efficient operation during low-load periods. Through these activities,
this company has succeeded in reducing CO2 emissions by 452 t-CO2 and cutting
electricity usage by 708 MWh on an aggregate basis over the seven-year period
from fiscal 2015 to fiscal 2021. Furthermore, cogeneration systems have beenutilized to cut CO2 emissions by 2,900 t-CO2 a year (equivalent to 420 kL of crude
oil a year).

Cogeneration system at Kakegawa Factory

Reduction of Peak 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 from fluorescent lighting to LED lighting

Bulletin board providing notice of energy
conservation and other environmental activities

Environmental education for employees

Environmental Initiatives at Resort Facilities
Yamaha Resort Inc. is implementing the following CO2 emission reduction initiatives at the resort facilities it operates.
Reduction of CO2 Emissions and Fuel Consumption in Golf Course Operations (Katsuragi Golf Club):• Annual reductions in CO2 emissions of more than 8 tons achieved by switching from gasoline golf carts to electric carts(fiscal 2014)• Annual electricity savings of 25 MWh through “green fan” initiatives (greens maintenance) and adjustment of facility air
conditioning (fiscal 2019–2020)• Approx. 30% reduction in boiler fuel consumption (heavy oil) and one-hour reduction in boiler operation time throughreplacement of all large-scale, air-conditioning systems that use hot water for heating with energy-efficient air-coolingsystems (completed in fiscal 2020)
Reduction of CO2 Emissions in Hotel Operations (Katsuragi Kitanomaru):• Two high-efficiency boilers installed to replace existing boilers in both fiscal 2019 and fiscal 2020
77
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Transition to LED Lighting (Katsuragi Golf Club and Katsuragi Kitanomaru):• Annual electricity savings of 49 MWh through switch to LED lighting and installation of motion sensors in restrooms(fiscal 2018–2020)• Annual electricity savings of 28 MWh through replacement of mercury lamps with LED lighting in clubhouse lobby and
Kitanomaru garden (fiscal 2021)

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 approximately
1,200 fluorescent lights and mercury lamps have been replaced with LED lighting over the eight-year period spanning fromfiscal 2014 to fiscal 2021. As a result, annual electricity consumption has been reduced by 52 MWh. Meanwhile, thetransition to LED lighting outside of the Toyooka Factory has produced annual savings of 44 MWh while an additional
reduction of 50 MWh in annual electricity consumption has been achieved by replacing approximately 3,700 fluorescentlights inside of the factory with LED lighting over the five-year period from fiscal 2017 to fiscal 2021. Going forward, we willcontinue to systematically 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

Initiatives in Logistics
Energy Conservation and CO2 Emission Reduction in Logistics
The Yamaha Group is working to increase energy efficiency and reduce CO2 emissions in logistics operations together withefforts to improve transportation efficiency and shorten transportation lead times. To this end, we are incorporating CO2
emission reduction initiatives into various activities. For example, we are working to raise truck and container loading
ratios, review warehouse locations and transport routes 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 Group’s total domestic transport volume (including transportation by domestic sales companies, etc.) in fiscal
2018 remained about the same as fiscal 2017 at 18.6 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. As such, we areworking with them to develop the necessary systems by requesting that the transportation companies we work withcooperate in environmental efforts and incorporating environmental matters into questionnaires.
Yamaha Group Environmental Data

Resource Conservation and CO2 Emission Reduction in Piano Frame Transportation
Previously, the Yamaha Group has used disposable iron packing racks when transporting piano frames from Japan tooverseas 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, the Company has achieved a 100-ton reduction in CO2 emissions associated with the disposal of iron packing
and a 1,600-ton reduction in iron resource consumption. Going forward, we will examine the possibility of shortening
transport distances and reducing disposable packing material use, including for parts aside from piano frames.
78
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

Port ofNingboPort of
Jakarta

Import & devanning &maintenance / repair

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 prestandardization 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.
79
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 least four times a year at meetings of the Climate Change Working Group, a working
group chaired by a managing executive officer positioned under the Sustainability Committee, which ischaired by the president, established in January 2021, and the results of these discussions are reported to
the Board of Directors to make for a system of appropriate supervision by the Board of Directors.
Measures for responding to climate change-related risks and opportunities are discussed by the
Climate Change Working Group on a monthly basis, and the results of these discussions are reported to the
Sustainability Committee.
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 greenhouse gas 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 to long term
Accordingly, we have defined the associated risks and opportunities from a medium- to long-term
perspective looking to 2030 and beyond rather than based on the short-term timeframe of the three-year
medium-term management plan. The identified risks will be periodically examined and revised based oninternal and external trends going forward.

Risks and Opportunities
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*10 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.
Strategy*10 Representative Concentration Pathway (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
The Company has currently identified the following climate change-related risks and opportunities. Physicalrisks are being addressed by the Working Group for BCP and Disaster Prevention Management. Other risks
are not expected to have a serious impact on the Company’s business within the next several years. Longterm business impact projections and strategies associated with these risks are slated to be formulated by
the Climate Change Working Group.
Transition Risks and Opportunities• Regulatory risks: Increased operating and equipment costs due to expanded carbon pricing (carbon taxes,etc.) and regulation• Technological risks: Reduced sales and diminished corporate reputation due to delays in adopting to nextgeneration 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 around the world.
We have also taken precautionary measures such as installing drainage equipment to safeguard against
damages from typhoons, floods, and other natural disasters projected on an individual business site-basis.
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 ensure that there
are no significant impacts to our business over the medium to long term.

80
Yamaha Sustainability Report 2021

Sustainability
Management

Metrics andTargets

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

The Company has set the medium-term targets of reducing total Scope 1 and Scope 2 greenhouse gas
emissions by 32% and total Scope 3 greenhouse gas emissions by 30% from fiscal 2018 levels by fiscal
2031. These targets were certified by international environmental organization SBT in June 2019. In addition,
we have set a long-term target of cutting total Scope 1 and Scope 2 greenhouse gas emissions by 83% fromfiscal 2018 levels by fiscal 2051. On a 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 greenhouse gas emission 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 greenhouse gas emission data using emission coefficients. Thirdparty verification is received for this data.
One example of CO2 emission reduction activities was the fiscal 2020 switch to renewable energy for a
portion of the electricity purchased at the Yamaha Corporation headquarters. In fiscal 2022, we intend totransition completely to renewable energy at our headquarters, and we are planning a phased increase in
the portion of electricity purchased from renewable sources at other bases going forward.

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, the Yamaha Group is working to enhance
management and reduce usage of chemical substances while implementing measures to prevent leakage.
Prevention of Pollution

Water Quality Preservation
The Yamaha Group is building treatment facilities 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 the Yamaha Corporation 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 method is a wastewater management method that evaluates whether wastewater from factories and business sites isharmful to ecosystems by measuring the impact on the existence, growth, and reproduction of aquatic organisms, such as algae, water fleas, andfish in diluted wastewater.

81
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 local
Indonesian subsidiaries carried out Yamaha Forest activities in the form of planting
saplings in Indonesia, thus contributing to the regional society.
Indonesia is a treasure trove of diverse 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 Mt. 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 Corporation transferred control of this area to Mt.
Ciremai National Park in fiscal 2017, and the area is being preserved for future generations through the management of
the local government and other people involved.
In fiscal 2018, the Company confirmed the status of forest growth using satellite imagery and estimated the CO2
emissions absorbed by the trees in the Yamaha Forest areas from both Phases 1 and 2 of the project. The Company
estimates 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

Mt. Ciremai National Park, Kuningan, 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, and CO2 absorption
and fixation

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

Area

Approx. 126.7 ha

Approx. 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)

82
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

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 supporter of future forests in Shizuoka agreement with Shizuoka Prefectureand Hamamatsu City. Based on this agreement, Yamaha Corporation works to support the reforestation of the Enshunada
Coastal Forest owned by Hamamatsu City. These activities include continuously planting saplings in a coastal forest thatwas seriously damaged by pine weevils. Planted on an annual basis, the trees have been growing steadily.
In November 2020, environmental staff observed the growth of the trees planted thus far, confirming that they havebeen developing properly.

Record of Tree Planting Activities
Iteration

Number oftrees planted

Types of trees

Ubame oak (Quercus phillyraeoides), Japanese camellia (Camellia japonica), and wax myrtle(Myrica rubra)
Ubame oak (Quercus phillyraeoides), Japanese camellia (Camellia japonica), wax myrtle
2nd (2008)
180(Myrica rubra), and elegance female holly (Ilex integra)
Japanese camellia (Camellia japonica), ubame oak (Quercus phillyraeoides), elegancefemale holly (Ilex integra), camphor tree (Cinnamomum camphora), yeddo hawthorn
3rd (2009)
150(Rhaphiolepis indica var. umbellata), Japanese hackberry (Celtis sinensis var. japonica),
and Japanese pittosporum (Pittosporum tobira)Japanese hackberry (Celtis sinensis var. japonica), camphor tree (Cinnamomum camphora),
4th (2010)155
elegance female holly (Ilex integra), ubame oak (Quercus phillyraeoides), Dendropanax
trifidus, and yeddo hawthorn (Rhaphiolepis indica var. umbellata)
Wax myrtle (Myrica rubra), kurogane holly (Ilex rotunda), Japanese pittosporum
5th (2011)160(Pittosporum tobira), Dendropanax trifidus, and border privet (Ligustrum obtusifolium)
Japanese cinnamon (Cinnamomum japonicum), kurogane holly (Ilex rotunda),
6th (2012)200
Daphniphyllum teijsmannii, Japanese spindletree (Euonymus japonicus), and border privet(Ligustrum obtusifolium)(Activities halted in 2013 for the purpose of constructing tide embankments.)
Wax myrtle (Myrica rubra), Japanese hackberry (Celtis sinensis var. japonica), Neolitsea
7th (2014)
300
sericea, and black pine (Pinus thunbergii)
Ubame oak (Quercus phillyraeoides), Japanese spindletree (Euonymus japonicus), yeddo
8th (2015)480
hawthorn (Rhaphiolepis indica var. umbellata), Japanese pittosporum (Pittosporum tobira),and black pine (Pinus thunbergii)
Ubame oak (Quercus phillyraeoides), Japanese spindletree (Euonymus japonicus), and9th (2016)245
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
1st (2007)

115

Note: Tree planting activities were canceled in 2020 due to the COVID-19 pandemic (the growth of trees planted thus far was observed instead).
83
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Tree planting activities

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Participants in tree planting activities

Observation of planted tree growth

These activities were given the certification label (smile label) by the office overseeing supporters of future forests in
Shizuoka in the Forest Resources Division of the Environmental Protection Bureau of Shizuoka Prefecture’s Communityand 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 has continued to conduct these coastal ecosystem preservation
activities to help save loggerhead sea turtles (Caretta caretta), which have been categorized as an endangered 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 vegetation removal activities

84
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Community Involvement
and Development

Consumer Issues

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

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

Support for compliance with automobile
environmental regulations and reductions inenvironment impacts from driving

Promotion of hydrogen as next-generationenergyProducts Designed with Consideration for Timber Resources
Products Designed to Conserve Natural Timber Resources
Product / Service

RGX-A2 electric guitar(Japanese Only)

Overview

Uses afforested timber in place of natural timber

85
Yamaha Sustainability Report 2021

PhotographSustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Products Using Alternatives for Scarce Timber
Product / Service

Overview

Acoustalon™ glass-strengthened
plastic resin

Use of substitutes for scarce timber in marimba
sound board parts

Ebony-style natural wood

Substitute for black piano key parts made fromscarce ebony that uses alternative material

Carbon bows

Use of substitutes for brazilwood and otherscarce timber

Photograph

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

YVN500S acoustic violins,
L Series acoustic guitars, etc.

Yamaha Hall in the Yamaha Ginza
Building(Japanese Only)

Overview

PhotographUse of A.R.E.* treatment on body materials toimprove sound characteristics without usingchemical substances

Use of A.R.E.* treatment on stage floor to
improve the sound characteristics without usingchemical substances* 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.

Yamaha Eco-Products Program86
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 (UN) Global Compact, which sets out
principles pertaining to anti-corruption. The Group thus stipulates in its Compliance Code of Conduct that it rejects
improper relationships with business partners, governments, local municipalities, and public institutions and that it will
engage only in fair dealings. Anti-corruption measures are implemented based on this code.
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 Group implements and enforces internal rules based on its Compliance Code of Conduct and conducts
anti-corruption measures, training, and education to address these and other corruption risks. The Legal Division of
Yamaha Corporation 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

87
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 2021, 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 through compliance helplines from individuals claiming to
be business partners of the Group or their employees.
Compliance Helplines

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 accordance withprescriptions 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 yen 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

88
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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, the Yamaha Group strives to maintain trusting relationships bypracticing fair trade. The Yamaha Group 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
Compliance Code of Conduct.
5. Relationship with Business Partners
6. Relationship with Competitors

Fair Competition and Trade Frameworks and Policies
Fair Competition Law Training (Overseas)
As part of its efforts to ensure fair competition, the Yamaha Group conducts fair competition law training at overseas
Group companies. The services of lawyers and specialists are employed in this training, which features curricula tailoredto the regulatory frameworks and execution characteristics of the respective country and designed to prevent such legal
violations as cartel activities, bid rigging, and price fixing.
In fiscal 2020, fair competition law training was conducted at 17 overseas sales companies and operating companies
where such training had not taken place in the past three years. In fiscal 2022, we plan to develop fair competition law
compliance guidelines for the entire Yamaha Group and to carry out training based on these guidelines.

Legal Training Regarding Fair Trade Practices (Japan)
At Yamaha Corporation and its domestic subsidiaries, training is conducted onlaws and regulations including the Act on Prohibition of Private Monopolizationand Maintenance of Fair Trade (Antimonopoly Act), the Act against Delay inPayment of Subcontract Proceeds, Etc. to Subcontractors (Subcontractors Act),and consumer-related laws. In fiscal 2021, remote training on the Antimonopoly
Act was administered to three high-risk domestic subsidiaries of a predetermined
size. Conventional group training could not be conducted as a result of the
COVID-19 pandemic. However, we are in the process of preparing training
programs using IT tools and online content so that training can be provided via
the internet in fiscal 2022.

Legal training

Legal Training

Legal training
participants*

FY2018FY2019FY2020

FY2021

Approx. 140

Approx. 260

Approx. 200

Training in fiscal 2021 was limited to legal training
on the Antimonopoly Act at three major domestic
subsidiaries as a result of the COVID-19 pandemic.

* Aggregate total

Compliance with the Subcontractors Act (Japan)
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 Subcontractors Act and of
related standards as part of measures to stay abreast of and familiarize employees with legal requirements.

89
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Fair Competition Violations
On May 10, 2021, a news release was issued detailing the following legal sanctions incurred in fiscal 2021 as a result of
involvement of Yamaha Group organizations in violations of fair trade, antitrust laws, or anti-monopoly laws.
Yamaha Music Europe GmbH (YME) has been under investigation by different authorities in some European countries
for competition law infringements relating to the sales of some of its products. The duration of the infringements varied
from 2004 or later to 2017 depending on the country. The infringements were terminated, and the corrective actions werecompleted in 2017 in all countries.
YME has cooperated with investigations by the authorities, implemented corrective actions, and paid total fines of €4.3
million (¥527 million) based on the resulting decisions. These fines were recorded under other expenses for fiscal 2021.
We have taken measures to prevent recurrence of such infringements. Furthermore, the Yamaha Group will continue
to comply with all laws, including fair competition laws, by thoroughly implementing its compliance program.

Promotion of Social Responsibility in the Value Chain
Basic Policy and Frameworks
The Yamaha Group promotes sustainability throughout the entire value chain in areas such as product and service
development, raw material procurement, manufacturing, selling, and recycling. The Sustainability Committee, which ischaired by the president, was established in January 2021, and working groups pertaining to procurement and humanrights were formed under this committee. These bodies are responsible for formulating policies for addressing
sustainability issues, such as human rights and resource and environmental preservation across the supply chain, as well
as for monitoring related initiatives.
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 and are asked to adhere to the Yamaha
Supplier CSR Code of Conduct, which contains items pertaining to labor, human rights, the environment, and othersustainability considerations. Inspections based on this code of conduct are conducted when transactions are commenced
with new suppliers and on a regular basis thereafter. Corrective measures are implemented and transactions arereconsidered as necessary.

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

Sustainability-Related Requests to Suppliers
Supply contracts clearly state that suppliers are expected 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

90
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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.

Yamaha Supplier CSR Code of Conduct

Yamaha Supplier CSR Self-Assessment Questionnaire

Supplier Self-Assessments
In fiscal 2020, a simultaneous supplier self-assessment was administered to 3,748 companies,*2 and results reports werereceived from 3,694 companies (a response rate of 98.6%). Corrective actions were requested of 11 companies deemed tohave management system deficiencies based on assessment results, and documents indicating improvements have since
been received from nine of these companies. We intend to discontinue transactions with the other two. Of the 54 suppliers
not subjected to this assessment, 38 were determined to be low risk due to having achieved compliance with or certified
under sustainability-related standards, such as those of the Responsible Business Alliance. Of the other non-assessedcompanies, we plan to discontinue transactions with nine, and will continue to request that the remaining seven comply
with the Yamaha Supplier CSR Code of Conduct. Assessments of whether transactions can be continued with these
suppliers will be conducted when formulating procurement policies and plans.
In fiscal 2021, 149 potential suppliers conducted self-assessments as part of the process of examining the possibilityof commencing transactions.
*2 The aggregate number is given as some suppliers may have conducted more than one self-assessment due to having multiple local production
companies.

Education for Employees Responsible for Procurement
The Yamaha Group promotes internal training for its employees responsible for procurement to ensure fair trade. Topics ofthis 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. In addition, responsible
procurement training is provided to employees charged with assessing the status of compliance with the Yamaha Supplier
CSR Code of Conduct at suppliers. In fiscal 2021, briefings related to sustainable timber procurement, which included
confirmations of timber legality, were conducted in Japan, China, and Indonesia.

91
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

Efforts to Combat Conflict Mineral Issues
Tin, tantalum, tungsten, gold, and other mineral resources mined in the Democratic Republic of the Congo andneighboring countries are referred to as conflict minerals as they may be the source of funds for armed groups violating
human rights through inhumane acts such as violence and plunder. The Yamaha Group works to stop the use of conflictminerals with the aim of procuring 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 also ask suppliers to avoid
the use of conflict minerals 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 addition, we hold lectures on the United Nations Sustainable
Development Goals (SDGs) at gatherings of suppliers in Japan in an effort to promote sustainability together with
suppliers. During these lectures, we provide overviews of the SDGs and introduce Group initiatives related to human rights
and other matters. Furthermore, we confirm the status of compliance and CSR measures at 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 amember of this organization, we engage in communication through exchanges of waste treatment information and support
for facility tours and other events.

Communication Activities
In fiscal 2021, various communication activities were either canceled or carried out through alternative means, such as
mail-in voting, due to the COVID-19 pandemic. Examples of the communication activities that would take place undernormal circumstances include the following.
Annual general meeting: Three times a year (collaborative meetings once each with procurement, distribution, andequipment divisions)
Briefing session on trends in production and sales: Once a year (collaborative meeting with procurement divisions)
Safety and health inspection patrols: Site construction work
Confirmation of compliance status at waste treatment subcontractors: On-site confirmation at 17 companies in fiscal 2021

On-site confirmation at a waste treatment
subcontractor

92
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 Group, since its inception, hasproceeded to protect its business through the proactive acquisition of intellectual property rights. The Group has also
proceeded to foster a culture of respecting others’ intellectual property rights and an organization that is built on thisrespect.

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 theCompliance 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 Group strives to avoid infringing on existingrights by improving the precision of its surveys through the implementation of tools that utilize AI 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. The Yamaha Group also holds educational sessions for employees to ensure they areable to appropriately use intellectual property held by the Yamaha Group or other parties. In addition to training uponhiring, 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 thethemes of patents, copyrights, and general management of intellectual property.
6-3 Respect for Intellectual Property Rights

Patents
The Yamaha Group has formulated a patent strategy to match the characteristics of its business and is working to build astrong 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 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,
2021, was approximately 2,500. The total number held overseas, principally in the United States, Europe, and China, wasroughly 3,000 on March 31, 2021, making a global total of approximately 5,500.

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 Group has been ramping up the acquisition and exercise of design rights in countries and regions
where there are many victims of counterfeiting. Designs have become an increasingly important element of branding inrecent years, and strategies for acquiring design rights are being advanced based on this trend.
As of March 31, 2021, 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 copyrighted works inthe sound, music, and other fields. Music-related copyrights are a particularly important form of intellectual property, and
the Group manages and utilizes these rights, taking legal action when necessary. Education and training on the proper useof copyrighted works are also provided to employees. In addition to holding annual in-house copyright seminars performed
by intellectual property representatives, we regularly conduct study sessions that are specially tailored for specificdivisions and Group companies. Such venues were arranged a total of six times in fiscal 2021, drawing participation by 253
93
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

individuals.
In January 2021, an online copyright awareness test was administered to all employees at domestic Yamaha Group
companies. This test was aimed at raising employee understanding through quizzes in which employees point out
mistakes in basic copyright knowledge in order to heighten copyright awareness and promote the appropriate use andmanagement of copyrighted works.
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 the beginning of 2019.

Online copyright awareness test

In-house copyright-related
training tool

BrandsOur 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, theYamaha Group 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 property and counterfeit
products, issues that are on the rise across the globe, the Yamaha Group continues to take action against these problems
in order 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.

94
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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.

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.

95
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 our 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, catalogs, 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 appropriate based on sales and usage trends. Such channels may
include announcements via websites, press conferences, newspapers, specialized magazines, social media, direct
mailings, and telephone calls.
In June 2020, Yamaha Corporation became aware of issues regarding the PA-300C AC adapter packaged together
with its YDP-S51 digital piano in which certain adapters would melt or emit smoke during use. Information regarding theseissues was promptly provided on the Company’s corporate website along with information on a recall and free exchange
program designed to prevent the occurrence of the aforementioned issues.
Notification of Recall and Free Exchange Program for AC Adapters for Yamaha YDP-S51 ARIUS Digital Pianos(Risk of Melting and Smoke Emission) (in Japanese only)
Similar action was taken in response to reports received from numerous customers regarding battery charging issues
associated with Yamaha’s TW-E5A and TW-E7A truly wireless Bluetooth earphones seen immediately after their launch in2020. It was determined that significant time would be required in order to resolve this issue and that these products did
not provide the level of quality customers expect. Accordingly, Yamaha Corporation announced a recall and refund
program for these products as well as the discontinuation of their sale on its corporate website in March 2021.
There are no safety risks associated with the use of these products.
Notification of Recall and Refund Program for and Discontinuation of Sale ofTW-E5A and TW-E7A Truly Wireless Bluetooth Earphones (in Japanese only)

96
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Legal Violation Regarding Labeling and Advertising
In fiscal 2021, 14 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 on the following website.
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 ofcustomers and other individuals involved in the lifecycles of our products and services. The Group defines provisions for
ensuring the safety of products and services in the Compliance Code of Conduct. To put these provisions into practice, we
implement the necessary systems and enhance design processes to create designs that are fundamentally safe.
1-2 Ensuring Safety of Products and Services

Structures and Response Measures for Ensuring Safety
The Yamaha Group endeavors to ensure and improve 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 risk assessment method proposed by the Union of Japanese Scientists and Engineers entails mapping risks on a 6 x 5 matrix. Thismethod is utilized for reducing risks during design processes and for evaluating product risks. The Ministry of Economy, Trade and Industry and
the National Institute of Technology and Evaluation also evaluate risks using the R-Map method.

Safety Reviews of Major Products
The Yamaha Corporation Quality Assurance Division conducts labeling evaluations and safety inspections of major
Yamaha Group products on the market (approximately 30 products per year) and provides feedback on the results to therelevant department in order to improve safety.

Safety inspections

Response to Product Regulations and Standards of Different Countries
The Yamaha Group monitors information regarding regulations, formulates internal policies, and implements systems toguarantee full compliance with the regulations and standards of relevant countries pertaining to product quality andsafety as well as environmental protection.

97
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

In response to the recent international tightening of regulations applying toelectromagnetic waves, Yamaha Corporation has installed electromagnetic wave
measurement equipment and various other kinds of measurement, analysis, andevaluation equipment at its facilities. This equipment is used to evaluate productand 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 amanagement system for chemical substances contained in products andestablished its own Standards for Chemical Content in Products. These standards
have been used to manage chemical substances during the product design andAnechoic chamber used for electromagnetic
development phases and have helped facilitate legal compliance while reducing
wave measurement
environmental impacts. The standards undergo revisions when necessary in
response to legislative expansion and change, the accession of voluntary standards, and other factors. The Group also
shares information with overseas subsidiaries in an effort to furnish swift and accurate responses to changes inregulations in relevant countries and to enhance legal information management systems.

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

Product Safety Training
The Yamaha Group includes product safety risk assessment courses in its human resource training programs. These
courses cover a variety of safety-related topics, ranging 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 product safety courses discontinued after fiscal 2019, an aggregate total of 311 employees, primarily
from the engineering and development divisions, completed these courses over the 11-year period from fiscal 2011 to fiscal
2021, making for a total of 1,680 hours of training.

Legal Violations and Defects Involving the Safety of Products and Services
In fiscal 2021, there was one market response incident involving a product safety defect. This incident did not result inpersonal injury and was not a legal violation resulting in punishment.

Quality Assurance
Quality Management System
The Yamaha Group pursues higher levels of quality 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 the Yamaha Corporation
Quality Assurance Division. Business divisions and Group companies set their own targets based on Groupwide quality
policies and objectives. The Quality Assurance Division of Yamaha Corporation conducts monitoring to confirm the degree
to which these targets are met and to perform quality audits (please refer to the next section), and reports on thesematters are issued 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 Group are to be managed in a concentrated manner by the head of the
Quality Assurance Division of the Yamaha Corporation in order to strengthen Groupwide quality assurance governance.

98
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

ISO 9001- and IATF 16949-certified sites(As of March 31, 2021)
ISO 9001: Acquired in six business domains*
IATF 16949: Acquired in one business domain* Certification has been acquired in relation to the core musicalinstruments business, audio equipment business, industrial machineryand components business, and golf business.

Quality Audits
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 in and outside Japan, in pursuit of higher product quality.
In order to further improve the effectiveness of quality audits, the Group is implementing improvement activities
targeting both quality audit results and processes.

Quality Management 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 2021, the Group held
quality engineering courses, product safety risk assessment courses (R-Map), and other courses. Going forward, theGroup will restructure its quality assurance training programs to facilitate the acquisition of quality-related 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 the use of products and services that are designed with consideration paid to the environment andsociety and respond to the rising concern regarding environmental preservation among customers, the Yamaha Group
discloses examples of its initiatives to make products more considerate of the environment on its corporate website.
In 2015, the Group launched the Yamaha Eco-Products Program to promote product development that is considerateof environmental issues. By attaching the Yamaha Eco-Label to products certified as Yamaha Eco-Products through thisprogram, we aim to provide customers with easy-to-understand environment-related information to aid them in theirchoices of products.
Yamaha Eco-Products Program
Environmentally Friendly Products and Services

99
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

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

Repair 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, the Yamaha Group instructors with exceptional insight pertaining to instruments support those aspiring tobecome specialist technicians with finely tuned curricula grounded in their expertise. After completing these programs,
the newly trained repair technicians provide after-sales services at the Yamaha Group sales agents across Japan.
Piano Technical Academy (in Japanese only)
Wind Instrument Technical Academy (in Japanese only)

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

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 (in Japanese only)

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

Electone Vitalize/Grade Up Units (in Japanese only)

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

100
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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, to consistently
provide high-quality products and services
that exceed the expectations of its
customers, and to create excitement andcultural inspiration together with people
around the world. Our commitment tocustomers is defined in the element of“Customer Experience.”
In their business activities, all the
Yamaha Group employees remain constantly
aware of the fact that their daily work isconnected to the principles expressed in“Customer Experience.”
1-1 Realization of Customer Satisfaction

The diagram of the Yamaha Philosophy

Initiative Example
Collection and Utilization of Customer Input to Improve Customer Satisfaction (VOC Methodology)
The Yamaha Group adopts a voice of the customer (VOC) methodology in which customer input is gathered throughquestionnaires primarily issued by musical instruments and audio products business organizations and is shared via the
Company intranet. In addition, information on inquiries received from customers around the world via telephone or email
at domestic and overseas sales companies is collected and regularly communicated to divisions involved in productplanning and development.
Input from customers is an invaluable asset that is utilized even after the supply of products and services todetermine whether we are effectively delivering the desired value and satisfying customers and to improve customer
experiences together with customers.

Intranet site compiling customer input received throughquestionnaires

101
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Mindset Building for Improving Customer Awareness
The Yamaha Group conducts unique training programs aimed at fostering interest and sensitivity toward customer
experiences.
These programs see groups of employees thinking about how customers experience the Yamaha Group products andservices based on voice recordings of actual inquiries while interacting with the articles in question. Through the freeexchange of opinions, participants become aware of customer sentiments that they could not have imagined on their own
and think about what the Yamaha Group employees can accomplish if they unite in their quest to serve customers. In thismanner, these training programs help foster a corporate culture of valuing customer experiences.
In addition, monthly posters are displayed in Japanese factories providing feedback from customers around the world
with regard to the products manufactured in Japan.
Meanwhile, the Company intranet offers examples of customer input being used to improve products. This
information helps improve employees’ sensitivity toward quality by making them aware of the discoveries their colleagues
have made based on customer input and how they responded to this input.
Through these efforts, our aim is to foster a corporate culture that utilizes a customer-oriented approach and that iscommitted to earnest engagement with every customer.

Online iteration of the Yamaha Group’s unique training
programs

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

External Recognition
First Place in the Educational Service Industry in JCSI Survey for Fifth Consecutive YearIn fiscal 2021, Yamaha (Yamaha Music School, etc.) won first place in the educational service industry for the fifth
consecutive year in the Japanese Customer Satisfaction Index (JCSI) survey. The survey is one of Japan’s largest customer
satisfaction surveys. In the second iteration of this survey, Yamaha received an exceptionally high evaluation, ranking No.
1 in anticipation felt by consumers toward corporate brand and overall evaluation of quality, both factors that can influencesatisfaction, and in recommendations via word-of-mouth, which is the result of satisfaction levels.

First Place in the Network Device Category of Nikkei Computer Customer Satisfaction Survey
for Fifth Consecutive Year and First Place in Nikkei Business Publications’ Partner Satisfaction
Survey for Third Consecutive Year
Yamaha Corporation won first place in the network device category of the Nikkei Computer Customer Satisfaction Survey
2020–2021 of Nikkei Business Publications, Inc. This was the Company’s fifth consecutive year of receiving this rank. Our
receipt of this honor was a result of the high evaluation of factors such as the reliability, ease of use, and cost benefits ofour products. In addition, Yamaha Corporation received first place in the network device category of Nikkei Business
Publications’ Partner Satisfaction Survey 2021, marking our third consecutive year of receiving this honor. Factors behind
this recognition included high evaluations for our products and delivery accommodations associated with efforts tomaintain product supply systems and the establishment of a teleworking consultation helpdesk amid the COVID-19
pandemic.
First Place in the Network Device Category of Nikkei Computer Customer Satisfaction Survey for Fifth Consecutive YearFirst Place in Nikkei Business Publications’ Partner Satisfaction Survey for Third Consecutive Year102
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Fair Operating
Practices

The Environment

Consumer Issues

Community Involvement
and Development

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 for storing and supplying service parts. Sales companies
have developed systems, including customer support divisions, through which they offer after-sales services. In themusical instruments and audio products business, Japanese sales company Yamaha Music Japan Co., Ltd., hasestablished the Customer Support Division along with product-specific customer service venues. Overseas, we havecreated a region-specific after-sales service network. This network includes Yamaha Group service centers, Yamahaauthorized service centers, distributors, and contracted engineers.
These customer support sections develop customer support systems that make use of telephones, websites, andsocial media in order to facilitate smooth responses to inquiries. Some of these departments have introduced customer
management systems using cloud computing.
1-6 Offer of After-Sales Services and Response to Customer Inquiries

Customer Support System (After-Sales Services)

Customer
Service center
Yamaha Authorized Service Center

Store / Shop

Telephone

WebsiteSocial Media,etc.

Sales company
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

Yamaha Music Europe GmbH103
Yamaha Sustainability Report 2021

Yamaha Music & Electronics China

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

After-Sales Service Management System
The Yamaha Group has created an after-sales service management system and is working to continually improve the qualityof its customer response and support based on the slogan “ONE YAMAHA.”The Group policy is shared at the annual Service Management Meeting, and Japanese and overseas sales companies
and manufacturing companies with service parts centers formulate targets and plans related to after-sales services. Group
companies conduct activities according to their plans, and the Yamaha Corporation Quality Assurance Division monitors
their progress. In this way, the entire Group works to make improvements to continuously enhance responses to customers
and customer support.
In fiscal 2021, the Service Management Meeting was held online using Microsoft Teams in light of the COVID-19
pandemic. At this meeting, customer service representatives from 26 Japanese and overseas companies discussed common
issues needing to be addressed by customer service divisions across the Group. Such issued included the need to share
information on customer service and support initiatives based on the changing social climate and to provide information onafter-service techniques online. Furthermore, in order to provide standardized high-quality after-sales support services tocustomers all over the world, the Group established the After-Sales Service Management Standards, which outline the basic
policies to be shared 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 discussions (held online in fiscal 2021)

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 distributors in areas where there are no Group companies andhold technical training on after-sales service skills.

104
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

After-sales service skills training

Human Rights andLabor Practices

The Environment

After-sales service skills training
participants

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Training performed during visit to a sales distributor

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 our products and services. In addition, the Group
Personal Information Protection Standards, which apply to all domestic and overseas Group companies, were instituted in
April 2019. These regulations are revised as needed in response to 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 the Working Group for Information Security 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 Group appoints individuals responsible for supervising the handling of personal information on a Groupwide
basis, and individuals responsible for managing are named on a by-division basis. The Group has also established asystem 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 training and education
programs, including those on personal information protection and information leak prevention, and audits for divisions
handling personal information.
In 2020, we began implementing an information security e-learning program for all domestic Yamaha Group
employees. The scope of this program was expanded to include overseas Yamaha Group employees in February 2021. This
program provided knowledge and response methods for contemporary information security threats, most notably email
scams and virus attacks.

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 (in 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 2021.

105
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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, theGroup has continued providing music education to help enrich the growth of children while establishing and developing the
Yamaha Music Education System, a unique education method. Based on its philosophy of “To foster the musical sensitivity
that everyone is born with, to develop the ability to enjoy creating and playing the music of their own and ultimately share thejoy of music with anyone,” the Yamaha Group provides courses that meet the needs of all generations. These include YamahaMusic 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

FY2017FY2018FY2019FY2020

FY2021

280,000

271,000

262,000

252,000

208,000* As of June of each fiscal year

Overseas, approximately 221,000
students currently have theopportunity to learn the joy of music
through Yamaha Music Schools inover 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 the respective region
while being based on a philosophy
and curriculum for music education
developed in Japan.

Countries with Yamaha Music Schools

106
Yamaha Sustainability Report 2021

(As of March 2021)

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Fair Operating
Practices

The Environment

Consumer Issues

Community Involvement
and Development

Yamaha Music School Enrollment Overseas
FY2017FY2018FY2019FY2020

FY2021

Asia, Oceania (including China)

153,000

155,000

156,000

152,000

118,000

Europe54,00050,00052,00049,00027,000

North, South America

24,00023,00021,00020,00011,000

Total

231,000

228,000

229,000

221,000

156,000* As of March 31 of each fiscal year

Global Spread of Yamaha’s Music Education Philosophy
The Yamaha Group holds Yamaha Junior Original Concert events that call upon children under 15 years of age studying at
Yamaha Music 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 ofmusic, 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. As of March 31, 2021, we have a total of 39 courses with approximately 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 a curriculum 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 achance 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
FY1987(started)

FY1991

FY1996

FY2001

FY2006FY2011FY2016FY2021

6,000

40,00050,00092,000105,000

110,000

110,000

72,000*As of June of each fiscal year (includes “Seishun Pops” course)

Casual “Seishun Pops” Course for Singing Fun
The “Seishun Pops” course is designed to allow even people with no musicalbackground to have fun singing. This course mainly focuses on popular Japanese
pop music or folk songs from the 1960s to 1980s that senior citizens enjoyed intheir youth. Without using a score, participants can enjoy songs by singing inharmony or step to the music along with their peers while watching originallymade videos. Launched nationwide in 2017, this course had been utilized byapproximately 12,000 students at 600 locations as of June 2019.
“Seishun Pops” course

107
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Remote Music School Lessons
In fiscal 2021, the COVID-19 pandemic forced us to temporarily halt lessons at music schools across the globe. However,committed to supporting the uninterrupted learning of students, even during the prolonged closure of music schools, wehave begun conducting remote lessons via the internet. By arranging lessons based on the needs of specific customers
and regions, we sought out the most effective form for our remote lessons.

Universal Design Initiatives
The Yamaha Group aims to create an environment in which all people canenjoy the pleasures of music, and we promote universal design to help realize
a society that is both rich in communication and that allows people of diverse
backgrounds to live comfortably and harmoniously.
The Group implements initiatives that give product developers anddesigners a better understanding and greater 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 of the efforts of Hamamatsu
City, Shizuoka Prefecture, to promote local development through universal
design. Through this program, we dispatch employees to perform universal
design classes for local elementary students in Hamamatsu City. These
classes explore how consideration for various people is reflected in products
and services along with companies’ policies regarding universal design andaim to encourage children to look at society and envision their futureoccupation. In fiscal 2021, 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
Remote Cheerer powered by SoundUD™ remote cheering system as an
example of our efforts to develop a next-generation universal design soundtransmission system as an example.
Looking ahead, the Yamaha Group will continue to engage in suchinitiatives to spread understanding of universal design and the joy of music.

“Company UD Visiting Lectures” at an elementary
school in Hamamatsu City, Shizuoka PrefectureSoundUDTM Sound Universal Design Support System
Yamaha Corporation is developing and advocating its SoundUDTM collection of cloud technologies and platforms forsupporting universal design in sound.
Since 2015, we have been supporting the development of extremely convenient multilanguage voice and character
guides employing SoundUDTM technologies. These solutions are designed to cater to the needs of businesses, public
facilities, and tourist facilities that are considering measures foraddressing inbound tourism and making their facilities barrier-free.
Applications for these solutions include broadcasting announcements
in multiple languages and allowing users to view translations ofJapanese announcements in their native language in real time through a
dedicated smartphone application. This system thus 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, Yamaha Corporation was involved in the establishment SoundUDTM promotional imageof a Ministry of Internal Affairs and Communications-sponsoredconsortium comprised of the National Institute of Information andCommunications Technology and eight other organizations aimed atdeveloping advanced multilanguage translation systems. This
consortium will develop simultaneous interpretation technologies thatwill allow for understandings to be reached in real time by all attendees
at international events and other venues. The consortium will also work
together with nationwide broadcast stations to advance a subtitle
support project aimed at providing opportunities for equal access to
information by ensuring that everyone, including senior citizens andConcept diagram for universal design of sound societal
individuals with impaired hearing, is able to understand television andstructureradio broadcasts.
108
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Furthermore, Yamaha Corporation developed Remote Cheerer powered by SoundUD™, a remote cheering system, together
with members of the sports industry, which was heavily impacted by the COVID-19 pandemic in 2020. This system allows
for vocal support and claps to be transmitted through speakers at sports stadiums from remote locations with the touch ofa smartphone or other device, thereby providing a virtual space in which fans can interact and provide commentary.
Remote Cheerer powered by SoundUD™ has been used at more than 450 events, including soccer, baseball, basketball,rugby, American football, professional wrestling, and track and field events, over the year since its launch, relaying the
support of over 100 million expressions of support from spectators. These spectators ranged from fans who watching
unattended events remotely, people hospitalized due to illness or injury, people raising small children or otherwise toobusy to attend, people living overseas, and others who wanted to cheer on their favorite athletes from home or fromanother remote location.
In 2017, the Group established the SoundUD™ Consortium, an organization in which Yamaha Corporation is acting as
the secretariat, with the objective of helping create a sustainable society in which there are no concerns about languageor hearing ability. Yamaha Corporation is promoting the creation of innovation and new business models originating fromJapan while helping facilitate the popularization of SoundUDTM technologies together with the 342 (as of March 31, 2021)
member companies and organizations.
Projects related to the SoundUD™ Consortium have received the following awards in recognition of their concept andthe results of their activities.
• Innovative Technologies 2015 Award (held by the Ministry of Economy, Trade and Industry)• Minister of State for Special Missions Award in 2016 Barrier-Free Universal Design Promotion Merit Award (held by the
Cabinet Office)• Gold Award of IAUD International Design Awards 2016 (in the category of Service Design, held by International
Association of Universal Design)• GOOD DESIGN BEST 100 in 2016 Good Design Award (held by Japan Institute of Design Promotion)• 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))• 2020 Good Design Award (held by Japan Institute of Design Promotion)• Bronze Award of IAUD International Design Awards 2020 (in the category of Service Design, held by International
Association of Universal Design)

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

109
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Creation of New Workplaces and Proposal of Teleworking Solutions
There is currently a social push for workstyle reforms, stimulating a rise in efforts to reduce work hours, 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.
In fiscal 2021, teleworking spread rapidly and office workstyles were otherwise transformed in response to the
COVID-19 pandemic. As a result, remote meetings, including teleconferences and web conferences, have become an
indispensable form of communication in the current social climate. The needs regarding in-office meeting rooms are also
diversifying as companies seek to flexibly change layouts to maintain appropriate distance among participants, to more
efficiently utilize meeting rooms based on the number of participants and the purpose of the meetings, and to make thesound environments of meeting rooms, which have traditionally been unsuited to remote meetings due to echoes, more
ideal for such meetings.
Turning its attention toward such office sound environment issues, the Yamaha Group has been leveraging its
accumulated technical and product expertise to help realize office sound environments that allow for conversations andremote meetings to be carried out without fear of being overheard or concern for noise from the surrounding area.
We are also helping combat the pandemic by setting up a teleworking consultation helpdesk, distributing videos on
ideal communication methods during the pandemic and their utilization methods, and providing other content for
supporting teleworkers.
Example Product: ADECIA Remote Meeting Sound Solution
The ADECIA remote meeting sound solution is a system centeredaround Yamaha’s RM-CG ceiling array microphone and dedicated
RM-CR processor. These components were developed based onmarket demand using the sound-originating voice processing
technologies and network market experience Yamaha Corporation
has fostered over the course of many years. By combining thissystem with Yamaha’s VXL1-16P Dante and Power over Ethernet(PoE)-compatible line array speaker and its SWR series of PoEcompatible network switches, both of which have been wellreceived by the commercial acoustics market, ADECIA becomes a
one-stop solution for remote communication that fully capitalizes
on the synergies between our sound and network technologies toaccommodate a diverse range of remote meetings.

ADECIA Remote Meeting Sound Solution

Unique Sound Environment Products Creating New Workplaces (in Japanese only)
Teleworking Consultation Helpdesk (in Japanese only)

110
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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

Example Products

Products for Creating Better Sound Environments
Products

Feature of sustainability

VSP-2 Speech Privacy System™

Camouflages conversation with an “information
masking sound” synthesized from humanspeech(in Japanese only)

Acoustic Conditioning Panel(in Japanese only)

Related pictures

Alters reverberations in the room and provides
a clear and comfortable acoustic environment
Conference room built using acoustic
conditioning panels

Avitecs™ soundproof room
(in Japanese only)

YVC-200 unified communications
speakerphone(in Japanese only)

Easily realizes a reverberant and soundproof
space

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

111
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

TW-E3A and TW-E3B truly
wireless Bluetooth earphones(in Japanese only)

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

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Features proprietary Listening Care technology
for reducing burden placed on listeners’ ears by
optimizing sound balance based on volume

Features Listening Care, Advanced Active
Noise Cancelling for removing interference
while faithfully replaying music, and Listening
Optimizer for automatically optimizing playback
in real time based on listeners’ ear shape andusage conditions

Sensor Technology Application Proposals
Products

Thin-film strain sensors

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

Sound Technology Application Proposals
Products

SilentBrass™
(in Japanese only)

TransAcoustic™ Piano

Feature of sustainability

Related pictures

Makes practicing and performing possible
anywhere at any time(in 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

112
Yamaha Sustainability Report 2021–

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 in ongoing communication with the communities that are home to business sites to maintain
good relations with these communities.

Information 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

Note: These exchange sessions were canceled in fiscal 2021 in response to the COVID-19 pandemic.

Communication Activities Conducted at Business Sites and Factories• Regular information exchange sessions with neighborhood councils• Factory tours• Accommodation of community study trips for local elementary school students and hands-on 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• Lending of facilities, parking lots, etc.
• Cooperation with regional safety patrol activities

113
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development• Cooperation with regional environmental activities, including participation in regional cleanup efforts by employees• Participation in joint disaster drills led by municipalities• Donation of household goods, sweets, etc., gathered through charity bazaars and donation campaigns to localorganizations• Donation of food from disaster stockpiles to food bank FUJINOKUNI• Donation of food from disaster stockpiles to food bank Saitama• Donation of food from disaster stockpiles to food bank OSAKA• Lending of instruments and holding of concerts
Note: Some activities were canceled in fiscal 2021 in response to the COVID-19 pandemic.

Information exchange session at
local neighborhood council
meeting (Headquarters)

Corporate museum tour
(Headquarters)

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

Summer festival (Tenryu Factory)

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

Regional cleanup effort(Kakegawa Factory)

Concert at meeting for seniors(Kakegawa Factory)

Piano Factory Tours
At 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 adjacent showroom, where we display valuable instruments as well as instruments that
visitors are invited to try out. In addition, visitors witness the environmental preservation initiatives woven into our productcreation activities. We accommodate a plethora of visitors, including professional and amateur musicians and local
elementary school students on field trips, while also opening our doors to general customers and organizations as part ofour efforts to foster understanding withregard to product creation at the
Yamaha Group. In fiscal 2021, we wereforced to temporarily cancel tours in
response to the COVID-19 pandemic, but
tours have since been resumed withlimits on the number of participants andother measures for preventing the
spread of the virus in place.
Piano Factory Tour (in Japanese only) Visitors observing the grand piano

Exhibition at the showroom

manufacturing process

Public Opening of Corporate Museum
Opened in 2018, Innovation Road is a hands-on corporate museum displaying exhibitions on the history of the products
and services of the Yamaha Group. This museum allows 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.
Note: Guided tours are currently not offered to prevent the spread of COVID-19. However, audio guidance was introduced in fiscal 2021 to provide
visitors with a better understanding of exhibits.
Information regarding Innovation Road can be found on the following website.

Corporate Museum
114
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Entrance of Innovation Road

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Exhibition area (History Walk)

Contributions to Communities through Yamaha Ladies Open Katsuragi
Every year, Yamaha Corporation and Yamaha Motor Co., Ltd., jointly host the Yamaha Ladies Open Katsuragi women’s golf
tournament at the Katsuragi Golf Club located in Fukuroi City, Shizuoka Prefecture. In fiscal 2021, this event was held
without spectators to prevent the spread of COVID-19 and to ensure the safety of athletes and other parties.
Holding this major event was made possible by the support and understanding of volunteers, community members,
and local governments. The burden placed on these supporters was even greater this year due to precautions needing to
be taken to prevent the spread of COVID-19.
Since the first tournament in 2008, Yamaha Corporation has given donations to local governments that have backed
the tournament (Shizuoka prefectural government and five municipalities) as a token of our appreciation to community
members for their cooperation and support of the event and as an expression of our desire to further strengthen theseties. 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.

Portable hand sanitizer bottles andawareness-raising sign

Volunteer staff

Volunteer tent arranged with social distancing
in mindPromotion 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. The Yamaha Group also teams up with music education institutions
to offer ongoing support through the provision of curriculum and seminars for instructors.
For example, the Hamamatsu International Wind Instrument Academy and Festival was launched in 1995 as part 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 wewelcome wind instrument players from around the world to help cultivate aspiring musicians looking to become
professional performers. Another part of this event is the festival, a concert for enjoying wind instrument performances
open to community members. A major goal of this event is to promote music culture exchanges and cultivate globally
active performers in Hamamatsu City.

115
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

Hamamatsu International Wind Instrument
Academy and Festival

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Yamaha Wind Instruments Debut Concert

Concert at Xinghai Conservatory of Music (China)

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

Yamaha School Project—Providing Opportunities to Play Musical Instruments
In order to enable more children to experience the joy of playing a musical instrument, the Yamaha Group has been
carrying out the School Project since 2015 to support instrumental music education at public schools primarily in emerging
countries.
The benefits of instrumental music education are so well documented that such instruction is standard in schools
around the world. Conditions regarding such education vary greatly by country, and schools in some countries are often
unable to provide musical education at a satisfactory level due to a lack ofequipment or trained teachers or inadequate curriculum. the Yamaha Grouphopes to help provide these children with opportunities for quality musicalinstrument performance experiences during the course of their public education.
As of March 31, 2021, we had provided opportunities for musical instrument
performance experiences to an aggregate total of roughly 710,000 children at
approximately 4,100 schools in six countries (Malaysia, Indonesia, Vietnam,
India, Brazil, and the United Arab Emirates).
Furthermore, the Yamaha Group has been chosen to participate in a projectfor introducing Japanese-style instrumental music education into primary
Recorder lesson in Vietnam
education in Egypt. This project was selected as a 2020 pilot project to receive
support from the Introduction of Japanese-style Education Using Public-Private
Collaborative Platform (EDU-Port Japan Project) established by the Ministry of
Education, Culture, Sports, Science and Technology to export Japanese-styleeducation. This will be the third such project advanced by the EDU-Port Japan
Project, following the 2016 and 2018 projects carried out in Vietnam. In thisproject, the Yamaha Group will partner with Tokyo Gakugei University Children
Institute for the Future to test methodologies for measuring non-cognitive skills*
in order to assess and research the educational benefits of recorder lessons
from an academic perspective. Through this project, we aim to help address theeducational issues faced in Egypt while examining possibilities for contributing
to the music culture and education in this country.
Training for teachers in Egypt
Photograph provided by Egypt-Japan School

116
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development* Non-cognitive skills: Goal accomplishment, cooperation, emotional control, and other skills
pertaining to one’s thinking, emotions, and behavioral patterns thought to have an impact on life
after becoming an adult and to have a connection to the development of cognitive skills such as
reading, writing, and calculation

EDU-Port Japan certification

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 Globe
Support for Providing Instrumental Music Education Opportunities in Public Education to Deliver the Joy of MusicalInstruments and Music to Children Around the WorldMusic 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
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, 2021, 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 2021, these workshops were held at two locations
to provide instruction to approximately 100 students. Under normal circumstances, YMEC would hold wind band director
workshops to improve the wind instrument instruction capabilities of general music teachers in conjunction with theworkshops for school wind bands. As we were unable to hold wind band director workshops in fiscal 2021 due to the
COVID-19 pandemic, YMEC instead arranged an open band director workshop, which was attended by roughly 150 banddirectors, to further its efforts to contribute to the education of band directors.

117
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Band 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 maintenanceDonation of Musical Instruments to Schools for the Children of Migrant Farmers
Yamaha Music & Electronics (China) Co., Ltd. (YMEC), together with four manufacturing subsidiaries and major sales
agents in China, has been donating instruments to schools for the children of migrant farmers across China since 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 RMB5.2 million.

Major Instrument Donations
Date

Number ofschools

FY2013

2

Pianos, portable keyboards, and AV equipment

FY2014

27

Pianos, digital pianos, portable keyboards, and AV equipment

FY2015

7

Pianos, portable keyboards, and AV equipment

FY2016

7

Pianos, portable keyboards, AV equipment, and PA systems

FY2017

5

Digital keyboards

FY20182

Digital keyboards

FY20195

Digital keyboards

FY20205Digital keyboards

FY2021

Donated articles

Ceremony commemorating donations

Postponed due to the COVID-19 pandemic
118
Yamaha Sustainability Report 2021

Donated portable keyboards

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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 containing a wealth of information that isuseful for music coursework covering the history of music, musical composition, and a variety of different instruments. In
addition, the Musical Instrument Guide 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 (in Japanese only)Music pal (in 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.

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. This event features hall concerts by
top-notch domestic and international artists as well as school students fromoutstanding big bands throughout Japan, live performances that allow guests tocasually 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

119
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Wind Instrument Performance Contest
Yamaha Music & Electronics (China) Co., Ltd. (YMEC), holds a wind instrument performance contest every year in locations
across China to provide opportunities for wind instrument performances. In fiscal 2021, this contest was replaced with
online ensemble performance contests carried out through a cloud-based system in light of the COVID-19 pandemic. A
total of 68 individuals participated, and 94,241 votes were cast.

Cloud-based ensemble performance contest

Provision of Opportunities and Places to Engage with Instruments
LovePiano Street Piano Events—Making People More Familiar with Pianos
Since 2017, Yamaha Music Japan Co., Ltd., has been conducting LovePiano activities that involve providing casual
performance spaces based on the concept of feeling more familiar with pianos and enjoying them more. Centered on thetheme of LovePiano, these activities include placing colorfully painted pianos in open spaces, where they can be played byanyone; transmitting various information pertaining to pianos via the internet; and otherwise working to communicate theappeal of pianos. So far, these pianos have been set up and enjoyed by numerous people in a total of 50 public spaces
across Japan, including JR Shinjuku Station and Shinagawa Station, the Umihotaru Parking Area on the Tokyo Bay AquaLine, and Osaka International Airport (Itami Airport).
Over the period from November 21 to 29, 2020, pianos were set up at JR Akihabara Station and Ikebukuro Station tocreate a space in which people connect through music.
Yamaha Music Japan Co., Ltd., 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 (in Japanese only)

Piano at JR Akihabara Station

Piano at JR Ikebukuro Station

Piano at Yokohama City Hall

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 for companies and society by harnessing “the power of music toconnect people.” To address the issues faced by municipalities, communities, and companies, the Yamaha Group proposesand supports citizen participatory projects, events, and programs that use music as a tool for community development.
120
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

The Yamaha Group 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 of community development and building schemes for places and times that allow for ongoing activities open
to free participation by community members.
The Yamaha Group has been engaged in a facilitator development program through group drumming together with aKashiwa City social welfare association with the aim of fostering community leaders since fiscal 2017. These activities
have given rise to Drum Circle Beat of Kashiwa (DCBK), a group comprised of individuals who have completed thefacilitator development program. DCBK’s activities are being advanced in an increasingly wide range of locations
throughout the community. Meanwhile, Shibuya Zunchaka!, a community-participation-based program launched in 2013that has received planning support from the Oto-Machi Project for eight years, is scheduled to be held for the eighth timein 2021. As the level of coordination between community volunteers, local businesses, and residents has increased, theorganization committee has grown to the point at which it is able operate the event in a sustainable manner. The YamahaGroup will continue to support the development of this event from 2021 forward as a sponsor.
Community Development through Music (in Japanese only)

Kashiwa facilitator development program

Shibuya Zunchaka!

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 the 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, the Yamaha Group has longoffered support 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. In fiscal 2021, we were unable to hold in-person seminars due to the COVID-19 pandemic,
but these activities were carried out by switching to online options. This project is currently active in eight countries:
Mexico, El Salvador, Costa Rica, Panama, the Dominican Republic, Colombia, Peru, and Brazil.
Support for Youth Development through the Power of Music
121
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Youth development orchestra and band
organization (Mexico)

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Technician seminar

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 musiceducation instruction in public schools. Furthermore, the state of São Paulo provided support for costs of the activities in
the form of tax exemptions in 2018, acknowledging the contributions from past Sopro Novo activities. In 2019, recorderseminars were held, drawing 103 participants from 10 groups, and recorder classes based on the Sopro Novo method wereconducted in 54 public schools.
In 2020, the COVID-19 pandemic impeded our ability to conduct the face-to-face recorder seminars that had been
held previously. In response to this situation, YMDB prepared online recorder lesson materials and began conducting
online lessons in October 2020. As of March 31, 2021, more than 100 individuals, primarily consisting of public school
teachers, had participated in these online lessons. After the conclusion of the pandemic, YMDB will resume on-site
activities at public schools and move forward with the development of frameworks for promoting the widespread adoptionof the Sopro Novo method in school education.

Online recorder lessons held starting in October 2020

122
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Support for Fostering Future Generations
Cooperation with On-Site Tours, Hands-On Learning, and Educational Facilities
As part of our local contribution activities, the Yamaha Group accepts requests from local educational institutions in partsof the world where it has business sites and opens its workplaces for visitors to experience hands-on learning. We alsooffer internships and tours of our workplaces and factories and help educational facilities prepare exhibits.
By accepting junior high school students for workplace hands-on learning and high school students for internships,
the Yamaha 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 develop a passion to work in the future.
Yamaha Corporation has been contributing to exhibits at the Hamamatsu Science Museum (Hamamatsu City,
Shizuoka Prefecture) since it opened to help develop science-oriented minds. The Hamamatsu Science Museum is anexperience-focused museum centered upon active learning that provides children and adults alike with the opportunity tohave fun while learning about science in the areas of sound, light, force, and space. Companies representing local
communities have helped develop permanent exhibits at this learning facility. Yamaha Corporation has made the following
contributions to the museum.

Yamaha Corporation Contributions to Sound Zone
SectionDetails

Variable acoustic room

Presented an 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
image fitting the scene will be an image befitting the scene 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.
Upon request from local government agencies and educational institutions, we are also offering on-site lessons
at elementary schools based on the theme of universal design.

Handmade guitar class

Handmade mbira class123
Yamaha Sustainability Report 2021

Mini clapper classSustainability
Management

Organizational
Governance

Human Rights andLabor Practices

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

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

On-site universal design lesson based on thetheme of universal design in soundWooden Blocks for Children Made from Piano Offcuts
Yamaha Music Manufacturing Japan Corporation provides wooden blocks made from offcuts produced during the piano
manufacturing process to local kindergartens, preschools, elementary schools, and public facilities. Continuing since1998, this program is a chance to contribute to the community while simultaneously finding a useful purpose for wastematerial. Piano offcuts were most recently provided to local kindergartens in September 2020.

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 and T-ball lessons for preschoolers that focus
on play using balls.
Furthermore, the Junior Baseball Instructing Club, primarily made up of former members of the Yamaha 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.

T-ball lesson

Baseball health examination

124
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Education Solutions Utilizing ICTInformation and communications technology (ICT) is being increasingly used in school education. In light of this trend,
Yamaha Corporation is proposing new means of learning in 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 thatutilizes ICT, in the educational setting of schools. Capitalizing on the skills related to music it has developed over thecourse of many years, as well as its knowledge about music education, Yamaha Corporation has repeatedly conducted trial
classes with the help of elementary and junior high schools across the country through which it has developed digitalclassroom teaching materials. In February 2017, the Company released the VOCALOID™ for Education, Guitar Class, andKoto (a traditional Japanese musical instrument) Class. Following this, the Company launched the Alto Recorder Class,
Chorus Practice, Soprano Recorder Class, and Singing Class. All of these offerings have been positively received.
Primarily aimed at elementary and junior high school students, these materials are not simply teaching materials, butcontent packages covering how to lead classes following course curriculum guidelines, cautionary tips to keep in mind
when teaching, and videos on foundational knowledge needed for performance. These packages have been designed forease of use by teachers in schools. Teaching classes while following this system helps foster students’ imaginative andtheoretical skills while simultaneously allowing teachers to teach easily and effectively. Certain materials were madeavailable free of charge via the internet in March 2020 to help elementary and junior high school students whose schools
had been closed for extended periods due to the COVID-19 pandemic learn on their own. The response was incredible,
with 500,000 accesses and these materials being introduced by the Ministry of Education, Culture, Sports, Science andTechnology, the Ministry of Economy, Trade and Industry, and 250 municipalities and schools. In light of this incredibly
positive response, we established a website for communicating music class ideas that employs digital materials in June
2020. This website introduces ideas for classes that are especially valuable now, when the pandemic is placing
restrictions on traditional music class activities like musical instrument performance and chorus and other singing.
Through SES, Yamaha Corporation plans to capitalize on the benefits of digital music classroom materials, namely
their ability to be quickly adjusted to adapt to changes in the social climate and trends, to provide support for new formsof music education by promoting the widespread use of cloud services and other digital solutions.

Teaching materials screen for Soprano
Recorder Class

Singing Class digital teaching material

Website for communicating music class ideas
Smart Education System (SES)125
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

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)

Distance learning system utilization example(remote communication venture at Miyazaki
Prefectural Gokase Secondary School)

Donations and Social Welfare Activities
Promotion of Employee Volunteer Activities
The Yamaha Group promotes employee participation in volunteer activities. In addition to establishing various programs,
we use the Company intranet and other means to share information on available volunteer opportunities while also
publicizing examples of previous volunteer activities.

Voluntary Philanthropic Activities by Employees
Yamaha Corporation of America launched the Yamaha Cares employee voluntary philanthropic activity program in 2003.
Yamaha Cares is aimed at contributing to the regions in which employees live and work by donations, collecting
contributions, providing Yamaha products, and conducting other initiatives. One such activity is a donation drive
benefitting a children’s hospital researching the treatment of Type 1 juvenile diabetes. Every year, employees participate in
the Southern California Half Marathon and solicit contributions, which have exceeded $110,000 in total. Yamaha Cares
continues to support the hospital, which is one of the few institutions researching the treatment of juvenile diabetes.

126
Yamaha Sustainability Report 2021

Sustainability
Management

Organizational
Governance

Human Rights andLabor Practices

The Environment

Fair Operating
Practices

Consumer Issues

Community Involvement
and Development

Major Yamaha Cares Activities• Fundraising efforts for a children’s
hospital• 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 (CHOC)

United Sound website
American Cancer Society website
Making Strides Walk website

Fundraising activities and Yamaha product donations to various organizations

Regional Welfare and Disaster Relief Activities
Donation of Food from Disaster Stockpiles 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, the Yamaha Group stockpiles food to be distributed in
the event of a disaster. Before the food is due to be replaced, the Yamaha Group donates it to the food bank. The scope ofthese donations is being expanded as offices in Tokyo and Osaka have begun donating food from disaster stockpiles toorganizations such as food bank Saitama and food bank OSAKA.

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 Grouphas provided school musical instruments and other products through its sales agents, held a variety of charity concerts,
and supported 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 bandis donated to the impacted areas through the Japanese Red Cross Society, and we continue to engage in other suchactivities 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 2021
• Kyushu floods: ¥30.0 million in donations, special repair and other services for Yamaha products damaged by disasters
Application for Special Repair and Other Services for Yamaha Products Damaged by Disasters (in Japanese only)

127
Yamaha Sustainability Report 2021

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 56 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, 2020 to March 31, 2021
* The above period is referred to as fiscal 2021 in this report.
* Certain initiatives under way prior to March 2020 and information from April 2021 onward are also included in this report.

Date of Issue
Report Published: September 2021
Previous Report Published: September 2020
Next Report to Be Published: September 2022

128
Yamaha Sustainability Report 2021

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

2021.9