Manuals+

Yamaha Make Waves 2.0 Sustainability KPIs and Targets (2022/4 - 2025/3)

Environmental Initiatives

Field Materiality Initiative Theme Activities and KPIs/Targets Achievements
Environment Responding to Climate Change CO2 Emission Reduction at Business Sites (Scope 1+2) 1. Reduce CO2 emissions by 5% (vs. FY2018) by focusing on energy saving measures (air conditioning, compressors, dust collectors).
2. Increase renewable energy ratio to 10%.
3. Maintain CDP Climate Change A List status.		 1. Achieved 6.1% reduction through various energy-saving measures (e.g., power monitoring system).
2. Launched large-scale solar power generation (Kakegawa), expanded renewable energy procurement (Tenryu, India), achieving 21.5% renewable energy ratio against a 10% target.
3. Selected as CDP Climate Change A List company (2023, 2024).
Emission Reduction in Procurement, Logistics, and Product Usage (Scope 3) 1. Share reduction targets with procurement partners and build a system to aggregate reduction amounts.
2. Improve logistics loading efficiency by 5% and promote environmentally friendly logistics companies.
3. Design products for energy saving: improve efficiency of amplifier audio products, visualize and propose reductions in power consumption and communication volume for network equipment, reduce power consumption and speaker weight for car audio, and achieve 10 Eco-Products certifications per year.		 1. Expanded reflection of supplier CO2 reductions in company aggregation.
2. Achieved 5% improvement in logistics loading efficiency and implemented environmental initiatives as requirements for selecting logistics companies.
3. Progress in high-efficiency amplifier implementation, increased models with real-time power consumption display for network equipment, mass production shipment of amplifiers with reduced power consumption and validation for weight-reduced speakers for car audio. Introduced a revised Eco-Products system to consider environmental impact reduction, such as energy saving, during product planning.
Contribution through Products and Services Sustainable Procurement and Utilization of Wood 1. Thorough wood due diligence, achieving 100% low-risk assessment.
2. Establish internal standards and increase the proportion of wood meeting standards (including certified wood) to 75% by redesigning and switching to compliant wood.
3. Conserve rare species by developing alternative materials (including changing tree species).		 1. Low-risk assessment at 98.6%.
2. Established internal standards for sustainable wood, achieving a 69.5% compliance rate (56.0% certified wood).
3. Filed a patent for natural material regeneration technology using African Blackwood.
Social Initiatives Contribution to a Fair Society and Comfortable Living Sustainable Procurement and Utilization of Wood (Forestry Promotion) 1. Promote forestry promotion activities for three rare tree species required for musical instrument manufacturing: expand target areas in Tanzania (African Blackwood), utilize collaboration agreements in Hokkaido (Japanese Spruce), and commence basic research in India (Rosewood). 1. Cumulative afforestation of 27,000 trees in Tanzania (African Blackwood) across 4 villages and 13.5 ha. Continued joint research with universities and research institutions on the growth and quality of Japanese Spruce timber in Hokkaido, preparing for the production of instruments using this wood. Formulated conservation activity plans in collaboration with local partners in India (Rosewood) and reached basic agreement with relevant organizations.
Resource Conservation and Waste/Hazardous Substance Reduction 1. Establish 3R design standards and apply them to new development models (weight/volume reduction, use of circular materials, promotion of long-term use, ease of disassembly).
2. Promote resource conservation in product packaging and improve recyclability (reuse initiatives by sales companies).
3. Promote elimination of unnecessary packaging and transition to circular materials (elimination of plastic packaging for new small products).
4. Establish and implement company-wide policies for cross-cutting resource circulation issues.
5. Promote paper reduction in offices and digitalization of promotional materials like catalogs.		 1. Launched ultrasonic inspection systems for food/medical packaging and batteries.
2. Started switching to water-based paints for plastics (Suzhou).
3. Changed policy to develop water-based paints as alternatives to piano polyester and develop new coating systems.
4. Established basic conditions for environmentally friendly manufacturing processes.
5. Trialed paperless fixed asset inventory.
Contribution through Products and Services Reduction of Hazardous Substances (VOCs, etc.) 1. Develop basic technology for water-based paints for plastics and metals.
2. Develop basic technology for water-based paints as alternatives to piano polyester.
3. Promote development of new manufacturing processes for de-petrolization and VOC elimination in automotive interior components.		 1. Sales of ultrasonic inspection equipment for food and medical packaging applications.
2. Started switching to water-based paints for plastics (Suzhou).
3. Changed policy to develop water-based paints as alternatives to piano polyester and develop new coating systems.
4. Established basic conditions for environmentally friendly manufacturing processes.
Human Resources Promoting Diversity, Equity, and Inclusion (DE&I) Consideration for Universal Design and Accessibility 1. Promote the development of "Anyone Piano" that allows people with disabilities and the elderly to enjoy playing the piano.
2. Implement read-aloud and voice command functions in electronic instruments and apps (e.g., Smart Pianist).		 1. Held "Anyone Piano" concert "Anyone Ninth" where pianists with disabilities performed with orchestras and choirs. Released the "Anyone Piano" B version app.
2. Voice guidance function for electronic instruments, supporting English and Chinese in some models, preparing for expansion to other product categories.
Remote Communication 1. Realize high-quality, natural remote communication (for companies, schools, etc.).
2. Realize comfortable and immersive remote performance and remote lessons.		 1. Full-scale proposal of solutions to customers through both audio and remote communication channels.
2. Conducted Disklavier remote lessons connecting young pianists with music universities (12 sessions, 62 participants). Developed "GPAP," the world's first system to record and play back data in different file formats, including control signals for audio, video, and lighting, in an audio data format, improving the reproduction accuracy of electric guitar, electric bass, and drum performances.
Respect for Human Rights in the Value Chain Improving Management Level Respect for Human Rights and DE&I 1. Enhance human rights due diligence in line with current trends: review human rights focus areas and scope/methods, clarify points of contact and processes for addressing human rights issues, and enrich human rights education content (participation of all group companies in human rights education).
2. Standardize the global whistleblowing system and improve its reliability.
3. Implement regular harassment training for all employees from instructors upwards.		 1. Established a human rights risk assessment process, identified key risks, and are monitoring actions by responsible departments. Conducted dialogues between human rights/DE&I committee members (including executives) and external experts. All group companies participated in human rights education.
2. Conducted whistleblowing personnel training and interviews in Japan, and provided training to whistleblowing personnel and educational content to whistleblowing users at all overseas locations. Conducted harassment prevention training for all head office employees and all managers of domestic group companies.
3. Promoted strategic and focused development and creation of female leaders to increase the ratio of female executives: created individual career development plans and built mentoring schemes. Formulated and implemented DE&I action plans for each company, conducted unconscious bias training, implemented mentoring programs, and achieved a global management ratio of 19% for women.
4. Clarified core position requirements and systematically implement CDP.
Promoting DE&I 1. Increase the ratio of female executives: strategically and intensively develop and foster female leaders, create individual career development plans, and build mentoring schemes.
2. Formulate and implement DE&I action plans for each company, conduct unconscious bias training, implement mentoring programs, and achieve a global management ratio of 19% for women.
3. Increase the ratio of non-Japanese executives: clarify core position requirements, systematically implement CDP.
4. Promote globalization of operations and development of local talent (30 cross-border placements): developmental rotation for mid-level personnel in collaboration with headquarters, identify individual needs of corporate departments, establish rules for international transfers, implement global trainee programs (1-2 years), and introduce internship programs (under 6 months).		 1. Promoted continuous development and creation of female leaders through the Women's Advancement Promotion Committee.
2. Achieved a global management ratio of 19% for women. Formulated and implemented DE&I action plans for each company, promoted DE&I initiatives based on gender equality and individual company issues, and shared best practices. Expanded unconscious bias training.
3. Developed core position requirements for global roles and are implementing CDP.
4. Established international transfer regulations, promoted the digitalization of internal systems (English language), and achieved 32 cross-border placements.
Safety and Health of Mind and Body Promoting a Culture of Openness and Challenge 1. Continuously improve the positive response rate in employee surveys on "enjoyment of work."
2. Double the investment in human capital.
3. Develop leaders who can drive business globally and place the right people in the right positions.
4. Foster individual growth by strengthening self-directed career development support.		 1. Employee survey "enjoyment of work" positive response rate remained flat.
2. Investment in human capital increased 1.6 times.
3. Visualized employee data through a talent management system to improve personnel mobility for company-wide optimal placement. Revised the core personnel system.
4. Provided career counseling training for managers, introduced a career recruitment system, and created an education portal site.
Promoting a Culture of Openness and Challenge Awareness Survey, Dialogue Opportunities, Safety and Health, etc. 1. Continuously improve the positive response rate in employee surveys on "ease of work."
2. Promote open communication by creating diverse dialogue opportunities, such as dialogues between management and employees.
3. Support diverse and flexible working styles (systems for balancing work and private life), rebuild mental care systems.
4. Thoroughly re-educate on safety (zero lost-time accidents).		 1. Employee survey "ease of work" positive response rate improved by 2%.
2. Created diverse dialogue opportunities, including online dialogues with the president (102 sessions, 1,273 participants cumulative since 2020) and site visits (34 sessions, 561 participants). Conducted listening training (approx. 170 participants).
3. Introduced a side business system and a system for supporting employees accompanying spouses on overseas assignments.
4. Launched new mental care initiatives.
5. Deepened efforts to prevent industrial accidents at manufacturing sites through safety monitoring and education for site managers.

Cultural Initiatives

Field Materiality Initiative Theme Activities and KPIs/Targets Achievements
Culture Dissemination and Development of Music Culture Products, Services, and Activities Contributing to the Dissemination and Development of Music Culture 1. Expand "Otomachi" (music-based town development) business (15 new projects/3 years).
2. Expand "LovePiano" (trial pianos to make instruments more accessible) (40 locations/year in Japan, 3 locations/year overseas).
3. Preserve instruments and music culture using Real Sound Viewing and AI.
4. Nurture content creators and develop production tools for musical instruments and content.
5. Enhance Smart Pianist functions, including AI-powered automatic accompaniment and difficulty adjustment.
6. Launch campaign to revitalize brass bands (provide opportunities and content for "co-performance").
7. Provide guitar learning support services.
8. Maximize emotional impact through True Sound penetration (event hosting, hands-on experiences).
9. Nurture instructors and technicians essential for music culture development.
10. Develop demand among seniors by collaborating with educational institutions for the elderly.
11. Expand "She's Got The Groove" (instrument challenge event for women) to AP sales companies (15 companies).		 1. "Otomachi" Fukui PJ, Ishikawa Prefecture Music Hall event, Brass Jamboree (Oyama, Kyoto, Kawasaki) and other new projects (17 projects).
2. "LovePiano" deployed to 102 locations (79 in Japan, 23 overseas).
3. Conducted exhibitions of Morin Khuur and Okinawan Sanshin using Real Sound Viewing.
4. Continued nurturing content creators and expanding local-taste content production.
5. Introduced performance support functions such as "PDF to Score," "Score Reader," and "Backing Conductor" to Smart Pianist.
6. Developed revitalization measures, including producing video content in collaboration with major media outlets. Held a concert featuring Yamaha top artists in Kawasaki for the first time, in addition to Oyama.
7. Launched various video content and online seminars to support guitar learning in Japan.
8. Produced and released "DISCOVER TRUE SOUND" video content in collaboration with artists.
9. Conducted lesson surveys and online/in-person training to maintain and improve the teaching skills of music school instructors, and provided training for future next-generation instructors.
10. Donated instruments to universities for the elderly in China (11 cases).
11. Collaborated with female artists from Nigeria and Kenya for events and content creation, and conducted instrument challenge events in Mexico, expanding to 5 sales companies.
Contribution to Next Generation Promote music education in emerging countries (School Project) 1. Support instrument education in schools in emerging countries (School Project), targeting 10 countries and a cumulative total of 2.3 million people.
2. Increase enrollment in overseas music schools by 100,000 students.
3. Foster the healthy spirit of young people by supporting youth orchestras and bands.
4. Provide music education: create educational content for schools focusing on enjoying music with good sound.
5. Donate instruments to schools for migrant workers' children in China (3 times/year).
6. Support the activities of young musicians and music researchers.		 1. School Project supported a cumulative total of 4.25 million people in 10 countries.
2. Faced challenges due to China's "double reduction" policy, but increased student enrollment by 10,000.
3. Certified 41 instrument repair technicians and conducted 138 technical and maintenance seminars (Central and South America).
4. Developed educational materials for lectures and hands-on learning in sound education, and conducted classes for elementary schools and events for children in public facilities.
5. Donated instruments to one school for migrant workers' children in China.
6. Provided learning and performance opportunities for 119 young pianists (16 masterclasses, 5 Yamaha Hall concerts).

Human Resources Initiatives

Field Materiality Initiative Theme Activities and KPIs/Targets Achievements
Human Resources Work-Life Balance and Human Resource Development Improving Employee Well-being and Work-Life Balance 1. Continuously improve the positive response rate in employee surveys on "enjoyment of work."
2. Double the investment in human capital.
3. Develop leaders who can drive business globally and place the right people in the right positions.
4. Foster individual growth by strengthening self-directed career development support.		 1. Employee survey "enjoyment of work" positive response rate remained flat.
2. Investment in human capital increased 1.6 times.
3. Visualized employee data through a talent management system to improve personnel mobility for company-wide optimal placement. Revised the core personnel system.
4. Provided career counseling training for managers, introduced a career recruitment system, and created an education portal site.
Respect for Human Rights and DE&I 1. Enhance human rights due diligence in line with current trends: review human rights focus areas and scope/methods, clarify points of contact and processes for addressing human rights issues, and enrich human rights education content (participation of all group companies in human rights education).
2. Standardize the global whistleblowing system and improve its reliability.
3. Implement regular harassment training for all employees from instructors upwards.		 1. Established a human rights risk assessment process, identified key risks, and are monitoring actions by responsible departments. Conducted dialogues between human rights/DE&I committee members (including executives) and external experts. All group companies participated in human rights education.
2. Conducted whistleblowing personnel training and interviews in Japan, and provided training to whistleblowing personnel and educational content to whistleblowing users at all overseas locations. Conducted harassment prevention training for all head office employees and all managers of domestic group companies.
3. Promoted strategic and focused development and creation of female leaders to increase the ratio of female executives: created individual career development plans and built mentoring schemes. Formulated and implemented DE&I action plans for each company, conducted unconscious bias training, implemented mentoring programs, and achieved a global management ratio of 19% for women.
4. Clarified core position requirements and systematically implement CDP.
Promoting DE&I 1. Increase the ratio of female executives: strategically and intensively develop and foster female leaders, create individual career development plans, and build mentoring schemes.
2. Formulate and implement DE&I action plans for each company, conduct unconscious bias training, implement mentoring programs, and achieve a global management ratio of 19% for women.
3. Increase the ratio of non-Japanese executives: clarify core position requirements, systematically implement CDP.
4. Promote globalization of operations and development of local talent (30 cross-border placements): developmental rotation for mid-level personnel in collaboration with headquarters, identify individual needs of corporate departments, establish rules for international transfers, implement global trainee programs (1-2 years), and introduce internship programs (under 6 months).		 1. Promoted continuous development and creation of female leaders through the Women's Advancement Promotion Committee.
2. Achieved a global management ratio of 19% for women. Formulated and implemented DE&I action plans for each company, promoted DE&I initiatives based on gender equality and individual company issues, and shared best practices. Expanded unconscious bias training.
3. Developed core position requirements for global roles and are implementing CDP.
4. Established international transfer regulations, promoted the digitalization of internal systems (English language), and achieved 32 cross-border placements.

Employee Well-being and Safety

Field Materiality Initiative Theme Activities and KPIs/Targets Achievements
Safety and Health of Mind and Body Promoting a Culture of Openness and Challenge Promoting a Culture of Openness and Challenge 1. Continuously improve the positive response rate in employee surveys on "ease of work."
2. Create open communication by creating diverse dialogue opportunities, such as dialogues between management and employees.
3. Support diverse and flexible working styles (systems for balancing work and private life), rebuild mental care systems.
4. Thoroughly re-educate on safety (zero lost-time accidents).		 1. Employee survey "ease of work" positive response rate improved by 2%.
2. Created diverse dialogue opportunities, including online dialogues with the president (102 sessions, 1,273 participants cumulative since 2020) and site visits (34 sessions, 561 participants). Conducted listening training (approx. 170 participants).
3. Introduced a side business system and a system for supporting employees accompanying spouses on overseas assignments.
4. Launched new mental care initiatives.
5. Deepened efforts to prevent industrial accidents at manufacturing sites through safety monitoring and education for site managers.
Listening Care Technology 1. Implement "Listening Care" technology, which provides good sound at low volumes to protect hearing, in all consumer headphones and earphones (excluding some special models).
2. Equip car audio systems with sound correction functions (accident prevention).
3. Improve the sound quality of emergency call systems (e-Call) to reduce traffic accident casualties.
4. Improve the quality of life and provide a sense of purpose for the elderly through music-based dementia prevention programs.		 1. "Listening Care" implemented in all consumer wireless headphones and earphones.
2. Completed development of car audio sound correction algorithms.
3. Increased adoption of emergency call systems (e-Call).
4. Participated in the "Art Communication Co-creation Base for Building a Symbiotic Society" led by Tokyo University of the Arts, involving 39 institutions.

Supply Chain Human Rights

Field Materiality Initiative Theme Activities and KPIs/Targets Achievements
Supply Chain Human Rights Improving Management Level Supplier Labor Human Rights Management Level Improvement 1. Introduce on-site audits for suppliers (60 companies).
2. Set management levels for each purchased item category and conduct due diligence.
3. Introduce a grievance mechanism for human rights violations in the supply chain (add target).		 1. Conducted on-site audits for 60 suppliers (5 countries).
2. Continued corrective actions and confirmations with some suppliers among approximately 2,000 suppliers of manufactured goods who underwent a comprehensive survey (via questionnaire). Expanded the scope of compliance with the Code of Conduct and questionnaire surveys.
3. Joined the Japan Business and Human Rights Dialogue and Redress Mechanism (JaCER) to respond to reports and consultations regarding human rights violations in the supply chain, and began accepting grievances through the dialogue and redress platform operated by the organization.

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