Family-owned business transitions face a 70% failure rate—a systemic risk to Yamaha’s nationwide dealer network. This intergenerational gap threatens stability, growth, and brand legacy across the industry.
Specific achievement targets (KPIs) and results
• Sales Contribution: Next-gen dealers contribute 56% of domestic bike sales and 55% of imported bike sales.
• Market Share: Average market share in next-gen managed regions consistently outperforms the national average.
• Benchmark Talents: Participants have won three consecutive WGP Oil Sales gold awards (20222024).
• Exponential Growth: A store's sales grew from 6,000 to 23,000 units in four years.
Outcomes
Company / Unit
YMSM / Strategy Department
Outline of Projects and Activities
2010: The Concept is Born Yamaha pioneered the industry’s first systematic dealer second-generation training concept.
2011 Onwards: Internal Rolling Onboarding Training
Institutionalized regular, rolling internal mentoring programs to ensure continuous knowledge transfer and cultivate a robust pipeline of skilled future leaders from within the organization.
2025: A Strategic Quantum Leap Launch of the Five-Year External Advanced Training Program for 14 core successors.
15-Year Competitive Head Start
Key competitors only initiated comparable programs in 2025, solidifying Yamaha’s unmatched foresight and a decisive 15-year lead in strategic talent cultivation.
• Channel Performance Contribution: The program's participants have evolved into a powerhouse within Yamaha's sales network, driving substantial growth and setting new benchmarks in market leadership across key segments.
• Loyal Next-Gen Talent Pool: Successfully established a core group of highly loyal, next-generation dealers. This talent pipelineensures sustained growth and brand advocacy for years to come.
• Shared Destiny Ecosystem: Transformed the relationship into a community of shared responsibility. This emotional and strategic bond acts as a robust defense against market downturns.
How dose this project provide Kando by demonstrating the unique style of Yamaha
・発Hatsu (Innovation): Pioneer 2nd-gen dealer training in China to deepen Yamaha-dealer trust and integration.
・悦Etsu (Excitement): Equip 2nd-gen leaders to deliver Yamaha’s product passion to end-customers.
・信Shin (Confidence): Build skills, knowledge, and networks to boost 2nd-gen leaders’ professional confidence.
・魅Mi (Emotion): Create a collaborative platform for shared understanding, communication, and collective growth.
・結Ketsu(Ties): Strengthen layered relationships from connection to emotional impact with end-users.
Model Brand Strategy Driving MC Business Growth through Value-Based
Focus
「Face of Yamaha (MC)」
■Background
Shift to a Customer-Value Strategy
✓Faced dispersed resources and plateauing profit growth.
✓Customers shifted from specs to experience value.
✓Rebuilt MC growth around unique Yamaha value.
■Specific achievement targets (KPIs) and results
・MC Business Growth
✓Sales: ¥926.4B → ¥1,572.4B / +69%
✓Operating Profit: ¥53.0B → ¥182.4B / +243%
✓ROS: 5.7% → 11.6% / +5.9pt
・Value & Efficiency Improvement
✓Sales / Unit: ¥170K → ¥280K / +65%
✓MMP / Unit: ¥58K → ¥98K / +69%
✓Model Count: 108 → 99 / -10%
■Outcomes
✓ MC Business Growth
FoY drove growth at 1.9x the rate of other models.
✓ Global Collaboration
Shared materials expanded from 5 to 25 areas.
✓ Brand Empathy
Passionate fans increased globally : +12pt
✓ Sustainability
Reduced waste and cut CO₂ / unit by 2.6%.
■Outline of Projects and Activities
Selected 12 core series and built a global system to deliver consistent Yamaha value.
✓Selected 12 series as “Face of Yamaha (MC)”
Focused investment on key series: 58% → 75%
✓Built Series Definition → Experience Design → Validation
✓Aligned planning, development, design, and global teams
■How does this project provide Kando by demonstrating the unique style of Yamaha
In the early 2000s, Yamaha Motorsports observed a troubling trend: recreational trails and riding areas were increasingly threatened by inadequate maintenance funding, environmental concerns, and access restrictions. In January 2008, the Yamaha ATV/SxS Marketing Department launched OAI to supply grants to grassroots organizations creating, improving, and defending access to public lands for responsible motorized and outdoor recreation. With 18+ years of uninterrupted commitment, OAI is the undisputed industry leader; the longest-running, most consistent land access program in powersports.
Specific achievement targets (KPIs) and results Goal: Protect and expand public land access through grant-funded stewardship to ensure a future for motorized recreation.
Results:
• $8M+ invested | 575+ grants awarded across 48 states
• 18 years of continuous operation
• Tens of thousands of trail miles impacted | Millions of acres of public land access protected
• National awards: Public Lands Alliance 2023 Corporate Stewardship Award, AMA Friends of the AMA Award, American Trails Corporate Award, TreadLightly! Outstanding Partner Award
• Inspired Canada’s “Stay Outdoors” program (2022)
Outcomes
Department name
YMUS Motorsports Marketing
Outline of Projects andActivities
OAI is self-funded through a nominal per-unit fee on select Yamaha off-road products. Grants are awarded quarterly via a competitive process requiring a dealer letter of support and nonprofit/tax-exempt status.
Eligible projects include trail building, bridges, staging areas, signage, rider education, and habitat restoration. The program is access via a dedicated website: www.yamahaoai.com.
Funding announcements and partnerships feed publicity efforts to support program awareness and brand credibility in the land stewardship space. Recipients receive co-branded promotion guidance and must submit progress reports.
In 2025, OAI formalized a collaboration with Yamaha’s RightWaters program to present a unified approach to sustainable land and water stewardship.
OAI also funds All Kids Bike, placing learn-to-ride programs in kindergarten classes with frequent tie-ins to Yamaha Blu Cru event markets, protecting the next generation of riding enthusiasts.
OAI has protected hundreds of trail systems across 48 states, impacting tens of thousands of trail miles and millions of acres of public land. It sits alongside the nation’s stewardship leaders including the National Forest Foundation, Blue Ribbon Coalition, TreadLightly!, The Foundation for America’s Public Lands, and The Nature Conservancy. Each grant requires a Yamaha dealer letter, directly connecting the dealer network to local rider communities and generating measurable brand equity and media value at the regional level.
How does this project provide Kandoby demonstrating the unique style of Yamaha
OAI extends Yamaha’s ability to build community beyond the dealership floor, ensuring there are places to ride, memories to be made, and a future generation of outdoor enthusiasts ready to carry the tradition forward: the essence of Kando. Further, for 18+ years, YMUS employees, along with families and friends, have volunteered annually alongside the USFS, the Southern California Mountains Foundation, and the Georgia Recreational Trail Riders Association to restore trails and facilities in the San Bernardino and Chattahoochee-Oconee National Forests. These hands-on events build interdepartmental bonds and give employees a direct, personal connection to the products and places they champion.
Project Name (Must)
Yamaha Motor Learning Management System
The Creative way to train and monitoring Yamaha Indonesia Salespeople
Background
Indonesian motorcycle market is very challenging with 17.000 island and YIMM has more than 2.000 networks and 19.000 salespeople.
How to reach 100% well trained salespeople become very challenging
Specific achievement targets (KPIs) and results -80%ofdealers’salespeopletrainedbyYIMM,from65%in2024
-Efficiency in training budget expenses: -70% from 2024
Outcomes
1.Total Training Participants increased from 65% in 2024 to 85% in 2025
2.Salespeople knowledge level checks were conducted every week around 85% participation with 95% pass the test
3.Selling productivity increased
Company / Unit (Must)
YIMM (CCS &
Yamaha Institute)
Outline of Projects andActivities
Create Salespeople Management System
The new way in monitor salespeople
-Single and unique ID for each salespeople
Innovation
-Create Yamaha Motor Learning Management System
Monitoring Sales Performance
-Shop Manager and Supervisor can monitor Sales Performance
-Salespeople can see their productivity clearly
From average 6.3 units/month/person in 2024 became 7.3 units/month/person in 2025 (target 7.3)
4.Budget Efficiency: expense reduced by 80% (target 70%)
Reduction from IDR 3 billion of offline training to IDR 620 million
How dose this project provide Kando by demonstrating the unique style of Yamaha
・ 発 Hatsu(Innovation): Training with online method, more standardized, easy with digital technology
・悦Etsu(Excitement): Dealer owner and Salespeople become enthusiast to participate
・信Shin(Confidence): salespeople more confidence to communicate Yamaha products’ advantage and provide customers’ solution
・魅Mi(Emotion): Dealer salespeople are proud of their level of knowledge and get reward for their achievements.
・結Ketsu(Ties): salespeople experienced from initial join with Yamaha, get training, until selling and receiving rewards become one clear path and working journey
Project Name -“I’m Repoweringwith Yamaha” 2.0
Background
The NZ outboard market has been declining post-COVID, competition has intensified, especially in the mid-power segment (40–140hp), which makes up about 30% of market volume and offers better margins. Yamaha is strong in new boat packages, it has under-indexed in the repower market, allowing lower-priced brands like Suzuki and Honda to gain share by targeting aging boats and price-sensitive customers. With all brands using similar “fully-fitted” repower promotions, differentiation disappeared, making it clear Yamaha needed a fresh, brand-led approach to re-energise its presence and regain leadership in this key segment.
Specific achievement targets (KPIs) and results
Results (Quantifiable outcomes)
Communication Metrics –Facebook & Instagram (June–August 2025): Engagements: +94% vs previous period (despite off-season).
Engagement rate: +308% growth, showing strong content relevance. Audience growth: +25% increase in followers during campaign. Impressions: –52% vs March–May (expected due to seasonal decline and boat show timing).
Outcomes
Company Yamaha Motor New Zealand –Marine Division
Outline of Projects and Activities
The “I’m Repowering with Yamaha 2.0” project is a multi-phase, long-form marketing initiative designed to strengthen Yamaha’s presence in the mid-power repower segment by combining community participation, ambassador amplification, and dealer-led education. It launched with a nationwide user-generated content competition where entrants submitted selfie videos for the chance to win a Yamaha repower, creating instant advocates and high engagement. The campaign then transitioned into an educational video series featuring the winner and Yamaha dealers positioned as repower experts, building trust and transparency around the repower process. Finally, Yamaha integrated the winners into ongoing seasonal sales promotions, extending credibility, reinforcing brand values, and driving sustained interest in repower across the dealer network.
• Revitalised Yamaha’s position in the mid-power repower segment through a unified strategy combining community-driven content, ambassador amplification, and dealer-led education.
• Launched with a nationwide user-generated video competition that created immediate, authentic advocacy and strong social momentum.
• Evolved into a transparent repower video series featuring the winner and Yamaha dealers as trusted experts, reinforcing Yamaha’sholistic customer-for-life offer.
• Delivered standout off-season results: +94% engagements, +308% engagement rate, +25% audience growth across Facebook and Instagram.
• Achieved strong community participation and increased dealer focus on repower nationwide.
• Established a differentiated, sustainable platform for long-term growth
. How dose this project provide Kando by demonstrating the unique style of Yamaha
• Creating emotional connection through a user-generated competition that let customers express their passion for the brand.
• We built confidence for customers with a transparent repower video series that showed Yamaha delivering on its promises,
• Inspired excitement through a first-mover campaign mechanic no competitor had attempted.
• Together, these elements showcased Yamaha’s blend of trust, expertise, and customer-driven storytelling.
Yamaha listened to women’s voices and turned an overlooked pain point into a solution: Yamaha Mechanics for Women.
Event Schedule: Welcome Coffee, Hands-on Basic Motorcycle Maintenance Classes, Riding Tips, Tour Yamaha’s Store and KANDO Moment.
Reflection of the Unique Style of YAMAHA (Innovation, Excitement, Confidence, Emotion, Ties)
Innovation: Yamaha becomes the first motorcycle manufacturer to introduce a nationwide program empowering women with technical knowledge, even those who are not yet customers.
Excitement: Confidence: Yamaha teaches basic day-to-day maintenance so women can feel confident visiting a motorcycle workshop without the fear of being misled due to a lack of technical knowledge. In addition, it opens the doors of the workshop and creates a bond between technicians and customers. Emotion:Women feel confident and empowered to take care of their vehicles. The phrase that defines the program is: The more I learn, theless I depend. Ties: The creation of ties is the result of a process that involves welcoming customers by the technical team, delivering high-quality instruction, and promoting transparency and perceived value for the client, leading to delight and loyalty
Yamaha Motor da Amazonia Filial Ltda São Paulo, Brazil.
Project Name (Must)
Carbon Neutral Painting Line Project
Background
-The painting workplace must respond to global decarbonization trends.
-Realization of Yamaha Vision 2030 through four value enhancements.
Specific achievement targets (KPIs) and results
-First CN painting line in motorcycle industry.
-Industry No.1 high brightness & high chroma colors.
Outcomes (vs. conventional line)
【Social Value】
Company / Unit (Must)
YMC Body Manufacturing Dept. / Body Manufacturing
Engineering Dept. Painting Engineering Group
Outline of Projects and
Activities
-Contribute to society through carbon-neutral manufacturing.
-Establish CN painting process based on theoretical energy:
How dose this project provide Kandoby demonstrating the unique style of Yamaha
-Energy structure transformation based on theory.
-High-quality appearance through reliable technology.
-Customer feedback “KANDO” about new paint color. (Vio-Mirage, 2026 Motorcycle Show).
Project Name
MonozukuriInnovation with Collaborative Robot (COBOT)
Project Overview
Company / Unit
Marine Production Engineering Div., Manufacturing Sec., Marine Business Operations
Under the “Sea Factory” concept, the Marine team pursued low-cost automation in limited space, while the Robotics team developed COBOT applications for market launch. Through co-creation, both teams aligned on shared targets and initiated this project, integrating real shopfloor needs into product development.
◆Objectives
Marine Business Operations
• Promotion of Factory Automation
• Promotion of Streamlining production processes
• Optimizing capital investment
• Streamlining installation area utilization
◆Key results
Co-Creation
afety (Safety-first)
mart (Automation & DX)
co (Carbo Neutrality)
dmire (A workplace that everyone admire)
◆Collaboration across divisional boundaries
Robotics Business Unit
• Early incorporation of market-required capabilities
• Establishment of sales-leverageable use cases
• Accumulation of application examples
• Deeper understanding of functional usage
Achieved compact, low-cost, and flexible automation through cross-divisional co-creation.
• Production preparation lead time │ - 1 → -0.5 Month
• Investment cost │ -20 → -20 %
• 3D works │ -50 → -70 %
• Equipment floor space │ -25 → -26 %
Use Case Result
Cover Bolt Tightening Machine
• 7-axis collaborative robot (Using two axes)
-Angled approach enabled
-Minimized safety fencing
• Target customer segment expansion via unexpected use cases. *e.g., angled access
• Software function enhancements based on setup feedback.
• Incorporation of user-required capabilities from operations.
Technical aspects
・Pre-release improvements from field feedback
Sales aspects
・External sales activities
・Internal promotion
How dose this project provide Kando by demonstrating the unique style of Yamaha
• 発 Hatsu (Innovation): Expanded COBOT application in real production environments
• 悦 Etsu (Excitement): Delivered practical and user-driven solutions
• 信 Shin (Confidence): Enhanced product value through real feedback
• 魅 Mi (Emotion): Demonstrated Yamaha’s integrated manufacturing and robotics strengths
• 結 Ketsu (Ties): Realized true co-creation across divisions
(Internal)
Company / Unit (Must)
Outline of Projects and ActivitiesBackground
• The motorcycle market is increasingly volatile, ±10% fluctuation with shifting demand toward new segments.
• The current requires up to 6 months to respond, causing slow reaction, high costs, and lost sales opportunities, highlighting the need for a flexible, demand-driven production system.
•
Specific achievement targets (KPIs) and results
Outcomes
Customer: When I want a bike, I just go to the shop and ride it home right away… that make me so happy.
Dealer: When stock runs out and the bikes we ordered just yesterday finally arrive, it feels incredibly satisfying.
Project/Activity Name:
Power Teams & Theoretical Value Energy
Turning Curiosity into Measurable Impact at YMMC
Background:
Yamaha has committed to achieving carbon neutrality by 2035. One of the core strategies supporting that goal is Theoretical Value Energy, which focuses on improving energy performance. While YMC’s carbon neutrality strategy was clear, what we lacked was a practical way to translate that strategy into daily operational decisions at YMMC.
Specific achievement targets (KPIs) and results:
Outcomes:
→Energy and Carbon Calculator
→Significant Energy Users (Focus Areas)
→Data Visualization
Creating Kando Something Uniquely Yamaha:
発 Hatsu/Innovation: Theoretical energy framework and exceeded targets
魅 Mi 悦 Etsu/Excitement & Emotion: Engaged frontline teams and awarded curiosity driven learning
Innovative Solution: Standardized energy management system.
• Establish Energy Baseline
• Activate cross-functional Power Teams Energy is Everyone’s Responsibility
• Develop Theoretical Value Energy (TVE) Modeling and project ranking tool
• Integrate Energy & Carbon Calculator
• Implement Green Diamond performance tracking
• Aligned with Capital Project Funding Request workflow
• Execute Data-Driven Project
This transformed energy management from isolated projects into a repeatable business process.
Project Examples:
信 Shin/Confidence: Datadriven capital decisions and cross-functional insights
結 Ketsu/Building Ties: Operating in harmony with people and the environment
Long Term Value:
Global Transferability:
Technology agnostic
Deployable in 30–60 days
Pilot successfully shared across North and South America
Sustainability:
Living Excel-based prioritization tool
Ongoing Power Team training
Energy Kaizen program 2026 Launch
Standardized business process
Equivalent Environmental Impact Energy use of 173 U.S. homes avoided annually
Power Teams and TVE transformed energy management from reactive equipment upgrades into a strategic, data-driven system that reduces cost, lowers carbon emissions, and supports Yamaha's 2035 Carbon Neutral vision.
Before: Maxon 425 After: OVENPAK LE 15
Project Name (Must)
Holistic Transformation Of Engine Manufacturing
Outline of Projects and ActivitiesBackground
Happy employees are built through a safe, good, and comfortable environment, becoming motivation boosters to drive better quality, competitive cost, and ultimately happier customers.
• Revolution of 5S Activity to Create Good Environment
• Excellence in Safety, Quality, Productivity & Cost Efficiency
• Agile Power Driving Company Achieve the Target.
Machining & Plating : Safe Plating Process
• Innovation Activities to Boost Cost Competitiveness through Better Processes, Higher Productivity, and Stronger Quality.
Assembly : Smart Engine Traceability
• Self Develop Smart Traceability of Manpower Skills, Machine Parameter, Material Identity, and Methode of Process.
How dose this project provide Kando by demonstrating the unique style of Yamaha
・ 発 Hatsu(Innovation): Continuously transforming the Monozukuri, not only our product, but we also our manufacturing process.
・ 悦 Etsu(Excitement): Build strong confidence through safe process, clean environment, and digital traceable product identity.
・ 信 Shin(Confidence): rethinking process production to become safer, more competitive, productive, becoming environmentallyfriendly.
・ 魅 Mi(Emotion): Build strong employee emotion to feel safe and proud by providing good 5S factory and reducing hazardous chemical
・ 結 Ketsu(Ties): Assure product and create strong ties between product to our customers by self-development smart traceability system
Project Name
IT system for advancing control of incoming parts inspection.
Background
Inspection records must be kept on paper for over ten years, so every root-cause trace from market feedback means manually digging through the archives.Even a simple chart from 30 lots can take up to three hours, making analysis slow and problem-solving inconvenient.
Outline of Projects and Activities
Our solution: a database of all inspection specifications plus handheld tablets.
Inspectors scan the material-card barcode to auto-load the right specification, then enter results into the tablet for instant upload.The system then generates trend charts and analysis in real time, making it far easier to monitor quality and spot key inspection points.
Specific achievement targets (KPIs) and results
．Critical-dimension analysis dropped：3 h →3 min / 1 dim
Expand automation -more routines and implement new IVR and WhatsAPP Full automation of manual processes and operational routines;
Reflection of the Unique Style of YAMAHA (Innovation, Excitement, Confidence, Emotion, Ties)
• Innovation: Driven by automation and digital intelligence, this project transformed customer service into a smart, connected ecosystem;
• Excitement: Automation revolutionized YFS Customer Service, enabling digital channels like WhatsApp and IVR for faster, smarter customer experiences;
• Confidence: Full automation and standardized workflows reduced errors, improved speed, and ensured consistent, high-quality service deliveryn;
• Emotion: Customer satisfaction soared to 95%, reflecting trust and delight in a seamless, intuitive self-service journey; Synchronize all channels and integrate advanced technologies
Project Name (Must)
ATV Full Crate Assembly
Background
Customer dissatisfaction driven by top 0 KM claims for missing parts and excessive dealer setup time highlighted a key opportunity for improvement. Yamaha’s setup time was over one hour longer than competitors, averaging two hours per unit. This project focused on assembling all components at the factory to both eliminate missing parts issues and dramatically streamline dealer setup operations.
Specific achievement targets (KPIs) and results Missing: 1.33% to 0.65% (50% reduction) Achieved!
Damaged: 0.48% to 0.40% Achieved!
Zero Headcount Increase Achieved!
Outcomes
Reduced Dealer Setup times from 2 hours to 15 minutes.
Reduced market claims; Missing -70%, 43% overall.
US Domestic volume increase 27% vs. Original Budget FY26.
Eliminated 22,000 lbsof metal scrap / year.
Eliminated over 6.2 tons of cardboard (~5,625 kg C02 emission) Laid groundwork for future products to ship in returnable crates.
Company / Unit (Must)
Yamaha Motor Manufacturing: ME / QA / OPS / RE
Outline of Projects and Activities
• Added 70+ parts to factory assembly with zero headcount increase
• Redesigned processes to maintain productivity and line efficiency
• Launched new crate design requiring new packaging line and infrastructure
• Executed full implementation within a 7-month accelerated timeline
How dose this project provide Kandoby demonstrating the unique style of Yamaha
Ultimately, this project delivers Kandoby:
• Creating delight through speed and simplicity (15-minute setup vs. 2 hours)
• Building trust through consistency and completeness
• Elevating dealer and customer confidence in Yamaha quality
• Demonstrating innovation without added complexity
This is not just a process improvement—it is a redefinition of the experience, turning operational excellence into emotional impact.
Project Name
Strengthen Ties with Customers by Transforming Mindset
Background
Indonesia’s vast geography and limited authorized network restrict customer access to Yamaha Genuine Products and trusted services
Company / Unit
YIMM (Customer Satisfaction -Service Division)
Outline of Projects and Activities
Strategy Transforming Mindset
Before : Focused mainly on driving customers to Authorized Shops, generalize customer treatment
Specific achievement targets (KPIs) and results
• Aftersales Revenue : 125% vs. 2023
• Sales to Roadside Shops : 134% vs. 2023
• Service Frequency : 115% vs. 2023
After : Strengthen ties with customers by establishing partnership with Roadside shops, Personalize customer communication thought data-driven approach
Activities
• Roadside Shops Partnerships
Proactively Approaches to Customer who can't come to Authorized shops. Utilizing Roadside shops assets, improve their service level and provide access to genuine.
• Personalize Customer approach driven by data
Analyze customer profile and service records data to have better understanding and deliver relevant service activities (reminders, recommendations, and offers through online and offline customer touchpoints)
Outcomes
Business Expansion Beyond Authorized Shops
Expanded Yamaha Genuine Products and service access through strategic roadside shop partnerships
First-Ranked Service Experience in Indonesia 2025 Won Diamond Award for Best 2-Wheel Offline Service Experience, based on direct customer evaluation
How does this project provide Kando by demonstrating the unique style of Yamaha
• 発 Hatsu (Innovation): Unlocks new mindset to approach Yamaha customers.
• 悦 Etsu (Excitement): Enhance customer experience through easier access to parts, services, and personalized engagement
• 信 Shin (Confidence): Build customer trust through reliable service quality and data driven communication
• 魅 Mi (Emotion): Make customers feel valued by recognizing, understanding, and responding to their individual needs
• 結 Ketsu(Ties): Build stronger customer relationships through easier access and personalized communication
CUSTOMER LIFECYCLE MANAGEMENT (CLM) PROJECT
Project Name
(Must)
Applying Online Opinion
Background
1.Without precise information, issues are underestimated before they break out on a large scale.
2.Some brands use massive fake accounts to spread negative sentiment and attack competing products.
3.Consumer evaluations impact enterprises across both time and distance, leaving a permanent digital footprint
Specific achievement targets (KPIs) and results
(1) Updating the new info. with related departments via Microsoft Teams daily. (2) Exchanging opinions, ideas, and details via regular meeting every 2 weeks. (3) For the case with potential risk, related departments will be asked to have preparation. One example is a complaint about the visibility of back mirrors. When it happened, we alerted it and few days later, it became a consumer dispute. With the alert, this case has been handled and closed in around a week.
Outcomes
• Sustainability:
Company / Unit (Must) YMT
Outline of Projects andActivities
1.Identifying market issues for the product.
2.Connecting the information from SNS with service quality systems.
3.Having response on SNS when it’s necessary.
We show we not only sales the products but also care about consumers’experience with handling complaints carefully.
• Materiality:
YMT is a reliable company, and Yamaha is a reliable brand.
How dose this project provide Kando by demonstrating the unique style of Yamaha
• Innovation:
In most situations, online opinions about product issues will be ignored for quality system because it lacks specific info. for them to have countermeasure. However, we realize it as an alert for them.
• Confidence:
With the countermeasures, for those who complain on the Internet, they will get this info. via our dealers, other owners or informants.
• Ties:
We focus on consumers’ needs and try to solve their issues. Meanwhile, we keep Yamaha’s reputation on the Internet in Taiwanese market.
One Yamaha:The Global Reorganization was successfully completed by YMC group collaborations. Financial services, regional sales companies, and YMC collaborated as one team beyond boundaries.
One YMFC Mindset on all FS global colleagues:
1.Acting with Speed & Persistence
2.Global Kaizen approach utilizing global FS resources to regional challenges
3.Self-active contribution to global FS, advanced from knowledge sharing Next Focus “CUSTOMER”
Financial Services Center of Excellence -ONE YMFC Mindset -
YMFC group is further enhancing how to strengthen contribution to Yamaha Businesses
Outline of Projects and Activities: YSP is motorcycle mechanics trainingprogram designed to create practical reintegration opportunities for former combatants. While other support programs exist, YSP is unique in combining technical certification, professional tools, and employment opportunities. The program also leverages the 21 years of social engagement experience accumulated by Incolmotos Yamaha Foundation, which has supported more than 266K people.
• Employed participants use their technical skills to support peacebuilding and economic stability.
• Each participant positively impacts up to five family members, expanding the social effect of the program.
• YSP differentiates Yamaha from competitors by demonstrating strong social responsibility.
• According to third-party evaluation, Yamaha is ranked as the No.1 socially responsible brand in Colombia’s mobility product category, supported by a sustainability score of 29%, compared with Honda’s 14%.
How This Project Demonstrates Yamaha’s Unique Style and Kando
This initiative connects Yamaha’s engineering capabilities and passion for mobility with a broader human purpose. It generates Kando through:
• Innovation: Transforming technical training into personal and professional growth.
• Excitement: Providing confidence and hope to people rebuilding their lives.
• Confidence: Equipping participants with practical skills and real employment opportunities.
• Emotion: Showing that motorcycles can be tools for independence and social progress.
• Ties: Building lasting connections among Yamaha, communities, and partners, while strengthening Yamaha’s Brand through social contribution.
Strengthened workforce sustainability through pyramid optimization
Improved workforce diversity and inclusion
Established campus hiring as a long-term strategic capability rather than just a recruitment activity
Company / Unit: Yamaha Motor India Group
Background
From Disconnected to Empowered Frontline Communication Transformation
Yamaha Motor Manufacturing Corporation of America (YMMC) | Communications & CSR
YMMC recognized the need for one mobile platform connecting every frontline and desk worker to communication, engagement, and continuous improvement. Approximately twothirds of YMMC’s employees did not have company email access and relied on bulletin boards, paper notices, and supervisors to share information. This created communication gaps, inconsistent messaging, and limited employee engagement.
Business Outcomes
• 90% activation goal achieved 58 days early
• 83% sustained employee engagement
Project Overview
• Implemented a mobile-first platform to centralize frontline communication and employee engagement.
• Replaced paper-based communication with digital forms, Kaizen submissions, recognition, and operational resources.
• Enabled real-time, multilingual communication and measurable engagement through analytics.
Creating Kando
• Innovation –Transformed communication from one-way messaging to an interactive employee experience.
• Excitement-Employees now share stories, celebrate achievements, and experience Yamaha products & community events together.
• Confidence -Real-time communication & analytics receive accurate information while leaders measure engagement continuously.
• Emotion-Employees feel a stronger connection to Yamaha’s people, products, purpose, and achievements.
• Ties –Two-way communication strengthens relationships between employees, leadership, and Yamaha subsidiaries worldwide.
Together, these elements create meaningful employee experiences that bring Yamaha’s spirit of Kando to life every day.
Project Name
Driving Clarity In Risk Appetite
Bringing Risk Management To Life Through Risk Tolerances
Background
Risk management has been a strategic focus at YMA for some time. Various divisions have had different interpretations on how to effectively harness the topic to benefit the wider business. This project was developed to create a consistent, practical, and measurable approach to risk management.
Specific achievement targets (KPIs) and results
Business visibility of critical business indicators and performance metrics.
Improved performance against established risk tolerance measures.
Ownership and accountability.
Outcomes
• Simplified and Effective Risk Management.
• Easy to understand methodology.
• Meaningful KPI’s monitored for each business unit.
• Discussion and plans when metrics become amber or red.
• Complete company wide overview for top management.
Company / Unit
Yamaha Motor Australia Pty Ltd (YMA) / Group Legal, Risk and Compliance
Outline of Projects and Activities
Set a board approved risk appetite statement.
Establish risk tolerance metrics across all divisions of YMA.
Implement a traffic light reporting and escalation system.
Report, review and monitor metrics every 90 days.
Promote collaboration between business units and the Group Legal, Risk and Compliance team to strengthen risk ownership and accountability.
• Collaboration and strong relationships between business units and risk and compliance division.
How does this project provide Kando by demonstrating the unique style of Yamaha
Ties : Connect employees from different divisions with the risk and compliance team.
Confidence: Business units activelyutilising risk tools to share and discuss metrics and tolerance levels to improve business performance.
Innovation : UtiliseYMA risk software to report and manage group tolerances.
Simplify risk management and use it in a way that is helpful and meaningful for business units.
Emotion : Passion, ownership and oversight of metrics that help to improve service to the Yamaha dealer network.
Project Name (Must)
Work-Style Reform to Become No.1 in Employee Engagement and Workplace Satisfaction within the YMC Group
Background
・Approx. 60% of the workforce is female; redesigning the workplace so diverse talent can keep thriving was essential.
・We treated flexible, diverse work styles as the foundation of every employee's career continuity and began building systems to improve work–life balance.
・Through interviews and surveys we captured diverse needs, aiming for a sustainable environment where everyone can work with confidence regardless of life stage.
Specific achievement targets (KPIs) and results
Completed all six targeted systems by 2024, exactly as planned.
①Coreless Flextime ②Time-based Paid Leave (utilization 44.8%) ③
Remote/Hybrid Work (utilization 95.0%) ④Long-distance Work (7 users)
⑤Relaxed infertility-treatment leave eligibility ⑥Comeback Program (1 application)*All figures: 2025
・Paternity leave uptake 67% / 72.3% of employees with children up to 6th grade work full-time / women in core positions 25%
Outcomes
・Career Sustainability
-Diverse work-style options reduce turnover and boost retention
・Contribution to Social Issues
-95% remote-work use supports work-life balance and societal needs
・Narrowing the Gender Pay Gap
-Flexible, long-distance systems prevent career interruptions
・Group-Wide Deployment
-Coreless Flextime and more adopted by YMC as a model case
Company / Unit (Must)
Yamaha Motor Biz Partner Co., Ltd. / Human Resources Department
Outline of Projects andActivities
We positioned work-style reform as organizational transformation, identifying four constraints—time, location, opportunity, information—and built systems in phases under three criteria: priority, effectiveness, and social relevance.
・STEP1: Foundation aligned with social trends and regulatory changes (shorter minimum attendance unit, eased shorter-hours limits, revised infertility-treatment leave eligibility)
・STEP2: Direct solutions to identified issues (comeback program, full remote work, relaxed work-location requirements, internal side jobs)
・STEP3: Future-oriented advanced systems under review (four-day workweek, relaxed skill-development leave eligibility)
work and
How does this project provide Kando by demonstrating the unique style of Yamaha
・発Hatsu (Innovation): Introduced systems ahead of the Group, building a model for horizontal deployment
・悦Etsu (Excitement): Time-based paid leave and hybrid work restored employees' "sovereignty over time," boosting satisfaction and productivity
・信Shin (Confidence): Provided safe, secure work styles that are compatible with major life events
・魅Mi (Emotion): Remote, long-distance, and flexible work created a virtuous cycle of recruitment, retention, and re-employment
・結Ketsu(Ties): Through diverse work styles, strengthened the bonds among employees' careers, lives, the organization, and society
Project Name (Must): EXPENSE EXPERIENCE TRANSFORMATION
Outline of Projects and Activities:Background:Previously,expensereimbursementandexpense reportingprocessesweremanualandlackedkeyfeatures,leadingto lostdocuments,rework,anddelays;thisresultedina15-daySLA, theconsumptionof2.688workhoursannually,andexposureto23 riskfactors.
Specific achievement targets (KPIs) and results
FromJuly 2024 toJune2025 Yamaha processed
11.519 Corporate ExpensesEntrieswhere
2.688 WorkingHours
Equivalentof 336 Business DaysofOperationalEffort
In July 2025, followingtheimplementationofthenew strategic corporateexpenseplatform, thesameprocesswasreducedto: 1.100 WorkingHours
Equivalentof 199 Business DaysofOperationalEffort 59% Reductionof workinghours
Digital Transformation: Real-time submission of expenses and receipts by employees, eliminating physical paperwork.
Risk Mitigation: Elimination of operational errors and manual validation of corporate policies.
Security and Compliance: Fraud prevention safeguards for receipts.
Governance and Transparency: Centralization of data in dashboards with a consolidated view.
How dose this project provide Kando by demonstrating the unique style of Yamaha:
Innovation: Modernization of corporate expense workflows for an intuitive, agile environment. Excitement: Real-time expense logging, making the process fast, practical, and engaging.
Confidence: A digital system that eliminates errors and rework, ensuring maximum data reliability. Emotion: An enhanced employee experience through the elimination of bureaucracy and a greater sense of being valued. Ties: A centralized platform that promotes transparency and brings teams closer to management.
Project Name
Company / Unit
Development of the world’s first integrated wireless remotecontrol system Boat Control Group,Advanced Development Division
Background
• Captainshad to stay at the helm, limiting interaction and enjoyment.
• Boat operation was also challenging, creating a barrier for beginners.
Outline of Projects andActivities
Control from anywhere on board
Outcomes
Wireless control frees captains from the fixed helm, delivering comfort and freedom, while making operation safer and easier for beginners.
The first multi wireless control system in the marine industry
Control docking, cruising, and fishing with one wireless remote.
2025 IBEX Innovation Award winner (USA)
Solving Technical Challenges
Integrated wireless remote and MOB detection tag ensure Yamaha-level safety and quality.
Compact, one-handed remote floats if dropped in water.
Shipments
Achieved the annual shipment target (1,300 units) in just six months (Mar–Aug 2026).
Business Expansion
Scalable beyond outboard boats to electric and jet boats.
Simplifies operation and attracts new users.
Co-creation
Co-creation with YMUS, U.S. boat builders, and global suppliers to deliver market-driven value.
How dose this project provide Kando by demonstrating the unique style of Yamaha
Enhances the joy of boating while supporting a richer life and marine lifestyle.
