GRI Reference Table

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Item	Index	Web Links
1. Strategy and Analysis
1.1	Statement from the most senior decision maker of the organization (e.g., CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy.	Message from the President
1.2	Description of key impacts, risks, and opportunities.	Yamaha Motor Group's Approach to CSR

Item	Index	Web Links
2. Organizational Profile
2.1	Name of the organization.	(About Yamaha Motor > Overview)
2.2	Primary brands, products, and/or services.	(About Yamaha Motor > Overview)
2.3	Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.	(About Yamaha Motor > Overview)
2.4	Location of organization's headquarters	(About Yamaha Motor > Overview)
2.5	Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.	(About Yamaha Motor > Group Companies)
2.6	Nature of ownership and legal form.	(About Yamaha Motor > Overview)
2.7	Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).	(About Yamaha Motor > Overview)
2.8	Scale of the reporting organization, including: Number of employees; Net sales (for private sector organizations) or net revenues (for public sector organizations); Total capitalization broken down in terms of debt and equity (for private sector organizations); and Quantity of products or services provided.	(About Yamaha Motor > Overview)
2.9	Significant changes during the reporting period regarding size, structure, or ownership including: The location of, or changes in operations, including facility openings, closings, and expansions; and Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations).	(History)
2.10	Awards received in the reporting period.	R&D and Engineering and Manufacturing

Item	Index	Web Links
3. Report Parameters
3.1	Reporting period (e.g., fiscal/calendar year) for information provided.	CSR Information Disclosure
3.2	Date of most recent previous report (if any).	CSR Information Disclosure
3.3	Reporting cycle (annual, biennial, etc.)	CSR Information Disclosure
3.4	Contact point for questions regarding the report or its contents.	(Contact Us)
3.5	Process for defining report content, including: Determining materiality; Prioritizing topics within the report; and Identifying stakeholders the organization expects to use the report.	CSR Information Disclosure
3.6	Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). See GRI Boundary Protocol for further guidance.	CSR Information Disclosure
3.7	State any specific limitations on the scope or boundary of the report.	CSR Information Disclosure
3.8	Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.	(About Yamaha Motor > Overview)
3.10	Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods).	Not applicable
3.11	Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.	Not applicable
3.12	Table identifying the location of the Standard Disclosures in the report. Identify the page numbers or web links where the following can be found:B Strategy and Analysis 1.1 – 1.2; Organizational Profi le 2.1 – 2.10; Report Parameters 3.1 – 3.13; Governance, Commitments, and Engagement 4.1 – 4.17; Disclosure of Management Approach, per category; Core Performance Indicators; Any GRI Additional Indicators that were included; and Any GRI Sector Supplement Indicators included in the report.	GRI Reference Table

Item	Index	Web Links
4. Governance, Commitments, and Engagement
4.1	Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.	(Corporate Governance)
4.2	Indicate whether the Chair of the highest governance body is also an executive officer (and, if so, their function within the organization's management and the reasons for this arrangement).	(Corporate Governance)
4.3	For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members.	(Corporate Governance)
4.4	Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body. Include reference to processes regarding: The use of shareholder resolutions or other mechanisms for enabling minority shareholders to express opinions to the highest governance body; and Informing and consulting employees about the working relationships with formal representation bodies such as organization level 'work councils', and representation of employees in the highest governance body.	(Corporate Governance)
4.5	Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements), and the organization's performance (including social and environmental performance).	(Corporate Governance)
4.6	Processes in place for the highest governance body to ensure conflicts of interest are avoided.	(Corporate Governance)
4.7	Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental and social topics.	(Corporate Governance)
4.8	Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation. Explain the degree to which these: Are applied across the organization in different regions and department/units; and Relate to internationally agreed standards.	Yamaha Motor Group's Approach to CSR
4.9	Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.	Yamaha Motor Group's Approach to CSR
4.10	Processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.	Yamaha Motor Group's Approach to CSR
4.11	Explanation of whether and how the precautionary approach or principle is addressed by the organization.	Yamaha Motor Group's Approach to CSR
4.12	Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.	Business Partners
4.13	Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization: Has positions in governance bodies; Participates in projects or committees; Provides substantive funding beyond routine membership dues; or Views membership as strategic.	Close up
4.14	List of stakeholder groups engaged by the organization.	Basic Policies of CSR
4.15	Basis for identification and selection of stakeholders with whom to engage.	Basic Policies of CSR
4.16	Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.	Basic Policies of CSR
4.17	Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.	R&D and Engineering and Manufacturing

Item	Index	Web Links
5. Disclosure on Management Approach and Performance Indicators
[Economic]
Management Approach
Goals		(For Investors)
Policy		(For Investors)
Performance Indicators
EC6	Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation.	Business Partners
EC8	Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.	The Community
[Environmental]
Management Approach
Goals		2010 Plans and Performance
Policy		Basic Policies of CSR The Environmant
Orgnizational Responsibility		Environmental Management
Training and Awareness		Environmental Management
Monitoring and Follow-up		Environmental Management
Performance Indicators
EN1	Materials used by weight or volume.	Environmental Management
EN2	Percentage of materials used that are recycled input materials.	Approach to Recycling and Reusing Resources and Reducing Usage
EN3	Direct energy consumption by primary energy source.	Environmental Management
EN4	Indirect energy consumption by primary source.	Environmental Management
EN8	Total water withdrawal by source.	Environmental Management
EN11	Location and size of land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.	Initiatives to Preserve Biodiversity
EN12	Description of signifi cant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.	Initiatives to Preserve Biodiversity
EN16	Total direct and indirect greenhouse gas emissions by weight.	Approach to Reducing CO2 Emissions
EN17	Other relevant indirect greenhouse gas emissions by weight.	Approach to Reducing CO2 Emissions
EN18	Initiatives to reduce greenhouse gas emissions and reductions achieved.	Approach to Reducing CO2 Emissions
EN19	Emissions of ozone-depleting substances by weight.	Not applicable
EN22	Total weight of waste by type and disposal method.	Approach to Recycling and Reusing Resources and Reducing Usage
EN26	Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.	Approach to Reducing CO2 Emissions
EN27	Percentage of products sold and their packaging materials that are reclaimed by category.	Approach to Recycling and Reusing Resources and Reducing Usage
EN30	Total environmental protection expenditures and investments by type.	Environmental Management
[Labor Practices and Decent Work]
Management Approach
Policy		Basic Policies of CSR
Orgnizational Responsibility		Workplace Safety and Health
Training and Awareness		Developing Human Resources/Supporting Career Development Workplace Safety and Health
Monitoring and Follow-up		Workplace Safety and Health
Performance Indicators
LA1	Total workforce by employment type, employment contract, and region, broken down by gender	(About Yamaha Motor > Overview)
LA10	Average hours of training per year per employee, and by employee category.	Developing Human Resources/Supporting Career Development
[Human Rights]
Management Approach
Policy		Basic Policies of CSR
Orgnizational Responsibility		Workplaces Thriving on Diversity
Training and Awareness		Workplaces Thriving on Diversity
Monitoring and Follow-up		Workplaces Thriving on Diversity
[Society]
Management Approach
Policy		Basic Policies of CSR
Orgnizational Responsibility		(Corporate Governance)
Training and Awareness		Risk Management/Compliance
Monitoring and Follow-up		Risk Management/Compliance
Performance Indicators
SO2	Percentage and total number of business units analyzed for risks related to corruption.	Risk Management/Compliance
SO3	Percentage of employees trained in organization's anti-corruption policies and procedures.	Risk Management/Compliance
SO4	Actions taken in response to incidents of corruption.	Not applicable
[Product Responsibility]
Management Approach
Policy		Basic Policies of CSR
Training and Awareness		R&D and Engineering and Manufacturing Customer Response/Services
Monitoring and Follow-up		Customer Response/Services

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CSR (Corporate Social Responsibility):