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International Business Strategy: A Case Study of Yamaha

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Case study: How the Yamaha Group promotes sustainability among its suppliers

The Yamaha Group is a Japanese multinational corporation and conglomerate with a very wide range of products and services, and the world’s largest piano manufacturing company. The Yamaha Group promotes sustainability throughout its entire value chain     Tweet This! , in areas such as product and service development, raw material procurement, manufacturing, selling, and recycling.

This case study is based on the 2021 Sustainability Report by the Yamaha Group , prepared in accordance with the GRI Standards, that can be found at this link . Through all case studies we aim to demonstrate what CSR/ ESG/ sustainability reporting done responsibly means. Essentially, it means: a) identifying a company’s most important impacts on the environment, economy and society, and b) measuring, managing and changing.

Yamaha Group’s suppliers are selected according to the standards set in the Yamaha Group Purchasing Philosophy, and are asked to adhere to the Yamaha Supplier CSR Code of Conduct. In order to promote sustainability among its suppliers the Yamaha Group took action to:

• implement a Supplier CSR Code of Conduct
• assess suppliers
• provide training
• engage suppliers

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Please subscribe to the SustainCase Newsletter to keep up to date with the latest sustainability news and gain access to over 2000 case studies. These case studies demonstrate how companies are dealing responsibly with their most important impacts, building trust with their stakeholders (Identify > Measure > Manage > Change).

With this case study you will see:

• Which are the most important impacts (material issues) the Yamaha Group has identified;
• How the Yamaha Group proceeded with stakeholder engagement , and
• What actions were taken by the Yamaha Group to promote sustainability among its suppliers

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What are the material issues the company has identified? 

In its 2021 Sustainability Report the Yamaha Group identified a range of material issues, such as development of products and services with a focus on social and environmental issues, lowering of greenhouse gas emissions, systematic initiatives for the respect of human rights, promotion of diversity and human resources development. Among these, promoting sustainability among its suppliers stands out as a key material issue for the Yamaha Group.

Stakeholder engagement in accordance with the GRI Standards              

The Global Reporting Initiative (GRI) defines the Principle of Stakeholder Inclusiveness when identifying material issues (or a company’s most important impacts) as follows:

“The reporting organization shall identify its stakeholders, and explain how it has responded to their reasonable expectations and interests.”

Stakeholders must be consulted in the process of identifying a company’s most important impacts and their reasonable expectations and interests must be taken into account. This is an important cornerstone for CSR / sustainability reporting done responsibly.

Key stakeholder groups the Yamaha Grou p engages with:

To identify and prioritise material topics the Yamaha Group engages with its stakeholders through the following channels:

What actions were taken by the Yamaha Group to promote sustainability among its suppliers?

In its 2021 Sustainability Report the Yamaha Group reports that it took the following actions for promoting sustainability among its suppliers:

• Implementing a Supplier CSR Code of Conduct
• Yamaha Group’s supply contracts clearly state that suppliers are expected to comply with the Yamaha Supplier CSR Code of Conduct, and the Yamaha Group requests that suppliers conduct regular self-assessments with this regard. The Yamaha Supplier CSR Code of Conduct contains items pertaining to labour, human rights, the environment, and other sustainability 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 are reconsidered as necessary.
• Assessing suppliers
• In fiscal 2020, a simultaneous supplier self-assessment was administered by the Yamaha Group to 3,748 companies, and results reports were received from 3,694 companies (a response rate of 98.6%). Corrective actions were requested of 11 companies deemed to have management system deficiencies based on assessment results, and documents indicating improvements have since been received from nine of these companies. The Yamaha Group intends 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-assessed companies, the Yamaha Group plans 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 possibility of commencing transactions.
• Providing training
• The Yamaha Group promotes internal training for its employees responsible for procurement to ensure fair trade. Topics of this training include the Act against Delay in Payment of Subcontract Proceeds, Etc. to Subcontractors (Subcontractors Act), laws related to contracts, and various regulations related to trade and procured goods. 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.
• Engaging suppliers
• In Japan, the Yamaha Group works together with suppliers and subcontractors to contribute to worker safety and environmental preservation, while striving to foster an atmosphere in which it is easy to share thoughts through relationship-building activities. In addition, the Yamaha Group holds 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, the Yamaha Group provides overviews of the SDGs and introduces Group initiatives related to human rights and other matters. Furthermore, it confirms the status of compliance and CSR measures at the waste treatment subcontractors used by domestic production sites through site visits and other measures.

Which GRI Standards and corresponding Sustainable Development Goals (SDGs) have been addressed?

The GRI Standards addressed in this case are:

1) Disclosure 308-1 New suppliers that were screened using environmental criteria

2)  Disclosure 308-2 Negative environmental impacts in the supply chain and actions taken

3) Disclosure 414-1 New suppliers that were screened using social criteria

4) Disclosure 414-2 Negative social impacts in the supply chain and actions taken

Disclosure 308-1 New suppliers that were screened using environmental criteria does not correspond to any SDG.

Disclosure 308-2  Negative environmental impacts in the supply chain and actions taken does not correspond to any SDG.

Disclosure 414-1 New suppliers that were screened using social criteria corresponds to:

• Sustainable Development Goal (SDG) 5 : Gender Equality
• Targets: 5.2
• Sustainable Development Goal (SDG) 8 : Decent Work and Economic Growth
• Targets: 8.8
• Sustainable Development Goal (SDG) 16 : Peace, Justice and Strong Institutions
• Targets: 16.1

Disclosure 414-2  Negative social impacts in the supply chain and actions taken corresponds to:

78% of the world’s 250 largest companies report in accordance with the GRI Standards

SustainCase was primarily created to demonstrate, through case studies, the importance of dealing with a company’s most important impacts in a structured way, with use of the GRI Standards. To show how today’s best-run companies are achieving economic, social and environmental success – and how you can too.

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See upcoming training dates. References:

This case study is based on published information by the Yamaha Group, located at the link below. For the sake of readability, we did not use brackets or ellipses. However, we made sure that the extra or missing words did not change the report’s meaning. If you would like to quote these written sources from the original please revert to the following link:

https://www.yamaha.com/en/csr/download/pdf/sr_2021_en.pdf

Note to the Yamaha Group: With each case study we send out an email requesting a comment on this case study. If you have not received such an email please contact us .

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Yamaha Motors Case Study

The case traces the various developments from the time the Joint venture took place till the breakup In 2000. In 1995, Escorts and Yamaha Motors formed a 50:50 Joint venture (MEAL). From 1995 to early 2000, MEAL took several steps to become the number one player in Indian’s two-wheeler market.

However. In mid-2000, Escorts divested 24% equity to Yamaha Motors and as a result, Yamaha Motors became a majority stakeholder in the venture. In May 2001, Escorts sold its remaining 26% equity, thus, exiting from the Joint venture. The case is intended for MBA/PAGED bevel students as part of the Business Environment curriculum.

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From the case students are expected to understand why Escorts pulled out of the Joint venture and how this move is going to affect Yamaha Motors. Students can also discuss Escorts new business initiatives and examine how the company Is placed to succeed In new economy businesses.

This case will also enable students to understand the structural changes In the two wheeler market In India.

Issues: Diversification Into unrelated business by one of the partners, Problems In the Joint venture due to the external environment ?

Business Environment

The role of the Escorts group was always minuscule since Yamaha has been gradually hiking its stake in the Joint venture. The Ands of the Escorts were only promoters in the JP.” – Yamaha Motors’ official commenting on whether Escorts’ exit form the Joint venture would affect the performance of Yamaha Motors in India.

Introduction

On April 24, 2000, at the board meeting of Escorts Limited, members seemed to know precisely what to expect. Just five days earlier, group, had been to Japan to hold talks with the Yamaha Motor Company officials- Escorts’ equal partner in the Indian motorcycle venture, Escorts Yamaha Motor Ltd.

I Before leaving, he had left instructions that a board meeting should be convened on April 24. An important announcement was to be made.

At the meeting, And informed the directors that, subject to the board’s approval, Yamaha Motors could be given a majority stake in the Joint venture company.

The Japanese two-wheeler major had offered to buy an additional 24% stake in MEAL from Escorts at RSI 200 per share. The deal would add RSI 2.3 billion to Escorts’ coffers. The announcement seemed to have been well accepted by the board, as there was not even a murmur of protest. For the Escorts board, such announcements were not new. In a little over a year, Escorts had offloaded substantial chunks of its equity in three Joint ventures to its overseas partners.

It all darted in 1999 when Escorts sold one-third of its shares in the construction equipment company Escorts JOB to JOB of the United Kingdom for RSI 490 billion. This brought its stake down from 60% to 40%. Next came the turn of Hughes Escorts Communication, a 51:49 Joint venture between Hughes Communications of the United States and Escorts. In December 1999, Escorts offloaded 23% of its stake to Hughes for RSI 750 million. This brought its shareholding in the company to 26%.

This was the second such exercise undertaken by And since 1995 when he took over he reins of the company from his father, Hard Pradesh And as chairman of the group.

At that time, he had identified six areas of growth for Escorts-agric-business, construction equipment, two-wheelers, auto-components, telecoms and finance. And each business was spun off into a separate company, leaving Escorts, the flagship, to focus on agric-business. And then identified four thrust areas for Escorts-agric- business, telecoms, software and healthcare. The idea behind giving Yamaha Motors the majority stake in the Joint venture was to focus more on the four thrust areas.

Two Wheeler Industry in India The 3. Million two-wheeler market in India included scooters, motorcycles and mopeds. In the late sass, the domestic two-wheeler industry had undergone many structural changes. Motorcycles consistently gained market share from the scooter and the moped.

The trend was expected to continue in 2001-02.

Chic vehicles from Baja] Auto and ELM dominated the scooter market. Northern India was the major market accounting for nearly 46% of the total scooter sales. The Indian motorcycle market could be broadly categorized into Indian motorcycles and Indo – Japanese motorcycles.

The Hero group, Baja] and Escorts dominated the Indo- Japanese motorcycle segment in collaboration with Japanese vehicle manufacturers Honda, Sukiyaki and Yamaha respectively. In 2000, the market for motorcycles was segmented into three categories based on price: the premium segment; the mid segment.

In the premium segment, the competition was between TV’S Suzuki, Hero Honda and Escorts Yamaha Motors.

In the mid segment, Hero Honda was the clear leader with 35% share. In the entry segment, Baja] Auto was the choice of many.

Yamaha Motors was a major competitor in the of rejuvenation. The Indian market favored four-stroke vehicles. This posed a problem for Yamaha Motors, whose strength was two stroke vehicles. TV’S-Suzuki was not very aggressive as far as new launches were concerned.

Between 1992, when the Samurai was launched, and 2000 when the Firer was launched, the company had nothing really new to offer… Escorts, Yamaha Tie the Knot In 1985, Yamaha Motors entered into a technical support agreement with Escorts, and started local production of Yamaha motorcycles. In 1995, Yamaha and Escorts signed another contract, establishing MEAL to manufacture and market motorcycles in India.

Each company invested 50% of the capital for the original venture.

MEAL produced a wide range of motorcycles for the urban and rural markets at its Abridged and Surplus plants. The Joint venture manufactured Ratios motorcycles at Abridged and the ARK and four-stroke WEB series at Surplus…

The Honeymoon In 1996, Escorts transferred its motorcycle manufacturing facility at Abridged to the joint venture.

Nail And, chairman, MEAL, said the Surplus and Abridged facilities would be modernized and upgraded with a RSI 3. 75 billion budget. MEAL would turn out upgraded versions of the current high performance bike, ARK 100, and RAG 135 to meet stringent emission norms. In 1997, a further upgraded RAZZ 135, a sleeker version would be launched and the 4 stroke WEB 125 would be launched in February 1998 to meet the growing demand for fuel-efficient bikes. WEB 125 would deliver the best of both worlds-performance along with fuel efficiency.

MEAL also planned to launch 2-3 product variants every year…

The Honeymoon is over In April 2000, Escorts announced that it was likely to sell around 20% stake in MEAL to Yamaha Motors. Escorts would thus become a minority shareholder in MEAL.

However, an official said that Escorts’ holding in the Joint venture would not be less than 26% and it would not exit from the Joint venture. Said And, “l have no intentions of selling off the entire stake to Yamaha. Escorts will retain the 26 per cent stake we now hold in the venture. ” In late April 2000, the board of Escorts approved the proposal to divest 24% equity. With the change in the equity pattern, Yamaha Motors would control the management of the Joint venture. Commented And, “We have always believed that business relationships are driven by the value added by each partner.

.. The Divorce In May 2001, Yamaha Motors struck a deal with Escorts for acquiring the latter’s 26% shareholding in YEMEN for RSI 700 million. The deal marked Escort’s exit from the Joint venture. Yamaha Motors would now hold 100% stake in the company. Commenting on Escorts’ exit from the Joint venture, an official said, “We would like to get out of businesses where we are not in the driver’s seat and in the case of Yamaha n agric-business, telecoms and healthcare.

The Road Ahead Escorts’ exit from the Joint venture seemed to be a well-planned move. The group had already moved out of businesses where it believed it did not have a sustainable advantage. On August 22, 2000 at the group’s Annual General Meeting, And announced that Escorts would now focus on the new economy.

He said, “To continuously create value, we have strategically moved our investments from low- growth areas to high growth avenues, or in other words, shifted our focus to businesses, which have a potential for higher growth and profitability… “

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Industrial robots

Manufacturing products of multiple models in small lots without lowering the operating ratio

Setup time is almost zero.

Example in Small Motor Industry Target: Setup time reduction

User: Lost time due to setup work is reduced to increase the operating ratio of the equipment.

How to increase the operating ratio

• Manufacture the same model collectively as much as possible.
• Simplify the setup work as much as possible to reduce the work time.
• Accumulate and manualize the work know-how to improve the efficiency.

Improving the conventional system…

It is difficult to increase the operating ratio..

• Each product needs the setup work such as changing of the stopper position.
• Each product needs an individual jig.
• Risk of work mistakes due to setup work cannot be eliminated.

Yamaha’s answer to user’s needs:

Proposal of linear conveyor module (LCMR200/LCM100)

• Stop position is freely set or changed by the program.
• Setup work is not needed.
• Jigs can be made common.(Reduction of manufacturing and management costs)

Setup time is reduced 16 hours (2 days) per month!

<Example> Time required for setup work (Factory operation hours: 8 hours/day, 20 days operation)

Full automation by improving the setup work using the LCM and reading the QR code

Small motor manufacturer People in charge of equipment design “Zero setup” that is long standing subject is achieved.

Until now, we have been focusing on improving the product model change work in order to operate the multi-product model production efficiently. As a result, we were able to reduce the work time by 50%, from 10 minutes to 5 minutes, and we have been introducing the effect of the improvement to our customers when they visit our factory. However, even though we were able to reduce the work time, it was not efficient that five-minute work occurs several times a day, and we had to prioritize the production of product models with large production volume and devise the production such as collective production in order not to decrease the operating rate. We considered Yamaha Motor's LCM this time based on the expectation that we would like to further increase the operating rate. Since the stop position of the LCM can be changed by the program, "no setup work" has been achieved and the expected effect has been obtained. In addition, the next equipment also uses the LCM and a mechanism to read the QR code of the product is installed on the input side of the equipment. As a result, the operation from the touch panel is stopped. So, we can achieve the full automation. The operating rate is increased dramatically and there is no need to change the product model. So, we do not mind receiving small lot orders nowadays.

LCM and conventional conveyor system (Comparison with conventional method)

Changing the stop position

Case Study PDF

• Manufacturing products of multiple models in small lots without lowering the operating ratio PDF

Here’s a solution that gets rid of this issue.

Linear conveyor module LCMR200

Yamaha’s answer to Next Generation of Production Line design

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