Initiatives for a Better Work-Life Balance
The Yamaha Group has continued to actively cooperate with labor in its efforts to promote a better work-life balance. In this manner, the Group strives to realize corporate growth in concert with a fuller life for all employees. For example, Yamaha Corporation has for many years worked on a range of initiatives aimed at shortening total work hours. In addition, the Company has taken proactive steps to provide support for both work and family introducing a host of employee benefit programs and systems ahead of statutory requirements. In 1990, Yamaha introduced child care leave followed in 1992 by a system of nursing care leave.
In April 2006, Yamaha established the Work-Life Balance Committee to provide individual employees with support for both work and a fuller life outside of work, and to help them combine the two. Specific measures focused on reducing working hours as well as the implementation and improvement of work/family support systems for the variety of circumstances encountered by employees.
- Basic Policy on Work-Life Balance
In order to realize both expanded business activities and lifestyles that offer personal fulfillment, we will proactively promote work-life balance that respects a wide range of values and lifestyles.
People can use the extra time created by increases in the quality and productivity of work in many different ways, which in doing so leads to the enhancement of the overall quality of life while energizing the body and mind. This energy can provide the power for new value creation, and serves as a source of continued good work, the enhancement of corporate value, and the realization of a fulfilling life. We will work toward the creation of this type of virtuous cycle at Yamaha.
Self-Directed and Highly Productive Work Styles (Reduced Working Hours)
In an effort to shorten total work hours and to prevent overwork, management and labor have jointly established guidelines for overtime. Based on these guidelines, employees are encouraged to utilize paid holidays, take special leave and revise their work styles. Yamaha has put in place a structure and systems aimed at shortening the work hours of each individual employee while allowing for a self-directed, highly productive work style. At the same time, the Company conducts ongoing operational checks to ensure that its structure and systems are effectively implemented.
In light of the success achieved when a system allowing employees to take their accumulated paid vacation time all at once was provisionally introduced during the 1990s, Yamaha reintroduced the system in fiscal 2007 Company-wide. As a result, the average number of holidays taken by all employees increased by two days year on year. In efforts to further reduce the number of hours worked, the Company implements a “No Overtime” day in principle once a week, reduces overtime and holiday working hours while prohibiting work past 10:00 pm.
In fiscal 2010, Yamaha channeled its energies toward building a new framework that would further encourage employees to take annual paid leave. The average number of paid holidays taken in fiscal 2010 was 13.4 days, a record high for the past decade. On the other hand, the annual total number of hours worked for fiscal 2010 was 27.6 hours higher than the previous fiscal year. On a brighter note, the total number of hours worked have fallen 36.8 hours over the past two years.
A Dynamic Organization with Flexible Working Conditions (Building and Improving Work-Life Balance Support Systems Responsive to the Diverse Circumstances of Individual Employees)
In response to the enactment in 2003 of the Act for Measures to Support the Development of the Next Generation, Yamaha created a three-year action plan that incorporates such initiatives as an upgraded and expanded child care leave system as well as measures aimed at promoting the take-up of annual paid leave starting in fiscal 2005 and submitted it to the Ministry of Health, Labour and Welfare. Furthermore, through consultations with labor, the Company established concrete goals for the three-year period, and began working to achieve its objectives, receiving Ministry recognition for its support in the development of the next generation in 2008.
Yamaha also formulated a new five-year plan that began in fiscal 2008, and is working to achieve its objectives. As the first step, during the spring 2008 labor negotiations, management and labor reached an agreement on further expanding systems for a work-life balance. We extended the period of eligibility for shortened work hours for employees with small children, and established a scheme of shortened work hours for parents to participate in school events. We also implemented a program of shortened work hours for employees enrolled in adult self-development courses, as well as introduced an employee assistance program (EAP)*
Yamaha will continue to pursue measures to develop its corporate culture and implement programs responsive to the varied situation of individual employees, promoting the establishment of a friendlier work environment and seeking to create a truly dynamic organization.
- * EAP(Employee Assistance Program): An employee support program that allows employees and their families to discuss their anxieties and seek advice directly from external counselors.
“Kurumin” mark certification recognizing support for the development of the next generation.
Principal measure for Better Work-Life Balance (From Fiscal 2005)
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Fiscal 2005 Revision of programs for childcare leave and shortened work hours for childcare
Flexible work hours introduced for employees raising small children.
Receipt of the Fiscal 2005 Family Friendly Company Award from the Ministry of Health, Labor, and Welfare
The award recognized Yamaha's programs to provide broad support for work and family, and to create a friendlier work environment.Fiscal 2006 Extensive revision to employee benefit programs
Lifestyle-related benefits were newly established or revised, providing expanded support to employees struggling with economic burdens arising from childcare, education, disability or nursing care. A wide range of membership-based welfare benefit services were also introduced.Fiscal 2007 Introduction of Company-wide annual paid leave
The Company has established a labor agreement stipulating three days per year when all workers take paid vacation, two days more than in the previous fiscal year.Fiscal 2008 Acquisition of the “Kurumin” mark, recognizing Yamaha's support for the development of the next generation
Extension of period of eligibility for shortened work hours for employees with small children.
Introduction of system for shorter work hours for parents to participate in school events
Introduction of an Employee Assistance Program (EAP)
Introduction of a system for reemployment of spouses of employees on overseas assignment.Fiscal 2010 Revisions to the child care leave, nursing care leave and shorter working hours for nursing care employee benefit programs
Responding to the enforcement of revisions to Japan's Act on the Welfare of Workers Who Take Care of Children or Other Family Members Including Child Care and Family Care Leave.
Efforts to promote male employees taking child care leave (posting introductions of employees who have taken child care leave, an acquisition guide and a corner in which employees can share their experiences on the Company's intranet).
Revisions to and the new establishment of child and family nursing care leave employee benefit programs.
Review of nursing care-related programs.
Revisions to programs aimed at further enhancing work and nursing care balance. Initiatives include revisions to the applicable period for nursing care leave and shorter working hours for nursing care. The applicable period for nursing care and shorter working hours for nursing care revised from a combined period of one year or less to one year or less for nursing care leave and the three years or less for shorter working hours for nursing care.
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Childcare Leave for Male Employees
Technology Planning Division, Yamaha Corporation
When my son was born last year I took three weeks of child care leave. Rather than at the request of my wide, I took this as a personal decision and one which I believe is quite natural. In taking leave, I had the opportunity to enjoy first-hand the daily development of my son in his early days. Working together with my wife, we were able to overcome this difficult period. I truly believe that taking child care leave was the right decision.
Japan's has the lowest ranking among developed countries for male employees taking child care leave. This information was easily accessible through a quick search of the Internet. Looking around me, the vast majority of males prioritize their work over family needs. In this sense, I have first-hand experience of Japan's low ranking. I had the opportunity to work for a short period in the U.K. This was for me somewhat of a culture shock as my male colleagues all placed dinners, weekends and Christmas with their families above work. At first, I accepted this as the differences between Japanese and British lifestyles. With a little time, I grew to better understand and accept this attitude and to find that my perceptions were changing. This experience overseas I believe played a significant role in my decision.
Soon, my wife will return to the workforce and we will raise our child as working parents. To be honest, I am a little anxious. With the help of those around us and the Company, we plan to take full ownership in the selections that we make and the way we decide to work.
Third-Party Opinion
We obtained an opinion from a specialist to assist in improving the CSR Report.
Editorial Policy
Editorial policy for the CSR report.