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. Efforts are being made to shorten work hours and develop and improve childcare and nursing care support systems to enhance both work and family life. In addition, the Group is working to enlightenment personnel by increasing awareness of a work-life balance through provision of information in company seminars and on the intranet. In addition to efforts over many years to shorten overall working hours, in 1990, Yamaha Corporation introduced child care leave followed in 1992 by a system of nursing care leave ahead of statutory requirements.

  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.

Initiatives to Reduce 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 fiscal 2010, Yamaha introduced a new system to encourage employees to take paid vacation every year, which is serving to raise the number of days paid vacation days taken.

  In fiscal 2011, Yamaha held seminars concerning work-life balance in order to realize a more self-directed and productive style of work, and focused on boosting awareness among individual employees and management. Yamaha Corporation also introduced the “Go Home at the Same Time Day” system at the end of August 2011 in which all employees leave the office by a certain time. Yamaha set limitations on overtime and is striving to instill a style of work in which employees remain more conscious of time. The “Go Home at the Same Time Day” system has proven very successful to date and Yamaha will continue with this initiative going forward.

Work-Life Balance Seminar (Fiscal 2012)

Month Theme Target Participants
July 2011
(First time)
Work-life balance and reforming work style ˜Making time for yourself and creating a risk-responsive work environment Employees
(Mainly key management)
Approx. 340
February 2012
(Second time)
Ways to achieve a good work-life balance ˜Highly productive work style with good results Same as above Approx. 390
September 2012
(Third time)
Work-life balance and time management ˜Working so that you can get home on time Same as above Approx. 400

Results of questionnaire concerning “Go Home at the Same Time Day” (Examples)

  • I thought it was normal to do overtime but upon consideration of work efficiency I started trying to go home early.
  • Meetings tend not to drag on “Go Home at the Same Time Day.”
  • I can play with my kids for longer if I go home early so it’s a great way to alleviate tiredness from work and get refreshed.

Building and Improving Work-Life Balance Support Systems

  Yamaha is creating and improving its support systems for work-life balance by building flexible work systems responsive to the varied circumstances of individual employees with the aim of enabling a dynamic organization in which all employees enjoy a fuller life.

  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 new shortened work hour system. We also introduced an employee assistance program (EAP)*1 and revised the leave system. In addition, we provided information via seminars by outside instructors and on the intranet to foster a workplace environment with heightened understanding and awareness of work-life balance.

  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.

  • *1 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.
“Kurumin” mark certification recognizing support for the development of the next generation.

Principal measure for Better Work-Life Balance (From Fiscal 2005)

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.

Fiscal 2011 Held work-life balance seminars
 Seminars that include outside lecturers are held to help foster an organizational climate with heightened understanding and awareness of the need for a good work-life balance in each employee.
Introduced “Go Home at the Same Time Day*2
*2  Go Home at the Same Time Day: A system aimed at helping employees realizes a good work-life balance by implementing a style of work in which they are more conscious of time by setting time limits. On these days, all employees at work leave the office by a set time.

Return to Top

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.