The Yamaha Group observes international treaties and regulations and practices respect for the rights of workers, including the rights to freedom of association, freedom of enrollment or non-enrollment in labor unions, collective bargaining, and peaceful assembly. Opportunities are provided for workers to engage in frank discussions with management without fear of discrimination, reprisal, coercion, or harassment, and labor and other agreements are respected. Furthermore, in exercising its Corporate Philosophy, employees and management strive to achieve favorable relationships based on ample communication.
Communication between Labor and Management
Fostering of Healthy Relationships through Communication between Labor and Management
One of the policies contained in the Yamaha Group Policies is "maintenance and construction of a healthy labor-management relationship," and the Group conducts labor-management dialogues between management and the labor unions or employee associations set up in each Group company.
At Yamaha Corporation and Group companies in Japan, labor-management council and liaison conference meetings are held regularly to discuss the status of operating results and labor affairs as well as business challenges. In addition, Group companies are aiming to improve work-life balance and create better work environments through the joint efforts of employees and management. At overseas Group companies, dialogues between employees and management are proceeding in accordance with the labor laws of each country. At Yamaha Corporation, joint management council meetings are held regularly so that critical management issues can be examined and discussed between labor and management. These meetings allow participants to hear from labor unions about current working conditions and engage in lively discussions. The administration and revision of various programs related to human resources and labor are conducted after thorough discussion based on labor and management’s perceptions of the issues at hand. The results of these discussions are communicated to employees through the reports issued by companies and labor unions. In addition, labor agreements stipulate that changes to business operations with the potential to materially impact employees, such as relocations stemming from organizational or position changes or staff reallocations, warrant prompt notification to labor unions or labor-management discussions. Labor union officials also participate in the running of systems that have a significant impact on employees, such as corporate pension funds, health insurance unions, the Mutual Aid Foundation, and employee stock ownership plans.
The Human Resources Division of Yamaha Corporation monitors domestic and overseas Group companies to ensure that labor and management communicate effectively with each other in accordance with the Yamaha Group Policies, and requests for corrective action are issued when needed. Furthermore, Education Guidelines for Labor and Labor-Management Relations have been established to ensure that the managers of Group companies and others in managerial positions properly understand the rights of workers and are able to build healthy and stable labor-management relationships. Education programs are monitored to confirm that managers are being trained in accordance with these guidelines.
|Joint Management Council||Twice per year (August and February)||Company: President, directors in charge of businesses (office head)
Unions: Central Executive Committee
|Companywide management issues|
|Companywide Production and Sales Committee||Monthly||Company: Director in charge of human resources, Human Resources Division (department managers and personnel in charge of labor administration)
Unions: Central Executive Committee
|Monthly topics (tentative settlement report and labor conditions)|
|Business Site Labor and Management Committee||Monthly||
Company: Business office managers, business office division administrators
Unions: Branch Executive Committee (Central Executive Committee)
|Monthly production and sales trends by division; reports on labor conditions|
|Allocation Committee||Twice per year (May and November)||Company: Human Resources Division (director in charge of labor administration and personnel in charge of compensation)
Unions: Central Executive Committee
|Changes to basic salaries and bonuses|
|Work-Life Balance (WLB) Promotion Committee||As necessary; reports published at least once a year||Company: Human Resources Division (personnel in charge of labor administration)
Unions: Central Executive Committee
|Measures for reducing long and late-night working hours, encouraging the acquisition of paid vacation days, constructing and improving systems to support work-life balance, and various other initiatives related to work-life balance|
- Note: In addition to the above, meetings of the Overseas Work Committee, discussions of annual operation schedules, report briefings on the business outlook for individual departments, and labor-management discussions on Company/division policies and on measures to address issues that come to light at union meetings are held.
|Yamaha Corporation (includes employees seconded to other companies)||77%|
|Domestic Yamaha Group companies*3||52%|
- *1 Managers are included in the calculated figures.
- *2 The right to collective bargaining of labor unions is respected.
- *3 Scope of statistics: Yamaha Music Japan Co., Ltd.; Yamaha Music Retailing Co., Ltd.; Yamaha Music Manufacturing Japan Corporation; Yamaha Fine Technologies Co., Ltd.; and Yamaha Corporate Services Corporation
- Data by year is shown on the ESG Data page.
Employee Engagement Surveys
In February and March 2023, surveys on employee engagement were administered to the approximately 12,000 employees of domestic and overseas Yamaha Group companies. The response rate was roughly 82%. Administered every year since fiscal 2021, these surveys are designed to track metrics pertaining to organizations and employees and to identify issues so that this information could be used to energize organizations, improve employee motivation and workplace comfort, and ultimately spur the mutual growth of employees and the Company.
Questions pertaining to employee motivation assessed whether employees held pride in working for the Yamaha Group and felt that they were able to grow through their work. Questions pertaining to workplace comfort examined circumstances surrounding team relationships, cooperation with colleagues and supervisors, and organization openness. The findings of these surveys will be utilized going forward in order to shape ongoing initiatives for improving the Company and its organizations.
|Fiscal 2021 (October 2020)||6,663 domestic Group employees||Approx. 97%|
|Fiscal 2022 (March 2022)||11,777 Group employees||Approx. 89%|
|Fiscal 2023 (March 2023)||11,547 Group employees||Approx. 82%|
Communication with Employees
Labor-Management Information Sharing and Exchanges
Yamaha Group companies promote communication with labor unions and employee associations in order to foster cultures of earnest, mutual understanding between labor and management. In Japan, we engage in labor-management information sharing and exchanges together with the Yamaha Union Conference,*4 which is formed by the labor unions and employee associations of domestic Group companies, through regular labor and management liaison meetings.
- *4 The Yamaha Union Conference was established in September 1990. Along with deepening solidarity among members of the Yamaha Group, the conference works to further the development of organizations, create better working environments, improve labor conditions, conduct social contribution activities, and exchange a wide range of information aimed at enriching personal lives.
Promotion of Employee Relations
As part of its employee relations activities, the Yamaha Group provides information via internal newsletters, its intranet, and signage. The Group magazine, which is issued and distributed by the Public Relations Division of Yamaha Corporation, offers swift notification of policies and strategies related to management and business activities. This magazine also covers topics from various departments and Group companies in order to share information across the entire Group. In China and Southeast Asia, where the Group positions production sites, regional internal newsletters are issued in Chinese and Indonesian. In addition to information on the Group as a whole, information on a range of initiatives, including operational improvement and health and safety activities at Group production companies, is provided to contribute to the mutual development and sense of oneness of Group companies. We also offer Yamaha Portal, a Group portal site used for the timely transmission of important management information and to consolidate notifications, division-specific postings, and other information for internal use. This portal site also provides introductions of Group activities around the world and functions as a venue for promoting communication among Group employees, making it a vital source of information for Yamaha Group employees.
These information provision initiatives are complemented by efforts for invigorating internal communication and improving employee engagement. Examples of these efforts include the Yamaha Day global event held around the anniversary of the Company’s founding, awards presented by the president, and discussions between management and employees.
Discussions between the President and Employees
Discussions are arranged between the president and employees on an ongoing basis as one facet of our efforts to foster an open organizational culture. In fiscal 2023, these discussions took the form of 21 online conversations, in which a total of 268 employees participated, and four workplace visits by the president, during which he spoke with 55 employees. Over the three years since 2020, the president has taken part in 80 online discussions and five workplace visits, speaking with a total of more than 1,000 employees.
Family Factory Tours
Communication between Production Sites and Employees
Yamaha Group production sites inside and outside Japan hold family factory tours for employees’ families. In addition to observing workplaces and production processes, these tours provide an opportunity for families to deepen their understanding and interest in the Group through hands-on experience of the products manufactured at factories and through mini-concerts by employees themselves.
Yamaha production sites worldwide utilize in-house social media tools for promoting workplace communication. Messages from management and internal information is shared in real time through these tools in order to heighten employee engagement.