Compliance

The Yamaha Group has positioned compliance among its most important management themes for fulfilling its responsibility to stakeholders and society and for achieving sustainable growth. We practice compliance management with a focus on ensuring strong legal compliance, adherence to social norms, and a high level of corporate ethics.
The Compliance Code of Conduct puts forth a code for guiding the actions of all members of the Yamaha Group as the foundation for compliance management. Since the establishment of the code in 2003, ongoing revisions have been implemented in reflection of changes in environmental and social conditions, and the code has been translated into multiple languages.

The Yamaha Group publishes booklets that describe in detail the Compliance Code of Conduct in order to promote education and raise awareness regarding the code. In Japan, physical booklets are distributed and electronic booklets are made available via the Company intranet to allow all full-time and dispatch employees (including part-time employees with employment contracts) to review the content of these booklets at any time. These booklets are also used as tools for compliance training and for workplace training and education activities. Overseas Group companies utilize booklets prepared in the respective language based on the booklets available in Japan.

The Working Group for Compliance, an organization positioned within the Risk Management Committee, which is an advisory body to the president that is chaired by a managing executive officer, is a central organization in the promotion of compliance. This working group discusses and decides on Groupwide compliance-related policies and measures. In addition, the working group is responsible for monitoring the activities of divisions and Group companies to ensure legal compliance and ethical operations.

Other measures for ensuring good compliance include internal education and training programs, employee questionnaires, and the development of compliance helplines, which are made available to full-time, dispatch, and other employees.

Major Activities

Four meetings in fiscal 2022

Details

• Confirmation of Groupwide compliance promotion status
• Examination of measures for promoting Compliance Code of Conduct awareness
• Enhancement and improvement of effectiveness of compliance helplines
• Review of activities for preventing abuses of power, a priority activity theme for fiscal 2022, and discussion of themes for fiscal 2022

The Working Group for Compliance conducts regular (once per year) monitoring of the status of compliance systems and compliance promotion at Company divisions and Group companies to ensure that the business activities of the Yamaha Group are ethical and legally compliant. In 2021, compliance questionnaires were administered to domestic Group employees. These questionnaires are conducted once every three years. The results of questionnaires are used to analyze the awareness of domestic Group employees from the perspectives of compliance risks, and corporate culture. Moreover, organization-level analyses are performed. The results of these analyses are reflected in measures to address issues and reform our corporate culture.

The Yamaha Group distributes accessible, easy-to-understand online compliance education contents for employees in Japan on a monthly basis. For example, employees in Japan are given access to Compliance News, which explains concepts in four-panel comic strips; Compliance Quizzes; and Compliance Mini-Tests. Available via the Company intranet, these contents allow users to efficiently learn about key compliance points in a short amount of time.

In light of the COVID-19 pandemic, training and education programs for domestic Group employees were conducted online or in small groups. Focuses of these programs included acquiring compliance-related knowledge, developing skills for instructing subordinates, and improving communication between supervisors and subordinates.

In fiscal 2022, rank-based human resource training was conducted eight times and attended by 301 participants, onboarding training for mid-career hires was held six times for 15 individuals, and other training programs took place seven times with 86 participants, making for a total of 21 trainings for 402 employees.