Human Resource Development

Under the concept of supporting highly motivated employees who wish to accomplish their “roles,” and aim to make constant progress, the Yamaha Group strives to support each employee in exercising their talents to the fullest and developing professionally while working toward self-fulfillment. The Group works to create an education and training system that is equally focused on skill improvement and career development as the basis for nurturing human resources that can act globally. At the same time, each training program implemented is tailored to a specific objective and group of employees. In tandem with these, the Group also supports employees' autonomous learning projects and lifestyle design.

Total yearly training hours related to human resource development: About 1,500 hours (total 39,000 hours·person)
* Target scope: Yamaha Corporation

Main Training and Education Programs and their Status of Implementation (FY2018)
Name Target/Content Annual Participants Training Hours per Person Cumulative Participants
Stratified Training Increases individual skills level to match career stages 400 15-30 hrs/yr 2,000/past 5 yrs
Senior Specialist Institute Development of personnel to manage production (production base managers, supervisors, etc.) 15 50 days 89
Yamaha Sales company Executive College Development of sales management personnel (sales location managers, supervisors, etc.) 8 12 days 17/past 2 yrs
Yamaha Advanced Skill School Development of supervisory personnel on domestic production shop floors 16 260 hrs 716
Yamaha Technology Training Center Development of core personnel on domestic production shop floors 30 230 hrs 1,530
From-to Program Passing down core technologies relating to musical instrument manufacturing 12 - 512
Function-Specific Training Quality engineering, internationalization training, core technology training (signal processing, acoustic vibration engineering, materials engineering), etc. GAME 269 20 hrs 1,209/past 5 yrs
Technology academy/core technology 196 24 hrs 1,241/past 5 yrs
Overseas/Language Study Studying abroad to acquire and improve foreign language skills 3 14 months 32
Yamaha Business School Supporting autonomous learning by employees (training by correspondence) 257 Autonomous Learning 1,600/past 5 yrs
Second Life Preparatory Seminar Opportunity for employees 2 years out from retirement to contemplate life beyond retirement and information-sharing 200 8.0 hrs 850/past 5 yrs
English Learning Methods Seminar Internal seminars inviting external instructors 700 4.0 hrs 700/2017 and beyond
Female Selective Development Program Training to develop the mindset for female employees qualified to become management candidates, and training plan formulation skills training for their supervisors 42 7.0 hrs 42/2017 and beyond

The Yamaha Group strives to develop management personnel who will be the backbone of business activities.
In 2011, the Group started a manager training program for Japanese personnel at production bases, mainly at overseas production subsidiaries. Subsequently, a training program for managers was started in 2013. Then, from 2014, we have proceeded to expand and restructure programs to include non-Japanese personnel at overseas production bases, while we have been training production managers globally since 2016 under a program titled Senior Specialist Institute (SSI).
Additionally, for human resources engaged in sales, we started the Yamaha Sales company Executive College (Y-SEC) in February 2017 as a program that trains candidates for site managers, mainly at overseas sales companies. Currently, we are systematically establishing programs equally focused on job category and rank as we take a structured approach to training human resources who will work in management positions. As such, from fiscal 2018, we introduced a management human resource development program (Yamaha Global Management Program) common among all job categories.

The Yamaha Group aims to create an optimal production system by clarifying the roles and functions of each of its bases. At the same time, we are promoting the development of human resources that support manufacturing so that we can maintain and improve "Made in Yamaha" quality.
Positioning each plant in Japan as a manufacturing base of high-value added products, we focus on developing manufacturing technologies that are highly competitive, while ensuring that core skills required to manufacture musical instruments are passed on. Plants in China, Indonesia, and Malaysiaare designated as key manufacturing bases for affordably priced products and we dispatch many technicians and supervisors from Japan to provide support and guidance at these sites.

The Yamaha Group appoints local personnel from each base around the world to important posts within the Group and exerts efforts to develop personnel who can play a strong role at a global level. In 2015, the Company established a Global HR Development Group within its Human Resources Division, and has been promoting the following 4 initiatives since.

  1. Identifying global core human resources
    ‘Place the right person in the right position’ regardless of nationality or company of origin.
  2. Global Grading
    Promotion of personnel transfer among Group companies with Group standards.
  3. Assessment and compensation
    Consistent evaluations based on Group-wide standards; acquisition and retention of excellent personnel.
  4. Succession Plan
    Creating succession plans for Group executive management.

Yamaha Corporation holds regular face-to-face meetings with all employees to both assess performance and support employee development. The meetings serve to align perspectives of employees and their supervisors with regard to the objectives and mission of the Company and its divisions, in addition to each person's role and goals. This allows the Company to confirm levels of achievement, future challenges, and the direction of skills development.
Furthermore, employees (including employees who are hired mid-career) and the Company have face-to-face meetings to exchange opinions regarding career plans at the one-year and four-year marks after joining the Company. Meetings are attended by HR Department staff in order to assess whether employees are able to find a sense of fulfillment in their work, and to discuss future career plans.
In order to ensure that these meetings are conducive to fair evaluations and effective support for employee growth, Yamaha Corporation carries out training for managers and staff who serve as evaluators in the meetings.

Yamaha Corporation holds assessment training for managers, in order to ensure the appropriate and effective operation of the human resource system introduced in October 2016. This encourages their understanding of the purpose of the evaluation system, and it also leads to fair treatment of employees and support for growth.
The Company also held a total of 28 training sessions for new 650 assistant managers. This aims to foster leadership mindset in these personnel and to encourage them to view themselves as central members in their respective workplaces.