Human Resource Development

The Yamaha Group believes that diversity in human resources is a major contributor to the creation of new value. In accordance with this belief, we provide opportunities for skill and career development to all human resources fairly and without discrimination. Under the concept of supporting highly motivated employees who wish to fulfill their roles and aim to make constant progress, the Yamaha Group supports all employees in exercising their talents to the fullest and developing professionally while working toward self-fulfillment.

The Yamaha Group works to create an education and training system that is equally focused on skill improvement and career development as the basis for the development of globally successful human resources. At the same time, training programs are tailored to specific objectives and groups of employees. In fiscal 2020, training programs for new employees were redesigned to cultivate junior employees capable of playing central roles, both in the organization and in society. The redesigning of these programs included clarifying education goals and the skill expectations for each step of development, which entailed introducing a process of input and output, to make for effective training programs. In tandem with these programs, the Group also supports employees in autonomous learning and career design efforts.

Fiscal 2020 Training Statistics (Yamaha Corporation)
Total number of days of training 220
Average annual training hours per person Male employees 21
Female employees 21
Major Training and Education Programs and Implementation Status (Fiscal 2020)
Name Target / Content Annual participants Training hours per person Number of days per year
Training by hierarchical levels Improvement of individual skills based on career stages (includes new employee training) 500 - 151
Senior Specialist Institute Cultivation of managers for production operations (production site managers, supervisors, etc.) 13
32 days 32
Skill/passion management program Acquisition of situational leadership skills (for managers) 330 2 days 32
Yamaha Advanced Skill School Development of domestic production site supervisors Not held in fiscal 2020 - -
Yamaha Technology Training School Development of core domestic production site workers 26 53 days
From-to Program Transmission of core musical instrument manufacturing techniques 1 - -
Function-specific training Language skills improvement (GAME) program, technical academy programs, technology seminars 242 participants in GAME program - -
213 participants in technical academy programs and technology seminars - 110
Study abroad / language learning programs Study abroad programs for acquiring or improving foreign language skills Not held in fiscal 2020 - -
Yamaha Business School Support for self-driven learning efforts of employees (distance learning) 217 - -
Second Life Preparatory Seminar Provision of opportunities and information for employees 2 years prior to mandatory retirement to encourage contemplation regarding life after retirement 111 1 day 4
Open TOEIC tests held on Company premises Widely recognized English-language skill tests, held at four Company sites 495 - 17
Training for supervisors with subordinates on childcare leave Training to support the growth of subordinates returning from childcare leave Not held in fiscal 2020 1 day -
Seminars for employees returning from childcare leave Seminars for supporting the smooth return to work and career development of employees returning from childcare leave Not held in fiscal 2020 1 day -

The Yamaha Group strives to develop management personnel who can form the backbone of business activities.
The Senior Specialist Institute (SSI) is a program for developing locally hired and other management personnel being implemented and enhanced primarily at overseas production sites, to cultivate manufacturing managers on a global scale.
For human resources engaged in sales, we implement the Yamaha Sales company Executive College (Y-SEC) program to train candidates to become site managers, mainly at overseas sales companies. Currently, we are establishing systematic programs equally focused on job category and rank as we take a structured approach toward training human resources for management positions. As one facet of these efforts, we have introduced a management human resource development program (Yamaha Global Management Program) common among all job categories.

With the goal of improving upon its “Made in Yamaha” quality, the Yamaha Group is clarifying the roles and functions of each of its production sites while also fostering human resources that can support the manufacturing activities at these sites.
Plants in Japan are positioned as bases for manufacturing high-value-added products. At these sites, we focus on cultivating human resources that can support the development of competitive manufacturing technologies and on transmitting the core skills required to manufacture musical instruments to new employees. Meanwhile, technicians and supervisors from Japan are dispatched to plants in China, Indonesia, Malaysia, and India to help cultivate personnel at these sites based on the core manufacturing technologies developed in Japan. In addition, shared, rank-based manufacturing training programs are implemented to foster core human resources at these plants to strengthen their foundations as production sites delivering the same high level of quality provided by bases in Japan.

The Yamaha Group appoints locally hired employees from business sites around the world to important posts. In addition, core management positions are managed in an integrated, global manner to facilitate the cultivation of human resources for core positions, including future managers. We are also developing frameworks for promoting succession planning for this purpose. In fiscal 2019, uniform Group standards (global grading system) were implemented to allow for integrated management of core positions, and the requirements for candidates meeting these standards were defined. Based on these provisions, initiatives are being advanced based on the following four themes.

  1. Integrated Management of Human Resources for Core Positions
    Development and implementation of talent management systems for tracking and managing human resources for core positions (current position holders and successor candidates)
  2. Positioning and Cultivation of Human Resources for Core Positions
    Ideal positioning and cultivation of human resources from Groupwide optimization perspective not bound by restrictions such as country of birth or current company
  3. Assessment and Compensation
    Establishment of balanced, uniform Groupwide assessment standards and compensation frameworks to facilitate recruitment and retention of talented human resources
  4. Development and Succession Planning
    Formulation and implementation of succession plans

The Yamaha Group holds regular face-to-face meetings with all employees to both assess performance and support employee development. These meetings serve to align the perspectives of employees and their supervisors with regard to the objectives and mission of the Group and its divisions in addition to each individual’s role and goals. This approach allows the Group to confirm levels of achievement, future challenges, and the direction of skills development.
In addition, training programs for junior employees include meetings with human resource representatives held during employees’ second, fourth, and sixth years for the purpose of confirming and discussing their degree of growth in comparison with targets and their career plans. The Group provides comprehensive support to all employees to cultivate the fundamental business skills necessary to quickly begin making contributions and to enable them to feel motivated in their work.
Furthermore, in order to ensure that these meetings are conducive to fair evaluations and effective support for employee growth, the Group carries out evaluator training for the managers and other staff members who conduct meetings.