Human Resource Development

  1. Establishing Education and Training Programs
  2. Development of Management Personnel
  3. Fostering Human Resources to Support Manufacturing
  4. Development of Global Personnel
  5. Supporting Employee Development through Regular Face-to-Face Meetings
  6. Introduction of New Human Personnel System and Assessment Training for Managers

Under the belief that creating a mutually beneficial relationship between the employee and the Company inspires motivation, 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.

Main Training and Education Programs and their Status of Implementation (FY2017)
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
Yamaha Global Institute Development of core personnel who will be involved in company management in the future   15 days/yr 37
Yamaha Management Institute Development of core personnel who will be involved in company management in the future 27 days/yr 54/past 5 yrs
Senior Specialist Institute Development of personnel to manage production (production base managers, supervisors, etc.) 14 40 days 74
Yamaha Sales Company Executive College Development of personnel to manage sales (sales base managers, supervisors, etc.) 8 12 days -8
Started in FY2017
Yamaha Advanced Skill School Development of supervisory personnel on domestic production shop floors 16 370 hrs 700
Yamaha Technology Training Center Development of core personnel on domestic production shop floors 30 180 hrs 1500
From-To Program Passing down core technologies relating to musical instrument manufacturing 20   500
Function-Specific Training Quality engineering, international training, core technology training (signal processing, acoustic vibration engineering, materials engineering), etc. GAME 260
Technology academy/core technology 195
20 hrs
24 hrs
1200/past 5 yrs
1240/past 5 yrs
Overseas/Language Study Studying abroad to acquire and improve foreign language skills 2 6 mos 29
Yamaha Business School Supporting autonomous learning by employees (training by correspondence) 340 Autonomous learning 1690/past 5 yrs
Life design seminars Opportunity for employees turning 50 to contemplate life designs and information-sharing Not implemented 7.5 hrs 400/past 5 yrs
Second Life Preparatory Seminar Opportunity for employees 2 years out from retirement to contemplate life beyond retirement and information-sharing 225 7.5 hrs 830/past 5 yrs

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 manager, mainly at overseas sales companies. Going forward, we will systematically establish programs equally focused on job category and rank as we take a structured approach to training human resources who will work in management positions.

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 Malaysia, for example, are 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 core person in the right core 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, four-year, and eight-year marks after joining the Company. Meetings are attended by workplace managers, the HR manager assigned to each department, and 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.

Based on the progress of globalization and changes to management and business structures, Yamaha Corporation introduced a new personnel system in October 2016.This system expands on both fair evaluation and support for cultivation of human resources in order to utilize its diversity and encourage highly motivated employees.
The new HR system is characterized by: ranking, evaluation, and compensation systems focused on employee roles; a decreased emphasis on seniority and an increased emphasis on willingness to accept challenges; and targeted evaluations of both human resources who contribute as leaders and human resources who contribute through advanced specialization. Aiming for an HR system that facilitates continuous on-site learning for each and every employee, as well as being able to feel a high sense of motivation when executing challenging work tasks, Yamaha spent approximately two years in labor-management discussions and in talks with managers when making the revisions.
To introduce the system, we held an orientation meeting to help employees understand the system, and conducted “Assessment Training" for management-level employees in charge of evaluating and instructing employees. Our intention is to communicate the plan and purpose of this system, and to produce a system that is appropriate and effective, as well as create fair working conditions and improve support for employees.