Communication with Employees

  1. Basic Policy
  2. Labor Unions
  3. Employer-Employee Communication

The Yamaha Group adheres to the protection of employee’s rights prescribed by international treaties, law, collective labor agreements and other agreements. Furthermore, in pursuing the Yamaha Corporate Philosophy, employees and the employer strive to achieve favorable relationships based on ample communication.

Labor unions have established a union shop system at Yamaha Corporation. Labor unions or employee associations have also been set up at each Yamaha Group company in Japan and hold dialogues between labor and management. At each Group company, these organizations coordinate with each other as the Yamaha Union Conference*1 and exchange information and interact through regular labor and management liaison meetings that are convened.
Each Yamaha Group company outside Japan also holds dialogues between labor and management following the labor laws of each country. At the Yamaha Corporation headquarters, we will continue to carry out monitoring to ensure that favorable employer-employee communication is taking place at each Group company.

  • *1 Yamaha Union Conference (established in September 1990)
    Along with deepening solidarity among those working within the Yamaha Group, the Council works to develop each organization, create better working environments, maintain and improve labor conditions, conduct social contribution activities, and exchange a wide range of information aimed at enriching personal lives.
Rate of Unionization (as of March 31, 2017)
Yamaha Corporation (includes employees temporarily posted to other companies) 77%
Yamaha Group in Japan*2 42%
  • *2 Scope of statistics: Yamaha Music Japan Co., Ltd., Yamaha Music Retailing Co., Ltd., Yamaha Musical Products Japan Co., Ltd., Yamaha Piano Manufacturing Japan Co., Ltd., Yamaha Fine Technologies Co., Ltd., Yamaha Business Support Corporation

At Yamaha Corporation, joint management councils are regularly held so that critical management issues can be examined and discussed between labor and management. The joint management councils 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. Yamaha Corporation also explains matters concerning various corporate policies to labor unions, publishes reports from the discussions whenever necessary, and otherwise works to keep employees informed.
Labor union directors also participate in the running of things such as corporate pension funds, health insurance societies, the Mutual Aid Foundation, and employee stock ownership plans.

Regular Labor and Management Conferences and Committee Meetings
Name Frequency Held Participants Main Topics
Joint management Council Twice/year
(August and February)
Company: President, directors, etc.
Union: Central Executive Committee
Company-wide management issues
Company-wide Production and Sales Committee Monthly Company: Director in charge of labor administration, Human Resources Division (department managers and personnel in charge of labor administration)
Unions: Central Executive Committee
Monthly topics (reports and labor conditions)
Business Site Labor and Management Committee Monthly Company: Business office managers, business office division managers, administrators
Unions: Branch Executive Committee (Central Executive Committee)
Monthly production and sales conditions within each division; reports on labor conditions
Allocation Committee Twice/year (May and November) Company: Human Resources Division (department managers and personnel in charge of compensation)
Unions: Central Executive Committee
Pay raise and bonus
Work-Life Balance (WLB) Promotion Committee Any time
Reports published at least once a year
Company: Human Resources Division (personnel in charge of labor administration)
Unions: Central Executive Committee
Reducing long working hours, encouraging the taking of paid vacation days, and various other initiatives related to WLB
  • *In addition to the above, the Overseas Work Committee, discussions of annual operation schedules, and labor-management discussions to address issues that come to light at union meetings, and that are relevant to company/division policies, are held.