Promotion of Work-Life Balance

The Yamaha Group is actively promoting work-life balance based on the following basic policy. To this end, we have established the Work-Life Balance Promotion Committee, which is jointly run by labor and management. We are also striving to shorten overall working hours and establish and enhance work-life balance support systems in an effort to help enrich the lives of all employees that will also accelerate the growth of the Company. Furthermore, each department formulates a Work-Life Balance Action Plan and is rolling out activities aimed at realizing workstyles that are self-directed and productive.

Basic Policy

In order to realize both expanded business activities and lifestyles that offer personal fulfillment, we will proactively promote work-life balance that respects a wide range of values and lifestyles.
People can use the extra time created by increases in the quality and productivity of work in many different ways, which in doing so leads to the enhancement of the overall quality of life while energizing the body and mind. This energy can provide the power for new value creation, and serves as a source of continued good work, the enhancement of corporate value, and the realization of a fulfilling life. We will work toward the creation of this type of virtuous cycle at Yamaha.

[ picture ] Basic Policy in Work-Life Balance

In order to prevent long and excessive working hours, Yamaha Corporation established guidelines for overtime through a labor-management agreement. In fiscal 2020, the Company advanced initiatives aimed at achieving its targets of less than 70 hours of average monthly overtime and less than 540 hours of average yearly overtime. In addition to annual paid leave days, we are developing a system for assorted types of leave, including leave related to bereavement or celebration as well as consecutive days of leave given upon company transfers, reaching retirement age, or reaching an auspicious age for the objective of enhancing the private lives of employees and supporting them during major life events.
At the same time, we are promoting awareness and building structures for the purpose of realizing self-directed, highly productive workstyles. We have programs such as “All Go Home at the Same Time Day,” which encourages all employees to leave work on time, a flextime system for working hours, and programs to urge employees to fully use their paid leave days. We are gradually rolling these programs out at domestic Group companies as well.

Major Initiatives and Fiscal 2020 Results
Initiative Details Participants Fiscal 2020 results and follow-up
Full staff paid leave days Annual 3-day period (summer) Yamaha Corporation and some Group companies Staff who could not take leave during the period encouraged to take substitute days off; implemented as planned (Yamaha Corporation)
Full use of paid leave days Leave acquisition encouragement for employees and supervisors not fully utilizing their leave Yamaha Corporation E-mail for encouraging leave acquisition sent to those who utilized less than 10 days of paid leave in the prior fiscal year; those who utilized less than 5 days requested to submit reports (FY2020 average paid leave taken: 15.1 days)
“All Go Home at the Same Time Day” Every or every-other Friday set as “All Go Home at the Same Time Day” on an individual office basis Yamaha Corporation and Group companies within its office Approx. 94% rate of compliance (Yamaha Corporation)
Awareness and education Seminar by a noted expert Yamaha Group employees -
Information shared on the intranet Yamaha Group employees -

Fiscal 2020 Performance Self-Evaluation and Future Outlook

The Companywide average for total annual working hours at the Yamaha Corporation is decreasing with each coming year. In addition, labor and management are actively promoting the acquisition of paid leave days to accomplish the Company target of having an average of 15 days of leave acquired from fiscal 2017 onward. Employees who did not use the defined number of days of leave in the previous fiscal year are approached and encouraged to take leave. As a result of these efforts, the rate of use of paid leave days continues to increase, and the average number of paid leave days used in fiscal 2020 was 15.1.
From fiscal 2019, we lowered the maximum monthly limit for in-house overtime hours described in labor-management guidelines, and the maximum limit was set at 65 hours per month for fiscal 2021. In addition, we will monitor the status of monthly overtime hours and preemptively raise the attention of departments that appear likely to exceed the level put forth in the labor-management guidelines in order to further decrease total annual working hours.

Workstyle Reform Initiatives

Yamaha Corporation is advancing workstyle reform initiatives aimed at realizing self-driven, highly productive workstyles. Looking at fiscal 2020, a telework system was introduced in June 2019 that can be used for purposes such as childcare or long-term care for family members (This system has been used more than 500 times in aggregate.). In addition, we participated in the TELEWORK DAYS 2019 campaign sponsored by the Ministry of Internal Affairs and Communications over the period from July to September 2019. The Company is also examining the possibility of expanding the range of applications for which its telework system can be used. Furthermore, we advanced various initiatives aimed at contributing to the skill development and motivation of employees facing time restrictions. For example, flextime systems were made available to employees working shortened hours for childcare or long-term care purposes, and training sessions were held for individuals returning to work from childcare leave as well as for their supervisors. Similar initiatives are being advanced at several domestic Group companies based on the conditions at each individual company.

The Yamaha Group is establishing and improving work-life balance support systems to respond to the varied circumstances of individual employees. The use of these systems is being promoted by spreading awareness among employees. In addition, Yamaha Corporation has formulated an action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children. The advancement of this plan led the Company to receiving Platinum “Kurumin” certification* in 2016 (see “External Recognition” for details).
In fiscal 2021, the Company intends to introduce systems that allow employees to work fewer days a week or shorten hours for the purpose of receiving medical treatment to support employees in balancing their work with their treatment.

Childcare and Nursing Systems (Comparison with legal standards)
System Legal standards Yamaha Corporation
Maternity leave 42 days before birth (98 days for multiple births), 56 days after birth 56 days before birth (98 days for multiple births), 56 days after birth
Difficult birth leave - Number of days instructed by physician during pregnancy or within one year of birth
Birth support leave - 5 days within a period spanning from 14 days before spouse gives birth to 14 days after spouse gives birth
Childcare leave In principle, until child becomes one year old (in special circumstances, this may become one year and six months or two years) Until child becomes two years old (however, for children born in April, until the end of April after the child becomes two years old)
Child nursing leave Children not yet enrolled in elementary school Until the end of March of the child’s first year in elementary school
Reduced workhours for child care Until the child becomes three years old Until the child completes third grade in elementary school
Exemption from overtime hours for childcare Overtime work limited until the child becomes three years old Exemption from required overtime work until the child completes third grade in elementary school
Applicable scope for nursing care system Spouse, child, mother, father, spouse’s mother or father, grandparent, sibling, or grandchild Relative within two degrees of relation
Leave of absence for nursing care Up to a total of 93 days per applicable family member (possible to split into up to three leaves) Up to one year per applicable family member (possible to postpone for up to six months)
Reduced workhours for nursing care Two times or more within three years of start of use (separate from leave of absence for nursing care) Until end of nursing care duties
Shortened work week for nursing care - Exemption from one work day per week until end of nursing care duties
Leave for nursing care Five days per applicable family member; 10 days for two or more persons Five days per applicable family member
  • * Information on the usage status of the childcare leave system is shown on the Social Data page.
    The rates of use of maternity leave and of return to work have been at least 90% in recent years.

Establishment of On-Site Daycare Facilities

Yamaha Corporation established an on-site daycare facility (Oto no Ie) in 2019 as part of its efforts to build frameworks that provide a comfortable workplace environment and that enable employees to continue working with peace of mind. This move was designed to accommodate the diverse lifestyles of employees.
The Company has continued to conduct various initiatives to make work rules flexible and to expand and promote its work leave systems. One example of success in these initiatives is the fact that childcare leave is taken by nearly all female employees giving birth as well as by an aggregate total of 109 male employees. By establishing daycare facilities at business sites, the Company aims to make it even easier for employees to return to work, and, because their children are nearby, enable them to better focus on their work.

[ photo ] On-site daycare facility (Oto no Ie)
On-site daycare facility (Oto no Ie)

Yamaha Corporation has formulated an action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children. Through the advancement of this plan, the Company was able to receive “Kurumin” certification in 2008 and Platinum “Kurumin” certification* in 2016.

Acquisition of Certification related to Support for Developing Future Generations*
Certification Date acquired Main measures implemented
“Kurumin” Aug. 2008
  • Extension of childcare leave period, etc.
  • Implementation of more flexible reduced workhours for childcare system
  • Mandatory Group paid leave program, etc.
Aug. 2014
  • Work-life balance seminar
  • Implementation of “All Go Home at the Same Time Day,” etc.
Platinum “Kurumin” Jun. 2016
  • Encouragement of male employees to take paternity leave
  • Shortening of workhours, etc.
  • * “Kurumin” is a Ministry of Health, Labour and Welfare system for certifying companies based on the Act on Advancement of Measures to Support Raising Next-Generation Children. Company action plans and performance are reviewed in accord with the Act for Measures to Support the Development of the Next Generation. Certified companies are allowed to display the “Kurumin” mark. Platinum “Kurumin” is a system that certifies, among the companies that have acquired the “Kurumin” mark, companies that conduct initiatives to support work-life balance at or above a specific standard
[ logo ] Platinum “Kurumin” certification mark recognizing support for developing future generations
Platinum “Kurumin” certification mark recognizing support for developing future generations