Promoting Work-Life Balance

The Yamaha Group is actively promoting work-life balance based on the basic policy below. In 2006, we established a Work-Life Balance (WLB) Promotion Committee, jointly run by labor and management, while we are also striving to shorten overall working hours and create and enhance work-family balance support systems. Furthermore, each department formulates Work-Life Balance Action Plans and is rolling out activities aimed at work styles 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.

[ image ] Basic Policy in Work-Life Balance

In order to reduce total working hours and prevent excessive work, Yamaha Corporation established guidelines for overtime through labor-management agreement. In addition to annual paid leave days, we are developing a system for assorted types of leave, including leave related to bereavement or celebration, and consecutive days of leave given upon company transfers, reaching retirement age, or reaching an auspicious age, for the objective of enhancing the private lives and supporting the major life events of our employees.
At the same time, we are promoting awareness and building structures toward self-directed, highly productive work styles. We have programs such as "All Go Home at the Same Time Day," which encourages all employees to leave work on time, a flex time 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 FY2018 results
Initiative Content Participants Fiscal 2018 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 were encouraged to take substitute days off; implemented as planned (Yamaha Corporation)
Full use of paid leave days Encouragement for employees and supervisors not fully utilizing their leave Yamaha Corporation E-mail for encouragement sent to those who utilized less than 10 days of paid leave the prior fiscal year; those who utilized less than 5 days requested to submit reports (FY2018 average paid leave taken: 14.4 days)
Go-home-on-time day At each office, weekly days (or every other Friday) set as All Go Home at the Same Time Day Yamaha Corporation and Group companies within its office Approx. 92% compliance (Yamaha Corporation)
Awareness and education Seminar by a noted expert Yamaha Group employees -
Information shared on the Intranet Yamaha Group employees -

FY2018 Performance Self-Evaluation and Future Planning

The average annual working hours for all companies in the Yamaha Corporation are decreasing each year.
With regard to annual paid leave, we took the target of 15 days from fiscal 2016 onwards, backed by both labor and management. As a result, usage improved to 14.2 days in fiscal 2017 and 14.4 days in fiscal 2018. Although this was below the 15-day target, efforts by labor and management to actively promote the policy are yielding results.

From FY 2018, we lowered the maximum monthly standards of the labor-management guidelines regarding in-house overtime hours. In addition, we will monitor the status of monthly overtime hours and preemptively raise the attention of departments which appear likely to exceed the standards of the labor-management guidelines in order to further decrease average annual working hours. We intend to continue urging the use of leave for employees who were unable to take their allotted days in the previous fiscal year as we conduct initiatives such as urging departments to take one planned day of leave a month in order to reach the target of 15 days of taken annual paid leave.

Initiatives for “Work Style Improvement”

Yamaha Corporation established the “Work Style Reform Project” in May 2017 in order to make further progress as we aim for a self-directed, highly productive work style. As part of this project, 16 willing workplaces in the Yamaha Group participated in a “Work Style Reform Trial” for the three months between October and December 2017. Each 16 teams established themes connected to making Work Style Reform Vision come true.

Work Style Improvement Vision

We will work on our own initiative and increase new interactions and collaborations both internally and externally.

Collaborations with respect for will

With creativities and new challenges, we will continue activities leading to “Sharing Passion and Performance” and “Creating excellent customer experiences”

Excellent work based on future oriented

We will work ambitiously on challenging subjects.

Work eagerly, having funs

Action for Vision and Examples of Activities

  • Improve productivity and strive to do work new way from yesterday
  • Tap into creativity and produce new value
  • Share information and visualize tasks (example: make a work manual)
  • Reduce work and improve efficiency (example: fully implement meeting operation rules)
  • Create planned rest (example: promote use of paid leave)
  • Flexible application of work rules (example:Tele work)

After the trial, the activities were published on the Intranet and results and issues were shared internally. The Company wishes to promote work style Improvement in the future based based on the results of this trial.

The Yamaha Group is creating and improving its support systems for work-life balance by building flexible work systems responsive to the varied circumstances of individual employees. Furthermore, we are spreading awareness and education on these systems among employees.
Based on the Act on Advancement of Measures to Support Raising Next-Generation Children, Yamaha Corporation formulates and carries out an action plan.
As a result of the third phase of the three-year plan beginning in fiscal 2014, we acquired "Platinum Kurumin"* certification.

Acquisition of certification related to support for developing future generations*
Certification Date acquired Main measures implemented
“Kurumin” Aug. 2008
  • Extended childcare leave period, etc.
  • Adapted the shorter work hours for childcare system
  • Mandatory group paid leave, etc.
Aug. 2014
  • Held work-life balance seminar
  • Adopted "Go Home at the Same Time Day," etc.
“Platinum Kurumin” Jun. 2016
  • Encouraged males to take paternity leave
  • Shortened working hours, etc.
  • * A Ministry of Health, Labor and Welfare system for certifying companies that provide support for developing future generations. Company action plans are reviewed in accord with the Act for Measures to Support the Development of the Next Generation. Certified companies are allowed to carry 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.
[ image ]
"Platinum Kurumin" special certification mark recognizing support for developing future generations
System for child care and nursing (compared with legal standards)
System Legal standards Yamaha Corporation
Maternity leave 42 days before birth (98 days for multiple birth), 56 days after birth 56 days before birth (98 days for multiple birth), 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 14 day before or after birth of a spouse
Child care leave In principle, until child becomes one year old (in special circumstances, this may become one year six months or two years) Until child become 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 work hours for child care Until the child becomes three years old Until the child completes third grade in elementary school
System to remove overtime hours for child care Limits overtime work until the child becomes three years old Eliminates required overtime work until the child completes third grade in elementary school
Applicable scope for nursing system Spouse, child, mother, father, spouse’s mother or father, grandparent, sibling, or grandchild Relative within two degrees of relation
Leave of absence due to nursing 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 working hours due to nursing Separate from leave of absence due to nursing; to two times or more within three years of start of use Until end of nursing duties
Reduced work week due to nursing - Exempt from one work day per week, until end of nursing duties
Leave for nursing Five days per applicable family member; 10 days for two or more persons Five days per applicable family member
  • • Usage status of the child care leave system is shown on the Social Data page. Rate of use of maternity leave and rate of return to work has been at least 90% in recent years.

Recognition as “Company Friendly to Child Raising” by Shizuoka Prefecture

Yamaha Corporation and Yamaha Business Support’s proactive initiatives to create a workplace environment in which it is easy to raise children have been recognized with the award for “Company Friendly to Child Raising” by Shizuoka prefecture.
The “Company Friendly to Child Raising” distinction by Shizuoka prefecture awards companies which strive to develop a workplace environment in which it is easy to raise children and nurture “Iku Boss”* managers who create a workplace which considers work-life balance.
Yamaha Corporation was praised for its expansive support system for employees who wish to raise children and continue working as well as its efforts to promote the use of child care leave by male employees and improvements to its leave usage statistics. Yamaha Business Support received this award due to its activities to raise awareness about work balance internally, including achieving a 100% rate of employees returning to work after taking child care leave, introducing child care experiences of employees, and holding seminars to develop managers into Iku Bosses.
In the future, the Yamaha Group will continue to promote efforts to build a workplace in which its employees can shine while feeling satisfied in both their professional and personal lives.

  • * “Iku Boss” refers to a superior (manager) who considers the work-life balance of his/her subordinates and supports their careers and personal lives while simultaneously enjoying his/her own professional and personal life.
[ image ] Award Ceremony
Award Ceremony