Promoting Work-Life Balance

  1. Basic Policy and Promotion System
  2. Reducing Total Working Hours
  3. Building and Improving Work-Life Balance Support Systems
  4. Results of Evaluations by External Parties

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 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. 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, 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 FY2017 results
Initiative Content Participants Fiscal 2017 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 sent to those who utilized less than 10 days of paid leave the prior fiscal year; reports requested from those who utilized less than 5 days (FY2017 average paid leave taken: 14.2 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

FY2017 Performance Self-Evaluation and Future Planning

The number of employees at Yamaha Corporation who exceed the upper limit for overtime hours noted in the internal labor-management guidelines is decreasing every year in both monthly and annual metrics. With regard to annual paid leave, we took the target of 13 days (held in place until 2015) and increased it to 15 days in fiscal 2017, backed by both labor and management. As a result, usage for fiscal 2017 improved to 14.2 days. Although this was below the 15-day target, efforts by labor and management to actively promote the policy yielded results. In fiscal 2018, we will work to spread awareness of productivity defined by "producing results within a limited amount of time." Additionally, we plan to adopt a Shift Interval System requiring a minimum rest period between the end of one work shift and the beginning of another, in addition to increasing the numbers of "All Go Home at the Same Time Days," addressing standard limits on overtime hours, and continuing labor-management discussions for reviewing these types of guidelines.

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
"Platinum Kurumin" special certification mark recognizing support for developing future generations
Systems for Childcare/Nursing Care (compared to statutory requirements)
System As required by law Yamaha Corporation
Maternity leave
(pre-birth, post-birth)
42 days before birth (98 days in the case of multiple pregnancy), 56 days after birth 56 days before birth (98 days in the case of multiple pregnancy), 56 days after birth
Childcare leave In principle, until the child turns 1 year old (or 1 year and 6 months when certain requirements are met) Until the child is 1-year 6-months old or the end of April after the child has turned 1 year old whichever is longest
Leave to care for sick children Children up until elementary school age Children in the first year of elementary school and up until the end of March
Shorter work hours for childcare Until the child turns 3 years old Until the child completes the first 3 years of elementary school
Exemption from overtime work for childcare purposes Limited overtime work until child turns 3 years old Exemption from overtime work until child completes the first 3 years of elementary school
Scope of nursing care Spouse, child(ren), father/mother, spouse’s father/mother, grandfather/grandmother, siblings, grandchild(ren) Family within two-degrees of kinship
Leave of absence for nursing care purposes Up to 93 days for each family member requiring care Up to 1 year for each family member requiring care
Shorter work hours for nursing care Two times or more for 3 uninterrupted years; separate from the nursing care leave period Up to 3 years total
Nursing care leave 5 days a year for each family member and 10 days for 2 or more family members 5 days a year for each family member
  • Data regarding usage of childcare and nursing care systems are shown on the Social Data page. Acquisition rates and return to work rates for maternity leave have remained at or above 90% in recent years.

Awarded the Best Award for Improved Business Practices

The 35th Gathering of Leading Supervisors was an event for presenting outstanding examples of supervisors at the forefront of manufacturing who excel at worksite management, improvement activities, and workforce development.
The Payroll Group within the Human Resources Department of Yamaha Business Support Corporation was awarded the “Taiichi Ono/Tomoo Sugiyama Award” for its business improvement activities. This is the highest award for improvement activities offered by the Japan Management Association in fiscal 2017.
This group operates from November to December working overtime to prepare for the Yamaha Group’s annual year end adjustment. All members are challenged with improving work processes. Since 2015, documentation verification procedures have been streamlined and improved so that it is easy to divide work and manage progress. As a result, overtime work for year-end adjustment was reduced by 30% in fiscal 2016 in comparison to the previous year. This was the grounds for the award.

[ image ] Members of the Payroll Group in the Human Resources Department of Yamaha Business Support Corporation
Members of the Payroll Group in the Human Resources Department of Yamaha Business Support Corporation
[ image ] Tallying work hours
Tallying work hours
[ image ] A sign saying “Concentrating—Please Do Not Disturb”
A sign saying “Concentrating—Please Do Not Disturb”