Communication Between Labor and Management

• Labor-Management Dialogue
• Communication with Employees

Labor-Management Dialogue

The Yamaha Group observes international treaties and regulations and practices respect for the rights of workers, including the rights to freedom of association, freedom of enrollment or non-enrollment in labor unions, collective bargaining, and peaceful assembly. Opportunities are provided for workers to engage in frank discussions with management without fear of discrimination, reprisal, coercion, or harassment, and labor and other agreements are respected. Furthermore, in exercising its corporate philosophy, employees and management strive to achieve favorable relationships based on ample communication.

Fostering of Healthy Relationships through Communication Between Labor and Management

One of the policies contained in the Yamaha Group Policies & Rules is “maintenance and construction of a healthy labor-management relationship,” and the Group conducts labor-management dialogues between management and the labor unions or employee associations set up in each Group company.

At Yamaha Corporation and domestic Group companies, labor-management council and liaison conference meetings are held regularly to discuss the status of operating results and labor affairs as well as business challenges. In addition, Group companies are aiming to improve occupational health and safety and work-life balance and create better work environments through the joint efforts of employees and management. At overseas Group companies, dialogues between employees and management are proceeding in accordance with the labor laws of each country.

At Yamaha Corporation, joint management council meetings are held regularly so that critical management issues can be examined and discussed between labor and management. These meetings 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. The results of these discussions are communicated to employees through the reports issued by companies and labor unions. In addition, labor agreements stipulate that changes to business operations with the potential to materially impact employees, such as relocations stemming from organizational or position changes or staff reallocations, warrant prompt notification to labor unions or labor-management discussions. Labor union officials also participate in the running of systems that have a significant impact on employees, such as corporate pension funds, health insurance unions, the Mutual Aid Foundation, and employee stock ownership plans.

The Human Resources Division of Yamaha Corporation monitors domestic and overseas Group companies to ensure that labor and management communicate effectively with each other in accordance with the Yamaha Group Policies & Rules, and requests for corrective action are issued when needed. In addition, to ensure that managers and other management personnel at Group companies correctly understand the rights of workers and build sound and stable labor-management relations, we have established “Guidelines for Education on Labor and labor-management Relations” and monitor the implementation of management education in accordance with these guidelines.

Note: In addition to the above, meetings of the Overseas Work Committee, discussions of annual operation schedules, report briefings on the business outlook for individual departments, and labor-management discussions on Company/division policies and on measures to address issues that come to light at union meetings are held.

• 1 Managers are included in the calculated figures. The right to collective bargaining of labor unions is respected.
• 2 Scope of statistics: Yamaha Music Japan Co., Ltd.; Yamaha Fine Technologies Co., Ltd.; and Yamaha Corporate Services Corporation

Employee Engagement Surveys

The Yamaha Group has been administering employee engagement surveys since fiscal 2021. Administered annually, these surveys are designed to track metrics pertaining to organizations and employees and to identify issues so that this information could be used to energize organizations, improve job satisfaction and workplace comfort, and ultimately spur the mutual growth of employees and the Company. In fiscal 2025, employee engagement surveys were administered to the approximately 12,000 employees of domestic and overseas Yamaha Group companies. The response rate was 85%.

Questions pertaining to job satisfaction assessed whether employees held pride in working for the Yamaha Group and felt that they were able to grow through their work. Questions pertaining to workplace comfort examined circumstances surrounding team relationships, cooperation with colleagues and supervisors, and organization openness. The findings of these surveys will be utilized going forward in order to shape ongoing initiatives for improving the Company and its organizations.

Communication with Employees

Labor-Management Information Sharing and Exchanges

Yamaha Group companies promote communication with labor unions and employee associations in order to foster cultures of earnest, mutual understanding between labor and management. In Japan, we engage in labor-management information sharing and exchanges together with the Yamaha Union Conference,^*3 which is formed by the labor unions and employee associations of domestic Group companies, through regular labor and management liaison meetings.

• 3 The Yamaha Union Conference was established in September 1990. Along with deepening solidarity among members of the Yamaha Group, the conference works to further the development of organizations, create better working environments, improve labor conditions, conduct social contribution activities, and exchange a wide range of information aimed at enriching personal lives.

Promotion of Employee Relations

As part of its employee relations activities, the Yamaha Group provides information via internal newsletters, its intranet, and other venues. The Yamaha Group is promoting information provision and communication on a Groupwide basis. Steps toward these ends include the swift distribution of important information pertaining to businesses and management. We also share examples of actual activities at Group companies and divisions around the world. In addition, regional internal newsletters are issued in China and Southeast Asia, where the Group positions production sites. These regional letters, which are prepared in the languages used in the given area, provide information on the Group as a whole as well as information on a range of initiatives, including operational improvement and health and safety activities at Group production companies, in order to contribute to the mutual development and sense of oneness of Group companies.

Meanwhile, the Yamaha Day global event is held annually in October around the anniversary of the Company’s founding. This event includes the Yamaha Awards program, in which the president presents awards, as well as videos introducing Yamaha colleagues working around the world and “Our Music,” a music video created with footage of performances submitted by Yamaha Group employees from around the world. These activities make Yamaha Day a day for employees to build solidarity by expressing their feelings with regard to the Yamaha brand.

Discussions Between the Management and Employees

Discussions are arranged between the president and employees on an ongoing basis as one facet of our efforts to foster an open organizational culture. In fiscal 2025, the president visited workplaces to take part in 26 face-to-face discussions with a total of 464 employees. Over the five years since 2020, the president has spoken with a total of 1,834 employees in such discussions.

Communication between Production Sites and Employees

Yamaha Group production sites inside and outside Japan hold family factory tours for employees’ families. In addition to observing workplaces and factories, these tours provide an opportunity for families to deepen their understanding and interest in the Group through hands-on experience of the products manufactured at factories and through mini-concerts by employees themselves.

In conjunction with the annual Yamaha Day global event held to commemorate the founding of the Company, we arrange sports, karaoke performances, and other events. These events are meant to cultivate a feeling of union among all members of the respective companies and to heighten employee engagement.