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, labor union membership or non-membership, 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 Human Resource Management 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 working conditions, 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.

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

• 2 Managers are included in the calculated figures. The right to collective bargaining of labor unions is respected.
• 3 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 surveys annually for domestic and overseas Yamaha Group company employees with the goal of understanding employee engagement and the workplace environment.

These surveys aim to visualize organizational issues and strengths based on the conditions and awareness each employee experiences through their daily work, with the aim of enhancing human capital that supports sustainable value creation and driving improvements in organizational culture.

In fiscal 2026, the details of the survey were revised, questions simplified, and the design was revamped to focus on employee experience. This approach reduces the burden associated with data collection and analysis, while securing the time necessary for each organization to take ownership of survey results and engage in dialogue-driven improvements, enhancing the overall effectiveness of improvement activities. The surveys confirmed the overall state of employees, namely their vitality, enthusiasm, and sense of deep commitment through work from the perspective of job satisfaction. Furthermore, from the perspective of organizational culture, surveys were conducted on the status of the organization that leads to value creation, including an environment that supports co-creation, new challenges, and growth; employees’ sense of the significance and value of their work; and the quality of relationships.

In fiscal 2026, employee engagement surveys were administered to the approximately 12,000 employees with a response rate of 81%.

Under its medium-term management plan, Yamaha has positioned “continuous improvement of positive response rate for job satisfaction” as a key indicator related to human capital, which was 67% in fiscal 2026. Going forward, the Company will encourage proactive improvement activities at each organization based on survey results, leading to continuous value creation through mutual growth by addressing these issues as a company.

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,^*5 which is formed by the labor unions and employee associations of domestic Group companies, through regular labor and management liaison meetings.

• 5 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 aim is to cultivate a corporate culture of taking on new challenges, encourage communication, and improve motivation through proactive disclosure of management information to employees and case studies and stories shared about Group company and division activities. 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. At this event, Yamaha holds the final judging session and awards ceremony for the Yamaha Awards, a presidential commendation program recognizing activities that have contributed to elevating the Yamaha brand. Additionally, the presentation ceremony for Skills & Services Excellence (an employee recognition program for those working at production and sales sites) also takes place. Through initiatives such as the Our Music project, which creates a single music video compiled from performance footage submitted by Yamaha Group employees from around the world, and other events organized by the Yamaha Day Executive Committee that comprises employees from various Group divisions, all employees are given the opportunity 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 2026, the President visited workplaces to take part in 20 face-to-face discussions with a total of 284 employees. Over the six years since 2020, the President has spoken with a total of 2,118 employees in such discussions.

Communication Between Production Sites and Employees

Yamaha Group production sites inside and outside Japan hold annual family factory tours for employees’ families. These tours provide an opportunity to deepen their understanding and interest in the Group through hands-on experience of the products and mini-concerts performed by employees themselves.

Furthermore, Yamaha Day also includes sports, karaoke performances, and other events. These events are meant to cultivate a feeling of unity among all employees, heighten employee engagement, and invigorate the workplace.