Promotion of Work-Life Balance

• Work-Life Balance Promotion Initiatives
• Prevention of Excessive Working Hours
• Improvement of Job Satisfaction and Workplace Comfort
• External Recognition

Work-Life Balance Promotion Initiatives

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 as they please, which in doing so leads to the enhancement of the overall quality of life while energizing both body and mind. This energy can provide the power for new value creation while contributing to the enhancement of corporate value and the realization of an enriched personal life.

In addition, the Yamaha Group has established the Work-Life Balance Promotion Committee, which is jointly run by labor and management, to guide its efforts to reduce total working hours and establish and enhance work-life balance support systems as part of its drive to create workstyles that are self-directed and productive.

Prevention of Excessive Working Hours

The Yamaha Group aims to reduce overtime and weekend work, both causes of excessive working hours, through methods that include introducing a flextime system, while enhancing its leave systems and promoting their use.

To reduce total working hours, Yamaha Corporation established guidelines for overtime through a labor-management agreement. Based on these guidelines, monthly working hours are monitored, and prompt warnings are issued to workplaces deemed to be at risk of surpassing the limits set in the guidelines. In addition, the limits for monthly working hours described in these guidelines have remained at less than 60 hours of average monthly overtime and less than 540 hours of average yearly overtime as of fiscal 2026, with the aim of ensuring that no employees exceed these guidelines. Since fiscal 2023, Yamaha has worked to further enhance productivity and ensure all employees remain more valued, more engaged, and more committed by encouraging employees to clock out on the last working day of each week with no overtime as a new workstyle rule and prohibiting workplace communication after 6 p.m. By visualizing working hours through the recording of log-in and log-out times on work PCs, Yamaha is also promoting productive and autonomous workstyles, leading to the prevention of overwork.

Furthermore, we have set goals for the number of days of paid leave acquired each year through labor-management discussions and are encouraging systematic leave acquisition. To further encourage leave acquisition, we reach out to people who have not taken a sufficient number of days off as well as their supervisors and conduct follow-up monitoring while remaining considerate of individual work circumstances. We have also arranged days in which every employee is encouraged to take the day off to ensure that leave is taken. 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 personal lives of employees and supporting them during major life events. These initiatives for reducing working hours and encouraging leave are being sequentially deployed throughout domestic Group companies.

Fiscal 2026

Total working hours per person at Yamaha Corporation amounted to 1,913.4 hours. Meanwhile, the average number of paid leave days used was 16.0, surpassing the target of 15.

Improvement of Job Satisfaction and Workplace Comfort

The Yamaha Group is revising its systems and frameworks with the goal of realizing self-directed, highly productive workstyles while also improving employee job satisfaction and workplace comfort. For example, a system was introduced in April 2024 that allows for teleworking to be performed on a half-day as well as a full-day basis. In addition, we are enhancing our telework systems as well as our childcare, nursing care, and medical treatment support systems for all employees. At the workplace level, efforts have included refining work processes and streamlining meetings. Through these efforts, we aim to develop flexible systems and workplace environments that are accommodating of the circumstances of individual employees. The hope is to allow our employees to exercise their skills while maintaining good physical and mental health and living enriching work and personal lives.

In 2025, Yamaha Corporation trialed a flextime system with no core hours for some of its divisions. Recognizing that removing core hours can support diverse, flexible, and autonomous workstyles among employees and that this can enable each employee to fulfill their role and potentially improve organizational performance in certain divisions, the Company introduced a system in April 2026 that allows each division to choose whether or not to have core hours based on the nature of its operations.

Establishment and Enhancement of Work-Life Balance Support Systems

The Yamaha Group is bolstering its work-life balance support systems, and the use of these systems is being promoted among employees.

At the same time as developing a comprehensive system that is not only flexible and easy to use but also exceeds legal standards, the Company is taking a proactive approach, such as setting measures and targets that encourage male employee participation in childcare and providing beneficial information and tools to support balancing childcare, nursing care, and medical treatment with work.

Establishment of On-Site Daycare Facility

Yamaha Corporation has established an on-site daycare facility (Oto no Ie) at its headquarters.

Since 2019, Yamaha Group employees have continued to use this facility, which is operated based on a unique program that is distinctive of Yamaha’s commitment to providing opportunities to encounter and engage with sound. Through this facility, 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.

Programs for Flexible Accommodation of Individual Circumstances

Yamaha Corporation is advancing the creation of an environment in which each employee can play an active part by developing and expanding a system that flexibly accommodates employee life events.

Commuting Area Expansion Program

In 2023, we introduced a system that expands the range of areas from which individuals can commute should they need to work away from their family or provide nursing care to family members and allows employees to work in remote locations to accommodate differing individual needs, while also developing an environment that encourages employees to continuously demonstrate their skills.

Rehiring Program for Employees Accompanying Spouses on Overseas Assignment

Yamaha Corporation has in place a system to rehire employees who left the Company in order to accompany a spouse on an overseas assignment after returning to Japan. This system is available even to employees accompanying spouses who do not work for Yamaha Group companies on overseas assignments, with a limit of five years from their retirement.

Rehiring Program for Workers Committed to Nursing Care

Yamaha Corporation has been steadily introducing a system that allows an employee to be rehired if they retired to provide nursing care for a family member. In such cases, the valid re-employment period is within five years of said retirement date.

Clear Standards Permitting Side Jobs

The Company has defined clear standards permitting side jobs in April 2023 to support employees in pursuing autonomous skill development and self-actualization. This decision was based on the recognition that side jobs provide an opportunity for employees to experience diverse values outside of Yamaha’s business domain. Such opportunities allow employees to hone their thinking skills by broadening their horizons. For these reasons, side jobs are seen as a way for employees to obtain new knowledge, skills, and experience.

External Recognition

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”^*1 certification in 2016. In 2018, Yamaha Corporate Services Corporation (then Yamaha Business Support Corporation) received “Kurumin” certification, and this company went on to earn Platinum “Kurumin” certification in 2020.

Yamaha Corporation is committed to providing a workplace environment that is supportive of employees who seek to continue contributing in the workplace while providing care to family members. To this end, we utilize the symbol mark^*2 developed by the Ministry of Health, Labour and Welfare, which signifies a company’s commitment to promoting workplace environments that enable employees to balance work and caregiving, thereby helping to prevent care-related resignations. Through this initiative, we aim to raise awareness of and interest in creating workplace environments that support employees in continuing their careers while balancing caregiving responsibilities, while fostering broader social momentum in support of measures to prevent employees from leaving the workforce due to caregiving demands.

Platinum “Kurumin” certification mark recognizing support for developing future generations

Tomonin^*2 symbol mark for companies promoting workplace environments that enable employees to balance work with nursing care

• 1 “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 accordance with this Act, and 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.
• 2 Tomonin is the symbol mark for the Ministry of Health, Labour and Welfare system for recognizing companies that promote the development of workplace environments that enable employees to balance work with nursing care.