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Introducing the approach and policies related to employees


Global perspective and respect for diversity

The Yamaha Motor Group strives to create workplaces that respect diversity, with the aim of achieving an organizational structure that is based on the sharing of ideas and equally high ambitions and spirit, cooperation, and joy in our work among the Company and its employees from a global perspective.

Nurturing Personnel

As our business becomes increasingly global in scale, we believe we need to step up our efforts in areas such as human resources development.

In particular, each year we are enhancing our human resources development programs, which are aimed at various groups of employees. In 2016, our programs dedicated 5,167 hours of training toward the development of employees (excluding compliance training, programs related to legal compliance for health, safety and other areas, and training for new hires).

YMC HR Development Program
YMC HR Development Program
The number of participants in YMC HR Development Program 2016
Global/Selection (Except “Study Abroad” and “Overseas Trainee”) 224
Teamwork 17
Professional 2,351
Stratified Trainings (Except “New Employees Trainings”) 663
Self Value Design (Except “Self Value Challenge” and “Career Survey”) 1,663

Workplaces Thriving on Diversity

Based on our fundamental belief that “all corporate activity originates first of all with and for people,” the Yamaha Motor Group has clearly defined its stance on human rights in its Basic Policies of CSR and Code of Ethics. Furthermore, to maintain continuous growth, we believe it is important that our workforce incorporates diverse viewpoints and values, reflecting different experiences, skills, and attributes.

We have therefore established a Global Human Resources Development Division at our headquarters to develop and implement common management development programs around the world, and introduced global human resource systems to train and hire talented staff. We are also working to build an organization that utilizes global experience and knowledge. We will recruit superior management personnel regardless of their nationality or place of birth, and aim to have local managers fill 60% of management positions at overseas subsidiaries by 2018.

In addition, to promote the participation of women, we have set out and are pursuing a goal of doubling the number of female managers from the 2014 level by 2020, and tripling the 2014 level by 2025. Furthermore, we are striving to further diversify our workforce by hiring non-Japanese managers at headquarters, promoting employment of non-Japanese personnel, and expanding on alternative work styles.

Launch of New Company Promoting Employment for People with Disabilities

For people with disabilities, in October 2015 we established Yamaha Motor MIRAI Co., Ltd., to provide a place where they can participate actively in accordance with their capabilities, and to promote their social independence. The company began its full-scale operations in 2016.

Supporting Work-Life Balance

The Yamaha Motor Group defines its relationship with employees as a business partnership, and the Company’s role as providing an attractive workplace for autonomous individuals. We aim to create workplaces that maintain a positive work-life balance by supporting career advancement plans based on mutual assumptions.

We are enhancing our systems so that employees can work in ways that suit their individual circumstances, by providing childcare leave, nursing care leave, and family illness leave, as well as systems such as flexible work time, short working hours, and the rehiring of employees who resigned to accompany their spouse on overseas postings.

With the aim of reducing overtime, and in consideration of maintaining mental and physical health, we established the Rules Regarding Overtime Work, which are stricter than the legal requirements, based on labor-management consultations. In addition, the Labor-Management Committee on Working Hours, comprising participants from both the labor union and the Company, meets every month to confirm the present state of working hours.

For promoting the use of paid leave, we make efforts to encourage our employees to take time away from work by setting targets for both employees and management, and sending special notices to those eligible for five consecutive days of paid leave.

Main Work-Life Balance Support Programs (Yamaha Motor Co., Ltd.)
Programs Details
Child care leave Employees may take leave until the child’s second birthday.
Family care leave Employees may take leave for up to one year on request.
Family illness leave Employees taking care of children up to the third grade can take up to 5 days per year in the case of 1 child, and up to 10 days if they have two or more preschool-aged children.
Flexible work time system Working hours* can be set at any time between 6:30 a.m. and 9:45 p.m.
*Core working hours are from 10:15 a.m. to 3:00 p.m.
Workload reduction Limits are placed on overtime, and night work is excused for employees with a child up to the third grade and employees caring for a sick or aged family member.
Short-time work system Employees may reduce their working hours by two hours each day.
Others Designated “no overtime” days (every Wednesday; any day preceding a company holiday; paydays; and bonus payment days).
Employees can take three consecutive days of paid leave every year (from age 30, employees can take a consecutive five-day paid leave every five years).

Workplace Safety and Health

Under the leadership of the Central Safety and Health Committee, with authority delegated by the President and Chief Executive Officer, Yamaha Motor is promoting the establishment of a safe and healthy working environment around the world.

For example, we strive to prevent occupational accidents by performing risk assessment in accordance with the Occupational Safety and Health Management System (OSHMS), to detect potential dangers and harmful conditions in the workplace. In addition, we are focused on developing human resources that can support workplace safety and a healthy occupational environment through job-specific stratified education and training to improve the skills of safety managers, supervisors, and operations chiefs, and by holding occupational safety and health meetings.

Starting in 2008, our headquarters introduced a system for inspecting Yamaha’s main manufacturing centers to determine whether they are meeting OSHMS levels, with group certification granted to centers that have achieved the required level, and follow-ups conducted on a regular basis.

Frequency of occupational accidents* at Yamaha Motor
Frequency of occupational accidents
* Frequency of occupational accidents: Number of workers injured due to occupational accidents per million work hours

Employee Health

Yamaha Motor engages in a wide range of initiatives to help employees maintain and improve their health.

In addition to health checks, including X-ray and blood tests in accordance with laws and regulations, we offer ongoing health guidance to employees who are at risk for lifestyle-related diseases, and incentives to encourage employees to quit smoking, among other programs. For employees’ family members, we provide subsidies through our health insurance association for those receiving regular health checks, cancer screening, complete physical examinations, and other services.

For employees scheduled to be stationed overseas, we hold training prior to posting on infectious diseases such as viral hepatitis and general health management, and provide education on preventing infection and prophylactic medications for employees who are travelling, including on business trips, to areas where there is a risk of contracting endemic diseases such as malaria. In addition, the occupational health physician in charge conducts regular tours of the overseas posting areas, and monitors the health levels and living environments of employees stationed abroad. Furthermore, to handle unexpected circumstances such as sudden illness, we have contracts with private medical service operators who provide both consultations and emergency transportation services.

Moreover, in order to promote health through recreation, we organize events such as the “Walk, Walk Campaign,” led by the Health Promotion Center.

Relationship with Labor Union

Yamaha Motor has concluded a labor agreement with its labor union “to establish working conditions and management systems that are based on mutually fair understanding and good faith.”

Under this agreement, the Company provides the labor union with appropriate explanations of various measures to be implemented and publishes reports on labor management in an effort to ensure employees’ understanding of these issues. Moreover, the Company holds labor-management conferences and committee meetings regularly, as well as additional labor-management conferences taking up themes based on management initiatives or to address issues raised by the labor union. Officers of the labor union also participate in the management and operation of the corporate pension fund, the health insurance cooperative, and the mutual aid association.

An agreement dedicated to maintaining minimum wages is also concluded between the labor union and management each year.

Yamaha Motor adopts a union shop system in which all employees below management are members of the labor union. Domestic Group companies have also established labor unions or labor committees and engage in labor-management dialog through those bodies. Labor unions of Group companies including the Yamaha Motor Labor Union are members of the Federation of All Yamaha Workers Unions, and are pursuing mutual cooperation through the federation. Overseas Group companies have established structures for engaging in appropriate labor-management dialog based on the labor practices of the respective country or region.

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