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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.

Multifaceted Human Resources Development

As our business becomes increasingly global in scale, we believe we need to step up our efforts in areas such as human resources development, for which we are expanding our human resources development programs each year to address employees in a variety of positions.

Specifically, our programs include stratified training, training to refine specific functional skills, and training systems that develop human resources who are able to work at the global level through fourth-year-employee overseas experience and working as an overseas trainee, as well as coaching to enhance performance as an organization with cohesive teamwork.

This coaching was implemented full-scale in 2017 as a tool to make managers fully functional as the middle management in the organization, and is producing solid results.

Training hours per employee to enhance employees' capabilities (total training hours / No. of Yamaha Motor employees) in 2018 was 8.8 hours (excluding compliance training, training related to health and safety laws and regulations, and training for new hires).

YMC HR Development Program
YMC HR Development Program
The Number of Participants in YMC HR Development Program 2018
Global/Selection (Except “Study Abroad” and “Overseas Trainees”) 223
Teamwork 56
Professional 2,198
Stratified Trainings (Except “New Employees Trainings”) 484
Self Value Design (Except “Self Value Challenge” and “Career Survey”) 995

Employee Motivation

In response to the question, “Are you motivated in the performance of your job?”, with a score of (5) for “Highly motivated,” (4) for “Somewhat motivated,” (3) for “Neither motivated nor not motivated,” (2) for “Not very motivated,” and (1) for “Not at all motivated.”


Percentage of employees replying, “Highly motivated” or “Somewhat motivated” in response to the question, “Are you motivated in the performance of your job?”
2015: 81.3%, 2016: 69.5%, 2017: 72.0%, 2018: 69.9%
According to the third party of employee survey, the pass grade is employees’ average score of 3.5 and the employee rate chosen “highly motivated” or “somewhat motivated” is around 55%. Therefore, our target sets as keeping 3.5 as average and 55% of highly or somewhat motivated employee.
* The choice “Neither motivated nor not motivated” was added in 2016.

Workplaces Thriving on Diversity

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

To achieve this, we have developed and implemented common management development programs around the world and introduced global human resource systems to train and hire talented staff, as we work to build an organization that utilizes global experience and knowledge.

Utilizing Global Human Resources

Since 2012, the Yamaha Motor Group has held meetings of the Global Executive Committee (GEC) as a venue for Japanese and local executives to discuss Group issues. In this committee, top management from the Group’s core companies deliberate and consider topics related to global management that will later be deliberated at the Management Committee. Our brand slogan “Revs your Heart” was adopted following consideration of the GEC.

For management positions, we promote to recruit superior personnel regardless of their nationality or place of birth, and were working toward the goal of having local managers fill 60% of management positions at overseas subsidiaries by 2018. We are also pursuing global integration of the Group’s core positions, and since 2016 have been recruiting employees from overseas bases for headquarters positions at the general manager level and above.

As of the end of 2018, we were unable to reach our target for promoting local staff to management positions. We will continue to work toward achieving this goal.

Promoting Women’s Active Participation

To promote active participation by women, we have set and are pursuing targets of doubling the number of women hired for managerial positions in 2014 by 2020, and to hire three times the 2014 number by 2025. A woman became president of an overseas Group company for the first time in 2018.

We are creating an environment that facilitates greater performance by women through measures that included setting women-only recruitment themes for in-house job postings when conducting personnel reassignments in 2017.

Promoting Employment and Raising Motivation 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 full-scale operations in 2016, and has expanded its areas of business while holding various events such as company tours and workshop presentations in an effort to enhance the job satisfaction and motivation of employees. In addition, we promote understanding and cooperation throughout the Group by introducing the activities of Yamaha Motor MIRAI through our bulletin boards and company newsletters.

Ratio of Employees with Disabilities at Yamaha Motor
Ratio of Employees with Disabilities at Yamaha Motor

Supporting Work-Life Balance

We support career planning that is based on the assumption of mutual confirmation by both the employee and the Company, and aim to create workplaces that promote a healthy work-life balance.

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. We are also working to support employees raising children through “Wai-Wai Land,” an in-house childcare facility providing broad-based support for both “work and family.” In 2016, we expanded the size of this facility and increased the number of children who can be accepted. In addition, certain consolidated subsidiaries have introduced programs allowing employees to work from home.

Our policy is to reduce excessive work hours with the aim of reducing overtime, and in consideration of maintaining mental and physical health. We have also established 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.

Regarding the use of paid leave, we comply with the Work Style Reform Act, set targets between employees and management based on the Act, and promote the taking of paid leave through initiatives including a system for taking consecutive days of paid leave.

In particular, we are raising awareness and increasing the effectiveness of this system by 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).

Occupational Health and Safety

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 safe and healthy working environments around the world. We are also engaged in various activities with the aim of zero occupational injuries.

For example, we strive to prevent occupational injuries by performing risk assessments in accordance with the Occupational Safety and Health Management System (OSHMS), to detect potential dangers and harmful conditions in the workplace. We implement detailed risk assessments when new equipment is installed and when new projects are launched.

In addition, regular checks based on ergonomics are carried out to ensure that workplaces are safe and comfortable.

Item Measures taken
Lighting Semiannually measure lighting in workplaces with illuminometers to ensure that illuminance does not fall below the intensity stipulated in the Ordinance on Health Standards in the Office of the Industrial Safety and Health Act.
Noise Semiannually measure that noise at manufacturing sites does not exceed 85 decibels.
Air quality Circulate using central air conditioning systems, and at designated workplaces air quality is measured semiannually by a working environment measurement expert accredited by the national government.
Temperature and humidity Measure simultaneously as a wet-bulb globe temperature (WBGT) reading, to ensure that workplaces provide a physically comfortable environment.

In addition to the above, health managers patrol weekly the workplaces for which they are responsible and safety managers patrol manufacturing and testing sites daily, to ensure that workplace environments are safe and comfortable.

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. The following training programs on workplace safety were held during 2018.

Training No. of participants
Training for senior safety and health managers 13
Training for newly appointed floor managers (2-day legally mandated training) 20
Training for persons appointed as safety managers (1-day legal and regulatory training) 44
Training to enhance the skills of health managers (1-day legal and regulatory training) 70
Hazard prediction drills 50
Special training for operations involving dust (1-day legally mandated training) 48

We also thoroughly manage lighting, noise, air quality, temperature, and humidity overseas as well, based on laws, regulations, and in-house standards, and proactively implement occupational health and safety education and training.

In addition, in 2008, we developed an Occupational Safety and Health Management System (OSHMS) for Yamaha’s main manufacturing centers, in an effort to prevent accidents. For centers obtaining Group certification, we have introduced a system under which headquarters conducts regular follow-ups with the aim of improving the level of management, performs inspections to determine whether the centers are meeting OSHMS levels, and grants Group certification to those that have achieved the required level, with follow-ups conducted on a regular basis.

We also make efforts to prevent occupational injuries among outside subcontractors by establishing work safety guidelines.

Lost Time Injury Frequency Rate*1 External Assurance
Frequency of occupational accidents
*1 Lost time injury frequency rate: Number of lost time injuries occurring in a workplace per million work hours
*2 Calculated from data for a total of 22 companies, comprising Yamaha Motor and its consolidated subsidiaries and affiliated companies with manufacturing functions.

During 2018, there were a total of 14 accidents at the Yamaha Motor headquarters (a record low), including seven accidents that resulted in lost work time. Workplace accidents tend to occur when walking, descending staircases, and carrying out maintenance, and we disseminate information about accidents Companywide in an effort to prevent a reoccurrence.

Employee Health


As a “Kando Creating Company,” Yamaha Motor aims to provide customers with new excitement and more fulfilling lives. This requires that each and every one of our employees be “healthy.” We believe this enables them to make full use of their abilities and passion, leading to customers’ trust in the products and services we provide.

We consider employee health to be a key issue for the Company’s development, and are working together with all employees to maintain and promote the health of our employees.

1. We will work to reduce health risks in workplaces and create comfortable workplace environments, so that employees can perform their jobs with vigor and in good health.

2. Working with our health insurance association, we will proactively support self-care initiatives to promote employee health.

3. Employees will take an interest in, and responsibility for, their own health.

Specific Initiatives

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

In addition to health checks 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.

We monitor situations with regard to occupational illnesses through workplace patrols, special health examinations, and other measures. We also provide occupational health education. There were no incidents of occupational illness in 2018 (Occupational Illness Frequency Rate: 0%)External Assurance.

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. With regard to facilities, there is a gymnasium located near our headquarters that can be used free of charge by Yamaha Motor Group employees and their families, as well as former employees, and some workplaces and employee dormitories have training gyms equipped with fitness equipment on the premises.

As for nutrition, we support employee health through meals by offering menus at the company cafeteria prepared under the supervision of a dietician based on particular health-related aspects of each workplace.

In February 2019, Yamaha Motor was selected for the second year in a row as a “White 500” Outstanding Health and Productivity Management Organization under the Certified Health and Productivity Management Organization Recognition Program promoted jointly by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi.

Support for Mental Health


Stress checks are performed each year together with health checkups, and analysis results are provided to individuals as feedback in the form of a radar chart. We have also put in place a system for follow-ups with an occupational health physician as necessary. We have resident counselors who work with those who have mental health issues and help them develop mental toughness through counseling and coaching. Furthermore, we have introduced an in-house mental health physician system and are clarifying various aspects of diagnoses and policies.

For employees who return to work after a leave of absence, the “Rework Program” helps prevent a relapse. The relevant manager, Human Resources Division, and occupational health physician cooperate to support the individual for about a year after his or her return to the job.


To ensure that mental health issues are promptly identified and addressed, we conduct training for newly appointed managers, supervisors and general managers on such matters as knowledge about mental health and how to handle it at the workplace.

Expanding the System Overseas

Since 2005, we had been providing a telephone consultation service available 24 hours a day for employees stationed overseas, and have revised the system to take a more proactive approach. The stress checks carried out in Japan have been conducted in the United States since 2016, and in India since 2017. We expanded the checks to all employees stationed overseas in 2018.

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 employees below management are members of the labor union, where the participation ratio is 87%. 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, and wages are paid in compliance with local regulations.

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