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Introducing the approach and policies related to employees

Global perspective and respect for diversity

In addition to creating an organizational structure that can respond promptly to changing and evolving market needs, the Yamaha Motor Group has set its ideal goal for human resources to be a state where individuals and companies aim to continually create Kando* by sharing lofty ambitions and cooperating to develop the business and help individuals grow. We are also striving to create workplaces where diversity is respected.

*Kando is a Japanese word for the simultaneous feeling of deep satisfaction and intense excitement that we experience when we encounter something of exceptional value.

The Ideal State of Human Resources and the Talents We are Looking For

In addition to creating an organizational structure that can respond promptly to changing and evolving market needs, the Yamaha Motor Group has set its ideal goal for human resources to be a state where individuals and companies aim to continually create Kando* by sharing lofty ambitions and cooperating to develop the business and help individuals grow. We are also striving to create workplaces where diversity is respected.

The following three specific items embody that ideal state.

  1. We will enact measures that allow every person to boldly face their individual challenges, and create a culture that encourages every person to tackle new things, independent of factors such as gender, age, nationality, race and values.
  2. We will provide opportunities and support as needed for employees and executives with the motivation to apply themselves to seeking education throughout their lifetimes.
  3. We will distinguish ourselves from other companies in human resources by training and cultivating them in the unique style of Yamaha based on the shared values of “Innovation, Excitement, Confidence, Emotion, Ties.”

Therefore, to achieve our ideal state, we want to work with the following kinds of human resources.

  1. Human resources who strive independently and autonomously to increase their personal value.
  2. Human resources who are able to act with a focus on teamwork.
  3. Human resources who will increase the value of the Yamaha brand.

Recruiting and securing diverse human resources, and developing human resources

To create a society where the dignity of all people is protected, we believe it is of the utmost importance to make every effort to respect human rights (prohibit all forms of discrimination, prohibit forced labor and child labor, prevent inhumane treatment, create safe and healthy work environments) and accept diversity. The same applies to securing human resources.

When recruiting, we respect diverse values and endeavor to secure various types of human resources. When it comes to graduate recruitment, to allow many students to gain work experience and understand the company, we are offering internships by business or industry type and strengthening industry-university collaborations with universities. We are also working hard to recruit students from universities overseas and secure global human resources. Our recruiting activities for mid-career hires are aimed at securing human resources with diverse working histories and backgrounds in order to tackle new growth areas and maintain growth in existing businesses.

For human resource development, we offer stratified training, training to refine specialized functional skills, overseas training systems that develop human resources who are able to succeed at the global level, coaching to enhance performance as an organization with cohesive teamwork, and diversity training. Additionally, to foster a culture of self-learning, we are expanding support for self-development and expanding options for learning along with providing on-demand education.

Starting in 2017 we began to introduce one-on-one coaching as a standard tool to help managers adequately fulfill their functions as the organization's middle management, and it is steadily producing results.

Training hours per employee to enhance employees' capabilities (total training hours / No. of Yamaha Motor employees) in 2022 were 17.3 hours excluding compliance training, training related to health and safety laws and regulations, and the amount (total training expenses/number of Yamaha Motor employees) was 19,000 yen excluding internal personnel expenses, facility operation expenses, etc.

YMC HR Development Program
YMC HR Development Program
The Number of Participants in YMC HR Development Program 2022
Global/selection (excluding studying abroad and overseas training) 138
Teamwork 694
Professional 8,142
Stratified Trainings 787
Self Value Design 3,395

Demonstrating Individual and Team Capabilities

Yamaha Motor has MBO(Management by Objectives) in place to develop businesses and achieve individual growth. At the start of the year, every employee describes and clarifies their targets for that year, then finalizes them following back-and-forth discussions with their managers. In the course of their duties, they discuss and confirm issues with their managers as necessary, and they receive interview opportunities to confirm the progress of their targets during the period. A wide-level evaluation is conducted at the end of the fiscal year that takes team-based performance into account and includes a 180-degree evaluation at some manager levels. This affords individuals the opportunity to make realizations about themselves.

Employee Engagement

Since the 1980s, the Company has carried out annual employee awareness surveys, and measured their satisfaction levels and motivation at work, as well as identified current issues. In 2020, we made significant changes to our previous methods, strengthening the significance of the indexes that indicate the degree of employee engagement (the state in which they are voluntarily undertaking matters while feeling an emotional commitment toward the organization or their work). Specifically, we are focusing on four questions related to engagement, and feeding results back in real time so as to enhance engagement. Each division swiftly formulates plans and implements measures to solve their respective issues, with the human resources management division providing follow up.

Trends in Employee EngagementTarget: Yamaha Motor Co., Ltd. Engagement score. 2021 - 59% ▶ 2024 - 70%

*2019 figures are for reference only because the indicators were changed in 2020 to the average affirmative ratio of four items: recommendation to join the company, desire to contribute, pride and sense of job fulfillment

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 thinking in the Basic Policies of Sustainability and Code of Ethics. We established the Yamaha Motor Group Diversity, Equity, and Inclusion (DE&I) Policy in September 2023 and shared this policy at our workplaces and subsidiaries, in order to foster an organizational culture where diverse human resources gather and utilize new realizations and discoveries to create value while respecting different viewpoints and values. With this policy and code, we aim to secure diverse human resources based on the idea that viewpoints and values that reflect diverse experiences, skills, and attributes are important for securing sustainable growth.

To achieve this, the President & CEO communicates messages to all employees regarding diversity, equity, and inclusion. We are also promoting in-house awareness-building through e-learning (via the Web). Furthermore, 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.

Diversity, Equity, and Inclusion(DE&I) Policy

The Yamaha Motor Group focuses its Diversity, Equity, and Inclusion (DE&I) Policy on "creating Kando through diversity" and our behavioral principle is "RESPECT." (respect, period). The “RESPECT.” principle means everyone in the Yamaha Motor Group has a responsibility to treat colleagues, customers, suppliers, and other stakeholders in a manner that recognizes the opinions and rights of others as valuable. While we aim to create a workplace where all executives and employees can maximize their individuality (strengths, experience, and ideas) regardless of their age, gender, sexual orientation, gender identity, disability, nationality, race, religion or creed, values, and experience, the Yamaha Motor Group will work on five areas that we have identified as important.

Focus Areas Yamaha Motor Group’s Position
Gender Create a workplace in which all employees are free to develop their abilities without the limitations set by stereotypes and prejudices regarding gender roles.
Race/ Ethnicity/ Nationality/ Region Create an inclusive environment where everyone is welcomed, is free to develop their abilities, and can thrive every day regardless of their race, ethnicity, nationality, or regional origin.
Disability Create an inclusive workforce where people with disabilities participate fully and meaningfully. This includes people with impairments, activity limitations, and participation restrictions.
Age Eliminate discrimination based on age and create a work environment where all age groups can work in harmony to share knowledge, increase productivity, improve leadership, and grow as an organization.
*The age of employees is subject to compliance with the laws and regulations of each country.
LGBTQ+ Provide a safe and welcoming environment for individuals who self-identify as being part of the LGBTQ+ (lesbian, gay, bisexual, transgender, queer/questioning+) community.

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.

In 2020, we established the Global Execution Transformation (GET) initiative. Executive officers in charge and globally capable human resources with high specialist expertise are jointly responsible for promoting global activities related to financial services, manufacturing, procurement, and human resources development. GET is undertaking such matters as the standardization and enhancement of management methods as well as advancing work on issues, and cultivating human resources.

For management positions, we will promote the recruitment of competent personnel regardless of their nationality or place of birth. At overseas subsidiaries in particular, we will actively appoint local managers to fill management positions, aiming at a localization rate of 55% by 2024 as a medium-term goal.
For this purpose, the Human Resources Development Committee of our corporate headquarters deliberate on the possibility of localizing those in management positions at our overseas subsidiaries. We are promoting efforts while making adjustments with the local subsidiaries.

Furthermore, in 2020 we introduced the Yamaha Assignment Policy (YAP) which encourages excellent personnel to succeed across national boundaries. Under this policy, we have recorded eight cases of not only management personnel but also line managers and expert specialists transferring from overseas locations to headquarters or between overseas locations, and we will work to expand this policy even further.

Promoting Women’s Active Participation

We achieved our target of doubling the number of female managers between 2014 and 2020 to promote women's active participation. Under the current Medium-term Management Plan, we plan to have women fill 13% of management roles, including at subsidiaries overseas.

Currently, we provide a work-life balance support workshop for pregnant female employees where they can discuss how to position maternity leave while keeping their eyes set on a long career. We also provide personal branding training, which enables women to understand their tendencies and enhance their ability to motivate themselves, leadership training for women, and training on managing female subordinates. We now also allow employees to take a leave of absence to receive fertility treatment.
What is more, we are holding seminars for managerial employees to help them deal with diversifying values toward work, irrespective of their gender, and promoting the active participation of women in such ways.

Opportunities for women to play an active role are being created on the front lines of business. For example, in India, women are serving as leaders in e-commerce task activities.

Item 2019 2020 2021 2022
Rate of taking maternity and childcare leave (non-consolidated) Rate taken by female
Rate of return to work by female
Rate taken by men
Number of men taking

Preventing Harassment

Our Code of Ethics includes “Respect for human rights,” and we absolutely forbid not only sexual harassment in the workplace but also all forms of harassment such as the violation of the dignity and personhood of another person backed by a superior position in the workplace such as one's position or personal relationships. Therefore we hold yearly human rights and harassment training mainly for managers. When we receive a report of harassment, we conduct a detailed hearing with the persons concerned to confirm the situation, after which we take appropriate ways including discipinary actions, and take measures to prevent a recurrence.

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. For childcare leave in particular, we actively share examples of taking the leave and our efforts to create an environment where it is easy to take it, and we are working to increase the percentage of male employees who take it. (The rate of men taking childcare leave in 2022, including postnatal paternity leave, was 54.3%). 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.

Since 2021, under a new human resources system “Work in my style, work in Yamaha style.”, we have incorporated teleworking and staggered office hours to accommodate diversity. We have also introduced special leave in hourly units and shortened working hours for injury or illness. We continue to increase work style options so employees can meet challenges with vitality and passion at any stage of life.

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.

We also participate in the Human Resources Committee of the Japan Automobile Manufacturers Association. We make use of the information obtained through the committee, exchanges of opinions, and other means to check the state at our company as well as to promote initiatives.

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.

Utilization of leave in 2022 was as follows. Childcare leave: 225 persons (male: 152 (including postnatal paternity leave), female: 73); Nursing care leave: 5 people; Family illness leave: 15 days earned, 2,450 minutes earned, taken by 13 people; Life support leave: 6,861 days taken, 4,960 hours taken, taken by 2,279 people.

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 (the legal requirement is generally until the child is 1 year old). Employees who are on leave throughout the bonus calculation period will receive one month of basic pay as financial support on the date of the bonus payment.
Postnatal paternity leave Can take up to 4 weeks off (28 days) any time between the birth of the child and 57 days afterwards.
Family care leave Employees may take leave for up to one year on request (the legal requirement is up to 3 times per eligible family member up to a total of 93 days). Employees who are on leave throughout the bonus calculation period will receive one month of basic pay as financial support on the date of the bonus payment.
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. (Can be taken in hourly units / the legal requirement is for children under school age)
Life Support Leaves Employees can take up to six days worth of paid special leave in day, half-day, or hourly units for the reasons of injury, illness, to provide nursing care for a family member, to nurse a child, or to receive fertility treatment.
Flexible work time system Working hours can be set in the 6:30 to 22:00 time frame (no core time)
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 In addition to shortened working hours for childcare or nursing care, employees who are returning to work from sickness or injury leave arising from cancer, cerebral vascular disease, mental disease, etc., can have their working hours reduced by two hours or one hour.
Teleworking System Hybrid working is possible, allowing employees to commute to the office or work from home depending on their division's circumstances. A teleworking allowance will be paid to help cover the communications, utility costs for working from home.
System for leaving temporarily when at work Upon obtaining advance permission from their managers, employees may leave work temporarily in 5-minute units according to the requirements of their personal circumstances no matter what they are (limited to workplaces which have adopted flextime system).
Other - Establishment of leaving-on-time days (manufacturing workplaces: day before the Company’s holiday, and pay day and bonus day)
- Establishment of no-overtime days (non-manufacturing workplaces: once a week, with a target of 60 days per year to be set by individuals)
- Three-consecutive-day paid vacations (Five-consecutive-day paid vacations granted every five years from age 30.)

Occupational Health and Safety

Stance and Policies

At Yamaha Motor Co., Ltd. we strive to improve working environments because we believe that the health and safety of our employees is a foundation of the company's growth, as set out in our Sustainability Basic Policy. To that end, labor and management work together to prevent workplace accidents and health problems for employees (including independent contractors on the premises). While promoting the creation of more comfortable workplace environments, we aim to increase productivity to facilitate the execution of business.

Integrated Management Policy for Occupational Health and Safety & the Environment

Under its Sustainability Basic Policy, Yamaha Motor practices good health and creates work environments for all to be able to work with mental and physical safety and reassurance while affiliating and cooperating extensively with society in conducting business activities.

For that reason, in addition to observing public standards including laws and regulations on occupational health and safety as well as the environment, we also set our own voluntary regulation values as we strive to better prevent occupational accidents and conserve the environment.

As a means to achieving these aims, we have also established a management system which we operate effectively and continuously improve.

June 1, 2021 Yoshihiro Hidaka President and Chief Executive Officer

Promotion Structure

Under this policy, the Central Safety and Health Committee (chaired by the executive officer and chief general manager of the Human Resources & General Affairs Center and comprising occupational health physicians, representative supervisors of manufacturing, technology, and administrative divisions, and the labor union, among others), with authority delegated to it by the President and Chief Executive Officer, spearheads efforts to provide safe and healthy work environments that comply with standards, regulations and labor agreements concerning industrial safety and health. It also incorporates various activities aimed at achieving zero accidents into medium-term and annual plans. The supervising division for occupational health and safety is also expanding these initiatives to group companies in various countries.

Promoting the Occupational Health and Safety Management System

In each Yamaha Motor office and division, we conduct risk assessments which form the core of our Occupational Safety and Health Management System (OSHMS*1), identify and evaluate degrees of danger and harm, prioritize them according to risk level, and endeavor to systematically reduce and eliminate occupational health and safety risks and prevent workplace accidents before they occur. In 2022, we positioned improving the quality of our risk detection and raising all employees' safety consciousness as key challenges, and we carried out initiatives such as introducing more practical hazard anticipation training and enhancing the various types of education and training.

In preparation just in case an emergency situation should occur, we have established reporting standards, methods, contact routes and emergency response procedures for the occurrence of workplace injuries, ill health, sickness and accidents, and we regularly conduct response drills to heighten their effectiveness. Moreover, when a work-related accident does occur, we place the highest priority on assisting the victims, and we investigate the accident scene, clarify procedures for identifying the cause, and strive to prevent a recurrence. We also conduct regular internal audits, verify the effectiveness of the management system and continuously improve the system.

Since 2008, we have implemented an OSHMS*1 group certification system at group companies, mainly the main manufacturing centers, to prevent accidents. To improve the level of management, Yamaha Motor conducts regular follow-ups at locations that have introduced this certification system. We have drawn up work safety procedures for external contractors as well in an effort to prevent work-related accidents.

We monitor situations with regard to occupational illnesses (caused by exposure to chemical substances, organic solvents, dust, etc.) through workplace patrols, special health examinations, and we improve the workplace environment as necessary. We also endeavor to create safe and pleasant workplaces based on ergonomics.

Safety Education and Training

We are focused on developing human resources who can support workplace safety and a healthy environment through education and training to improve the skills of safety managers, supervisors, operations chiefs and others in similar roles, and by holding events such as occupational safety and health meetings. The main education and training programs on workplace safety held in 2022 are as follows. These were also carried out at group companies in Japan, and we are actively implementing training and education on health and safety at overseas group companies as well.

Training Number of participants Number of participating companies
1 General health and safety manager training 28 Yamaha Motor Co., Ltd. only
2 Training for persons appointed as safety managers 50 5 companies
3 Health manager test preparation training 60 8 companies
4 Training for new supervisors 48 13 companies
5 Risk assessment training 76 8 companies
6 Hazard anticipation training (conducted in 4 rounds) 126 8 companies
7 Special training on dust-related work 21 6 companies
8 Crane and sling skills improvement training 40 3 companies
9 Forklift skills improvement training 42 Yamaha Motor Co., Ltd. only

We are also actively training and educating on health and safety overseas. In 2008, we implemented an Occupational Safety and Health Management System (OSHMS)*1 for the Group’s main manufacturing centers, which we have employed to prevent accidents. For centers that have obtained Group certification, we have introduced a system under which headquarters conducts regular follow-ups to improve the level of management. We make efforts to prevent occupational injuries among outside subcontractors by establishing work safety guidelines.

Health and safety targets and results at Yamaha Motor Co., Ltd.

Yamaha Motor's future target 2022 Targets 2022 Results 2023 Targets 2024 Targets 2030 Targets
Lost time injury frequency rate※2 0.00 0.32 0.00 0.00 0.00

Lost Time Injury Frequency Rate*2
External Assurance

Lost Time Injury Frequency Rate

*1 OSHMS: Occupational Safety & Health Management System 
*2 The number of lost time injuries and fatalities per million hours worked.
*3 Calculated from data for a total of 31 companies, comprising Yamaha Motor and its consolidated subsidiaries and affiliated companies with manufacturing functions.

In 2022, there were a total of 24 accidents at Yamaha Motor, including seven accidents that resulted in lost work time and 17 not accompanied by lost work time. No fatal accidents occurred. There were no incidents of occupational illness resulting in leaves of absence, however three incidents of occupational illness did occur. We disseminate information about accidents that occur company-wide in an effort to prevent recurrence.

The number of work-related fatalities in the entire Yamaha Motor Group for the period 2019-2022 is one in 2022.External Assurance

Employee Health

Yamaha Motor Health Declaration

“Health” is by no means something that can be taken for granted, even though we may have thought so before.

The COVID-19 pandemic has brought home to me as a corporate manager the fact that the continuation and development of business depend on the health of the employees and stakeholders.

With the belief that employees’ health and safety are the foundation of a company’s growth, Yamaha Motor will promote health and productivity management.

Unless we constantly maintain a physical and mental state that allows us to be full of vigor and excitement, we will be unable to deliver Kando to people.

Take good care of yourselves and stay healthy.

October 1, 2020 Yoshihiro Hidaka President and Chief Executive Officer


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,” both mentally and physically. 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 management 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.

Promotion System

To promote health measures, we have established the Central Safety and Health Committee (chaired by executive officer and chief general manager of Human Resources & General Affairs Center and comprising occupational health physicians, representative supervisors of manufacturing, technology, and administrative divisions, and the labor union, among others). We evaluate how well we are promoting health and productivity management, make any necessary improvements, and formulate medium-term and annual plans after determining our priorities.

We discuss the implementation of specific measures at the Health Promotion Team Meeting (comprising the secretariat, occupational health physicians, the Health Promotion Center, and occupational health nurses, among others), and we use achievement indicators to review the implementation status as we move forward. We also hold monthly health policy joint promotion meetings with the health insurance society to discuss collaboration on measures.

Health Checkups and Follow-up Measures

We conduct statutory health checkups with a 100% participation rate (2022 results). We also emphasize following up on the results of health checkups, and have occupational health physicians provide thorough health guidance to prevent aggravation and assess whether an individual is fit for employment according to internal regulations on follow-up measures. Occupational health physicians assess employment categories for all checkup results (assessment rate of 100%).

Measures against Overwork and Maintenance of Work-Life Balance

The human resources management division and health promotion division are working together to promote proper working hour management. Employees who work excessively long hours are given guidance in consultations with occupational health physicians that follow more stringent standards than what is required by law, and health maintenance measures are thoroughly implemented at the workplace. The average number of days of paid leave taken has increased from 15.4 days in 2012 to 18.5 days in 2022.

Response to COVID-19

To prioritize the lives and health of our stakeholders, including employees, we responded to the outbreak of the coronavirus from 2020 onwards by establishing an organization for countermeasures, which determined various policies and responses and communicated information, such as by introducing telework and staggered office hours systems, and issuing instructions to expatriate employees and their family members to return to Japan. We are documenting the details of these responses as our Procedure for Business Continuity (Pandemic Influenza Version) to prepare for any future infectious disease pandemics.

Measures against Lifestyle-related Diseases

Employees who were found to be at risk for a lifestyle-related disease in a health checkup receive ongoing health guidance (specified health guidance) by nursing staff and registered dietitians. As anti-smoking measures, we created an internal rule that prohibits smoking during working hours, and we provide guidance and various support tools to help employees quit smoking. The smoking rate among employees has dropped from 31.1% in 2012 to 24.2% in 2022. However we consider the still-high percentage of smokers to be a grave health concern for the company. We have therefore decided to make all company premises completely smoke-free from 2024 onwards, and we are promoting the step-by-step shortening of smoking hours this year in advance of that measure.

Health Promotion

As part of our Companywide "Well-Be " health activities, we conduct various health programs including walking events and a "health mileage" program in which employees can earn points by improving lifestyle habits, such as exercising and eating well. We also support employees' health from a nutritional aspect through measures such as providing healthy meals and rice enriched with dietary fiber at employee cafeterias, based on an analysis of health checkup results.

Health Support for Women

To address health issues unique to female employees, we have a special consultation desk and seminar programs. We also coordinate with the health insurance society regarding gynecological exams to make it easier for female employees to take the exams, while also ensuring they receive the follow-up support they need.

Support for Mental Health

To prevent mental health issues in employees, we conduct both stress check (Brief Job Stress Questionnaire (57 items)) and a presenteeism survey (WHO-HPQ) in an online format. The rate of undergoing tests exceeded 95% in 2023, and the overall health risk improved from 109 in 2022 to 107 in 2023.

Furthermore, occupational health physicians and nursing staff conduct follow-up meetings with all high-stress individuals who request it, and we are also using the results of group analysis to provide feedback to the workplace in order to improve the work environment.

To ensure that mental health issues are promptly identified and addressed, we are utilizing our e-learning system after stress checks to provide support to all employees for balancing treatment with work and teaching about mental health self-care, and also conducting training for newly appointed managers, supervisors and general managers on matters such as knowledge about mental health and how to handle it at the workplace. We also train mid-career hires and strive to help them stay mentally and physically healthy.

For employees who return to work after a leave of absence, the “Rework Program” helps prevent a relapse and 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.

Health Support for Employees Stationed Overseas

In addition to making sure employees stationed overseas take health checkups, we send occupational health physicians to overseas subsidiaries to monitor the local healthcare situation and living environment (suspended since 2020 due to the coronavirus pandemic).

Before sending employees overseas to take a new post, we provide vaccinations and training on health management including preventing infectious diseases such as viral hepatitis. We also provide prophylactic medications to employees who are traveling to areas where there is a risk of contracting endemic diseases such as malaria.

To address mental health issues, we had been providing an external telephone consultation service for employees stationed overseas since 2005, but we revised the system to take a more proactive approach. In addition to establishing contact points for health consultations with in-house physicians, 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.

Performance Indicators for the Promotion of Health and Productivity Management

With the catchphrase of “Work in my style, work in Yamaha style.” we are promoting health and productivity management with improveing work engagement as a key management issue. We have set target metrics for reducing numbers of high-risk individuals, workplace accidents, and employees missing work due to mental health problems. Specifically, the rate of absolute presenteeism (most recent 4 weeks) improved from 60.0 in 2022 to 60.8 in 2023. On the other hand, absenteeism (days absent due to sickness) worsened from 12,295 in 2021 to 13,833 in 2022, but we will steadily continue our health management initiatives with the aim of reducing labor lost due to physical and mental illnesses and increasing employee engagement.

        Long-term plan
Yamaha Motor's future target 2021 Results 2022 Targets 2022 Results 2030 Targets
Specific health guidanceRatio of employees needing motivational + active support 20.00% 19.44% 18.84% 15.70%
High-risk rate (work restrictions)Persons eligible for employment categories 2 & 3 2.85% 2.92% 2.30% 2.33%
Employees missing work (mental)Total number of employees missing work for 1 month or more/number of employees 0.90% 0.82% 0.93% 0.71%

External evaluation

Yamaha Motor was recognized as a "White 500" Outstanding Health and Productivity Management Organization (Large Enterprise Category) for 2023 under the Certified Health and Productivity Management Organization Recognition Program jointly organized by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi.

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.

As for ensuring the payment of minimum wages, not only do labor and management conclude agreements each year committing to the minimum wage, discussions between labor and management are also carried out regarding appropriate wage levels, including those using the consumer price index as a basis.

Yamaha Motor adopts a union shop system in which non-managerial employees are members of the labor union, where the participation ratio is 84% of all employees, and 59% globally. 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.

Addressing Overseas Labor Risks

Many of our production sites are located in ASEAN member states, India, and China, where the risk of labor disputes is high. Accordingly, situations in these countries must be watched closely as we carry on our business activities. For this reason, we incorporate "shutdown due to labor disputes (strike, etc.)" into a risk management ledger employed across the Group, so that we can use it to monitor self-inspections and development of countermeasures.

Manufacturing companies regularly collect information about the legislation in each country and regional labor issues, work to strengthen labor-management relations, and ensure people know where to report and discuss labor issues. At the headquarters, we are working on sharing the know-how within the Group and maintaining and strengthening the communication system for emergencies, leveraging the knowledge accumulated over the years on labor dispute cases.

In 2022, there was no noteworthy occurrence of any labor issues.

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