Bringing the best performance on the world stage

Two years ago, Yamaha Motor began its full-scale initiative towards the fostering of 'global personnel'. We interviewed Yoshiaki Hashimoto, the manager of the Human Resources & General Affairs Center with regards to the initiatives to date, and the steps that will be taken in the future.

Senior Executive Officer, Manager of Human Resources & General Affairs Center
Yoshiaki Hashimoto

Vision for global personnel

Our vision of global personnel is for them to understand the Yamaha Motor spirit, its history, and philosophy as a member of the Yamaha Motor Group and fulfill their role in an aim to reach our company targets, no matter which country they are in. In other words, global personnel must be able to perform at their best on the world stage using their ability and specialties, without being restricted by their work location.
The Yamaha Motor Group has approximately 54,000 staff across the globe. Ideally, every one of our staff should be global personnel, but first, we intend to put human resource policies in place for major management-level staff in our global bases, encompassing approximately 300 people.

Initiatives to date:

Approximately 2 years ago, the first GEC (Global Executive Committee) was held, headed by the Corporate Planning Division. This committee consists of top management from the Yamaha Motor Group's core companies, and considers global issues from medium- to long-term perspectives.
The items discussed in this committee are reported and deliberated at the corporate meeting, and are then reflected into the company policy.
We have also begun a new training program called the GEP (Global Executive Program). The aim of this program is to gather leaders who will take on the operation of the Yamaha Motor Group for the next generation, to increase their knowledge and skill as global personnel, and to improve business results.

In addition, overseas regional managers in the past have mostly been Japanese, but we have revised this and are now actively assigning these posts to local staff as well. In the future, we believe that there will be cases where overseas regional managers are not Japanese, nor local staff, but staff from other countries. We not only intend to increase the amount of locals in regional management, but also in general staff as well.

Future tasks

We are in the process of launching the Global Grading System starting this year. This initiative analyzes the major posts of the Yamaha Motor Group, and quantifies them into a 25-scale grading system based on the severity of the work. This will enable us to grasp in a list what types of posts exist within each country, and the level of responsibility posed by each of these posts. The ability and skill of the personnel who hold these posts will also be quantified in a bid to assign appropriate staff to appropriate posts throughout the group.

Expectations of our staff

It is first and foremost important to understand that we are all different, coming from different cultures and backgrounds and holding different values. Staff of diverse backgrounds must cooperate and work together while creating values as a company.
In order to achieve this, excellent knowledge, ability, and specialties are required before language. But on the other hand, if one has low communication ability, they cannot use their skills to their full advantage.

In the near future, it will be quite common for people to cross national and regional boundaries, communicating with a diverse range of people to carry out work. A healthy global competition is sure to take place within companies also. We as a company will continue to take a variety of initiatives to prepare for these changes to come. We wish you all to take up the various opportunities that arise towards globalization yourselves.

GEP, the new training program launched in 2012 (taken March 2013)