Overview

endfrom
the land
the skies as
have grown
ns
ations,PowerPro
ve operations,
Ever since its founding as a motorcycle manufacturer
on1stJuly, 1955, Yamaha Motor Company has worked tobuild
its products which stand among the very best in theworld
through its constant pursuit of quality; and at thesame time,
through these products, it has sought tocontribute to the
quality of life of people all over theworld. Following on the
success of our Motorcycles,Yamaha being manufacturing
Powerboats and out boardsmotors in 1960. Since then,
engine and FRP technologywere used as a base to actively
diversify and globalizethe area of business. Today our fields
of influence extendfrom the land to the sea and even into the
skies as ourbusiness divisions have grown Motorcycles
operations toinclude Marine operations, Power Product
operations,Automotive operations, Intelligent Machinery
operations,Aeronautic operations and PAS operations.
Founded : July1, 1955Capital : 23.2 billion yen (as of March
31, 2001)Employees : 10,443 (as of March 31
,2001)Head office : 2500
Shingai,Iwata,Shizoka,JapanChairman of the Board of

Technological Innovation
At the heart of the efforts of environmental
preservationare the environmental management systems
designedand implemented under the ISO 14001
InternationalStandard. Under the slogan Absolute Quality
ControlYamaha was the early adapter of comprehensive
qualitycontrol systems and quick to put in place a TPM
(TotalProductive Management) program.
Energetic Pursuit Of Sports
Yamaha Motor offers full lineups of products designedwith
know how and technologies born of rich experiencein the
race arena and built with framed quality to answerall the
desires of people to seek the ultimate joys of motor sports
and pleasure riding.
Producing Means To AnActive Life
At Yamaha business and leisure are treated asinsuperable
parts of life that is reason of striving to helpbring people

Pursuing The Ultimate InPersonal Vehicles

Ever since the founding YMC has been a company
thatcontinues to develop its expertise in the fields of
smallengines and FRP (fiber glass reinforced
plastics)manufacturing, as well as electronic
controltechnologies. Yamaha pursue the ideals of
buildingproducts of High Quality and High
Performance.
Environment Friendly AndPeople Friendly
In product building and promotional efforts YAMAHAtakes
as one of the fundamental ideals the concept thatproducts
which are people-friendly should also beenvironmentfriendly, and products that areenvironment-friendly should
also be people-friendly. Thisconcept is born of our
awareness that It is the Earthand irreplaceable natural
environment that makeshuman life possible. YMC supply
the power thatmoves people and helps them live to
their fullest ashuman

The Origins of the Yamaha Brand

The YAMAHA brand has its roots in the
name of our founder,Torakusu Yamaha.
Familiar with western science and
technologyfrom his youth, Yamaha initially
found employment repairingmedical
equipment. This led to a request to repair
a organ, aproject that resulted in the birth
of the Yamaha brand. Confidentof the
potential of his business, Yamaha
struggled against greatodds to establish
Yamaha Organ Works. Entrepreneurial
spirit,far-sightedness, and determination
to overcome difficulties fueledhis passion

Each employee has a distinct responsibility in dealing with

people be it as a leader of a team or as a peer. HR
managers and their staff are there to provide professional
support in handling people matters but should not
substitute themselves to the responsible manager. Their
prime responsibility is to contribute actively to the quality
of HR management throughout the organisation by
proposing adequate policies, ensuring their consistent
application and coherent implementation with fairness.
Acting as business partners, the HR manager advises and
offers solutions which results in positive impact on the
organisations effectiveness. Furthermore, she/he
proposes best practices and provides state-of-the-art
support and counselling to her/his colleagues. Together
they act as co-responsible partners for all HR matters.
This partnership is the key for efficiency in people
management. The communication skills of the HR staff
must be appropriate to deal with all delicate matters as

Creating an organization to facilitate co-ownership of value from a

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

Yamaha Motor Co., Ltd. set up a

committee to discuss and share business
challenges with top managements of
Group companies and is urgently
pursuing aggressive initiatives to nurture
personnel for positions with global
responsibility in the worldwide Yamaha
Motor Group, by promoting talented
employees at overseas Group companies
to the top management positions and
accelerating overseas work experiences
among Japanese employees, in line with

The second Global Executive

Program (GEP) commenced in
January 2014. The GEP is a training
program aimed at nurturing
talented individuals for future
leadership roles within the Yamaha
Motor Group and creating a global
network among students who are
attending lectures under this
program. Fifteen trainees from nine
countries were selected for this
years GEP, which involved

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.
In accordance with our policy of operating workplaces where the
disabled can work together with the able-bodied, Yamaha Motor has
established the Disabled Employment Promotion Committee, and is
working to improve the workplace environment through measures
such as having analyses of organizational work and other tasks
conducted by committee members assigned to each division. As of
December 31, 2014, the Company employed 78 severely disabled
persons and 65 mildly disabled persons, thus achieving a disabled
employment rate of 1.96% (143 persons in total). From April 1, 2013,
the Japanese government raised the legally mandated disabled
employment rate to 2.0% from 1.8%, and Yamaha Motor is
implementing additional measures to raise the number of employees
with disabilities. We will continue to promote the hiring of persons
with disabilities going forward, as we seek to create a society in which
persons with and without disabilities can live and work together.

Yamaha Motor has always striven to create

workplaces that emphasize diversity, through inhouse child care facilities, parental leave
programs, and flexible working hours, and has
received various awards including the Prefectural
Governor Prize regarding Activities for Promoting
the Equal Participation of Men and Women in
Society and the Family Friendly Company Award.
Going forward, we will continue to actively work to
increase opportunities for women to participate in
the workforce, while at the same time promoting
systematic human resource development, with the
aim of a twofold increase in women in management
positions by 2020 and a threefold increase by
2025.*
* Both goals are in comparison with 2014 data.
Main Activities

Supporting Work-Life Balance

Aiming for a workplace environment
that fosters autonomous creativity
The Yamaha Motor Group defines its relationship with
employees as a business partnership, and the
Companys role as providing an attractive workplace
for autonomous individuals. We aim to create
workplaces that maintain a diversity of working styles
and a positive worklife balance by supporting career
advancement plans based on mutual assumptions,
providing programs for child and nursing care leave,
among other efforts. We are also expanding the
options for employees so that they can work in ways
that suit their individual circumstances.

Programs

Child care leave

Family care leave

Family illness leave

Flexible work time system

Workload reduction

Short-time work system

Others

Details

Employees may take leave until the childs

second birthday
(used by 83 women, 6 men in 2014).
Employees can take leave for up to one year
on request
(used by 2 men in 2014).
Employees taking care of preschool-aged
children 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.
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.
Limits are placed on overtime, and night
work is excused for employees with a child
of preschool age and employees caring for a
sick or aged family member.
Employees may reduce their working hours
by two hours each day
(used by 102 women, 1 men in 2014).
Designated no overtime days (every
Wednesday; 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

Led by its Central Safety and Health Committee,
Yamaha Motor is promoting the establishment of safer
working environments globally. Risk assessment is
performed in accordance with the Occupational Safety
and Health Management System (OSHMS) to detect
potential dangers or harmful conditions at workplaces,
and measures are taken to prevent occupational
accidents. Through job-specific education and training,
such as safety manager training programs and skill
improvement programs for supervisors, as well as
holding occupational safety and health meetings, we
are focused on developing human resources that can
support occupational safety.

Supporting Employees in Maintaining a Healthy Mind and Body

Yamaha Motor promotes a wide range of initiatives for

helping employees maintain and improve their emotional
and physical health.
We are committed to creating healthy and vital workplaces
for the prevention of and recovery from lifestyle-related
diseases. For instance, we support endurance
improvement and obesity prevention through exercise
habits, such as by hosting walk rally events and holding
the Walk, Walk Campaign twice a year. In partnership with
a health insurance association, we have also been
Measures to antismoking
reduce smokingproducts
rates and prevent
second-hand
providing
and are
teachingsmoke
smoking
during 2014 skills
included
smoking
to certainto
times,
cessation
torestricting
interested
employees
helpsetting
themup
in
smoking
areas outside
and creating support programs for
their
efforts
to quitoffices,
smoking.
persons trying to give up smoking, which resulted in a decrease in the
smoking rate among employees, to 29.7%. In terms of support for
mental/emotional health, we have continued to engage in efforts such
as health guidance given by occupational health physicians,
mental/emotional health seminars for new managers and supervisors,
and support for expatriates and mid-career recruits.

Fostering Global Human Resources Engaged in

Manufacturing
The Yamaha Group aims to create an optimal production system by
clarifying the roles and functions of each of its bases in Japan and
overseas and fostering human resources that support manufacturing.
Positioning each manufacturing plant in Japan as a manufacturing
base of high-value added products, we focus on developing
technologies that are highly competitive in the global market and
ensuring that core skills required to manufacture musical instruments
are passed on. China and Indonesia, for example, are designated as
key manufacturing bases for affordably priced productsincluding
pianos, string, percussion and wind instrumentsand electronic
musical instruments. We dispatch many technicians and supervisors
from Japan to provide support and guidance at these sites for the
purpose of further improving quality and productivity.
To foster human resources capable of contributing to these activities,
Yamaha offers manufacturing management training for to educate
management at manufacturing bases, the Yamaha Advanced Skills
School and Technology Training Center for fostering the next
generation of core employees at domestic manufacturing facilities,
and the From-To Program for passing on core musical instrument

Purposeful, Targeted Education and Training

Yamaha Corporation believes that creating a mutually beneficial
relationship between the employee and the Company inspires
motivation. Therefore, the Company works to create a system that is
equally focused on education and training and career development as
the basis for nurturing human resources that can act globally. Each
training program is tailored to a specific objective in one of the
following categories: Stratified Training, Strategic Personnel
Development, Function-Specific Training and Self-Development
Education.
The Stratified Training program provides training programs aligned to
career turning points in order to raise the overall level of human
resources by enhancing the skills of individual employees. The
Strategic Personnel Development program includes the Yamaha
Global Institute, the Yamaha Management Institute and the
Manufacturing Management Training Program, which aim to develop
the personnel who will be the backbone of the Company in the future,
both in Japan and overseas. Other programs designed to cultivate the
next generation of core employees include the Yamaha Advanced
Skill School and Technology Training Center, in Japan. Under the
Function-Specific Training program, employees are developed through

Learning Learning is part of the Company culture. Each employee, at all

levels, is conscious of the need to upgrade continuously her/his knowledge
and skills. The willingness to learn is therefore a non-negotiable condition to
be employed by Nestl. First and foremost, training is done on-the-job.
Guiding and coaching is part of the responsibility of each manager and it is
crucial to make each one progress in her/his position. When formal training
programs are organised they should be purpose oriented and designed to
improve relevant skills and competencies. Therefore they are proposed in the
framework of individual development programs. As a consequence, attending
a program should never be considered as a reward. Adequate training
programs are developed at the level of each operating company capitalising
on the availability of local, regional or global resources of the Group. It is the
responsibility of HR staff to assist the management in the elaboration of
training programs. Great importance will be attached to programs enhancing
the language skills of the employees. Training programs organised at the
International Training Centre Rive-Reine aim at developing and sharing best
practices of the various management disciplines practised in the Group. They
also strive to strengthen corporate cohesion as well as to promote
networking throughout the Group. Training programs should, as much as
possible, be based on action learning and reduce ex-cathedra teaching to the
strict minimum. It is necessary to make optimal use of e-learning programs
as a complement to or a substitute for formal training programs. According to
needs they should be made available at shop floor level and enlarge the
access to training. It is the role of each manager to assess progress achieved

The fact that YAMAHA is more people and product than systems
oriented is reflected in the way HR is functioning and is organised.
Processes and systems as well as professional HR tools are there to
support HR management but never to the detriment of the human
dimension. The human perspective should be present at all times and
under all circumstances. The HR function should report to the
manager responsible for a defined operation (Region, Market,
Country, Factory) with a functional relation to the market HR
according to the size of that operation. The HR manager should not
only have the skills and competencies from a purely professional
standpoint but also have the charisma and the credibility to be a
trustworthy partner to her/his colleagues. Whereas the HR function
should indeed provide flawless administrative support, its main role is
to add value to the business and to play a proactive role in every
situation where HR action is required. Specific HR KPIs are useful in
assessing the performance of an HR unit. However, it should be kept
in mind that the HR contribution aims in the first place at optimising
the overall company performance through improving people
performance. With the evidence that the human capital is of
increasing importance, HR plays indeed a pivotal role in the
conception and implementation of the people strategies that impact
financial results and the organisations overall reputation and