Diversity and Equal Opportunities

KPI

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Item FY 2017 results FY 2018 results
Female employee ratio (Consolidated) 12.7%
(Domestic) 7.5%
(Consolidated) 13.7%
(Domestic) 7.3%
Global HR Department

Why is "Human Resources Diversity" a critical issue to be addressed?
Explanation of the reason and background

In order to achieve the targets of the Grand Design 2020 (GD2020) medium-term management plan and further increase our presence on a global level, it is necessary to promote human resources diversity to an even greater extent than we have done in the past.
We recognize that the building of frameworks that allow diverse human resources to perform to their fullest is an important issue in order to create workplaces that will allow all employees to work happily and enthusiastically together.

Vision (attainment goal) / target

We will hire employees regardless of their nationality and gender. It should be noted that there is no gap between men and women currently employed at the company in terms of base salary and treatment, and going forward we will maintain a situation in which there is no discrimination based on gender, race, religion, culture, etc.

Measures for vision achievement

The following measures will be implemented to achieve our vision.

<Employing diverse employees in managerial positions>

Under the new human resources system GLOBAL introduced in July 2010, we aim to provide opportunities to employees with ambitions and capabilities. In addition, a regional-specific managerial position system was introduced in 2014. These are positions that work closely together with regions as human resources that fulfill an important function at domestic plants that are the core of Yokohama Rubber’s manufacturing.

<Stable new graduate hiring and mid-career hiring according to business strategy>

New graduates are hired on an ongoing basis from a long-term perspective. In addition, experienced employees (mid-career hires) are also hired depending on business needs.

<Employment of people with disabilities>

Up until now, new employees with disabilities have been hired on a regular basis mainly for work within our existing operations that could be conducted regardless of their handicaps, and they have been accepted as new graduates on a regular basis at each business location. Going forward, we will develop new businesses in order to expand the scope of employment of people with disabilities.

<Support for work-life balance through various systems>

We will develop and expand various programs to support the work-life balance of employees, including a childcare leave system and career return system, a nursing care leave system, a working-from-home system, and a shorter work hours system.

<Support through seminars, etc.>

We hold a wide range of seminars as a part of promoting diversity. These seminars have included various seminars for the purpose of strengthening the management capabilities of a wide variety of human resources, career development support seminars to promote the active participation of women, networking events to support a balance between childcare and work among employees, and health seminars (breast cancer, menopause, cervical cancer, etc.).
In addition, labor and management jointly had nursing care questionnaires with all employees, held individual interviews, and held nursing care seminar reflecting the contents of these field surveys.
During fiscal 2018, we conducted the following activities and achieved the following results in terms of ensuring the diversity of human resources and the provision of equal opportunities.

Employing diverse employees in managerial positions

Since the introduction of a regional-specific managerial position system in July 2014, this system has been continually implemented and deployed at each business location, and it has led to the adoption of regional-specific managerial positions at four business locations at present.

<Steady implementation of new graduate hiring and mid-career hiring according to business strategy>

During fiscal 2018, 118 employees were hired.
Of these, 70 were management career track positions (ratio of female employees of 23%).

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Number of female employees (managerial positions: new graduates + mid-career) (unit: persons)
  FY 2016 FY 2017 FY 2018
Women 15 16 16
Men 44 31 54
Total 59 47 70
(Ratio of women) 25% 34% 23%
Although the percentage of women is 32.5% if you look only at new graduates for hires in 2018, it is 22.8% if mid-career hires are also included.

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Number of employees by age and gender (non-consolidated) (unit: persons)
  Employee category Gender Japan North
America
Asia Europe Other Total
Less than 30 years old Regular employees Men 957 1 2 0 0 960
Women 84 0 0 0 0 84
Age 30 to 50 Regular employees Men 3,250 22 49 9 3 3,333
Women 265 0 3 0 0 268
Junior employees Women 2 0 0 0 0 2
Contract workers Men 9 0 6 1 0 16
Women 4 0 0 0 0 4
Above age 50 Regular employees Men 909 7 35 2 6 959
Women 59 0 3 0 0 59
Junior employees Women 1 0 0 0 0 1
Contract workers Men 18 0 2 0 0 20
Women 1 0 0 0 0 1
Total 5,559 30 97 12 9 5,707

<Employment of people with disabilities>

From fiscal 2011, we started accepting interns from special needs high schools on the assumption of future employment. Moreover, in March 2012, in order to offer work places to an increased number of hires with disabilities, the Company launched operations at Yokohama Peer Support Co., Ltd., established for the employment of persons with disabilities. Subsequently, on May 31 the entity acquired recognition as a Special Provision Subsidiary under the Act for the Promotion of Employment of Persons with Disabilities (Disabled Persons Employment Promotion Act). We have focused on the employment of persons with intellectual disabilities since January 2012, and as of December 2018, 28 persons with disabilities were employed.
In addition, the four companies of Yokohama Rubber, Yokohama Peer Support, Yokohama Tire Japan, and Yokohama Rubber MB Japan have been recognized for having a disabled person employment ratio system or as special subsidiaries in accordance with the grant system for employing persons with disabilities, and the employment rate of people with disabilities was 2.18% for 2018 (results for April 2017 to March 2018).

Support through our Systems

<Childcare Leave System>

Since 1992, we had been supporting our employees who have a child less than 1 year old (up to 2 years if certain criteria are met) with a childcare leave system (“Childcare Leave System A”). In addition, our “Childbirth and Childcare Leave System,” available for male employees only, was converted into the “Childcare Leave System B” in May 2017. The aim of this change was to encourage male employees’ participation in childcare, and to provide support to help female employees who have returned to work after taking childcare leave to balance their work and family responsibilities.
With respect to employees who obtained childcare leave in the period 2013 to 2018, the labor retention rate among these employees was 88%.*
  • Defined as still being employed by the company twelve months after returning to work.
Changes in the Number of Employees who have taken Childcare Leave (Childcare Leave System A) (unit: persons) Number of persons
Changes in the Number of Employees who have taken Childcare Leave (Childcare Leave System B) (unit: persons)
  • Figures for years up to and including fiscal 2016 denote the number of employees taking Childbirth and Childcare Leave, and the number of days’ leave taken. Figures for fiscal 2017 are combined totals for both the old and new systems: Childbirth and Childcare Leave, and Childcare Leave System B.

<Family-Care Leave System>

We introduced the Family-Care Leave System from fiscal 1994 to support employees with family members requiring constant nursing care. In addition, since fiscal 2016 it has been possible to take paid nursing care leave by hourly units for a period of 5 days per year if there is 1 family member who requires nursing care, and 10 days per year if there are 2 family members or more requiring nursing care. Furthermore, it became possible to take preservation leave for providing nursing care for a spouse, parent, child, or family member (up to a relation of the second degree) in units of a half day for a period of 10 days as of fiscal 2018. Also, we are expanding the scope of “nursing leave for children” (up to 5 days per year) which is to enable employees to take care of children who have become ill, to include children studying in elementary school as well as younger children.
Changes in the Number of Employees who have taken Nursing Leave for Children (unit: persons) Number of persons

<Shorter Working Hours Scheme>

Employees may utilize our shorter working hours scheme if they have pre-school children or any family members who need nursing care, upon request from the employee in question. Also, we have a staggered working hours system that was for those who have children in the third year of primary school or younger, and it has now been extended to include up to the sixth year of elementary school.
Furthermore, since fiscal 2010 we have deployed a system for employees those who wish to be located in the assigned area only without relocation for the next two years.
It was used by 56 employees in 2018.
Changes in the Number of Employees who have made use of the Shorter Work Hours Scheme (unit: persons) Number of persons

<Introduction of a working-at-home option>

A working-at-home option has been introduced to promote a balance between work and family including childcare and nursing care, improve operational efficiency, and prevent constraints for long periods of time out of consideration for health.

<Nursing care career return system>

In order to promote a balance between work and family, the career return framework in the leave system and career return system for a spouse transfer has been expanded to also include people who have resigned due to childcare or nursing care.

<Introduction of system for the acquisition of paid leave in hourly units>

In order to promote a balance between work and family, a system for the acquisition of paid leave in hourly units has been introduced.
It was used by 649 people in 2018.

Promotion of gender equality and others at Shandong Yokohama Rubber Industrial Products Co., Ltd. (YRSC)

The employment rate of women at YRSC is 10.2% of all employees. There are three women in management positions, who account for 8.1% of all management positions. There is no gap between the promotion of men and women to higher posts or positions. New hires are also assigned with respect to the wishes and capabilities of individuals.
In addition, in order to effectively use corporate housing facilities, some rooms have been used as a daycare to provide childcare support to couples in the prime of life.

“Women’s Participation and Advancement Taskforce” activities

In response to the enactment of the Act on Promotion of Women's Participation and Advancement in the Workplace, Yokohama Rubber launched the “Women’s Participation and Advancement Taskforce” initiative in October 2016.
In 2017, a survey was administered to all employees, and individual interviews were held with all female employees, providing an opportunity to hear employees’ frank views about their working environment and their requirements, directly from the employees themselves.
A nursing care questionnaire on all employees was jointly conducted by labor and management in 2018. As a result of the survey, a policy was adopted to enhance the nursing care system, foster knowledge related to nursing care, support a work-life balance, and implement measures to prevent turnover as a result of nursing care.
In addition, as part of efforts to promote diversity, we have held various seminars for the purpose of strengthening the management capabilities of a wide variety of human resources for people in management positions and career development support for female employees and employees achieving a balance between work and responsibilities such as childcare and nursing care.
Going forward, we will continue to implement concrete measures in the three areas of childcare, family care, and career development.
  1. Childcare
    We are expanding measures to help employees balance their childcare and work responsibilities.
    1. Strengthening the foundations through the adoption of employee-friendly systems such as the Working from Home System
    2. Measures for effectively utilizing employees who are making use of the Shorter Working Hours Scheme
    3. Holding of Working Mothers Meetings
  2. Family Care
    We have administered a survey to all employees to clarify the current state of employees’ family care responsibilities.
    1. (Quantitative survey) Survey administered to all employees
    2. (Qualitative survey) Survey administered to employees with care-giver responsibilities
    3. Holding of study meetings aimed at preventing the situation where care responsibilities cause employees to resign from their jobs
  3. Career Development
    We are expanding the provision of training etc. to help female employees continue to work for the company over the long term.
    1. Female employee career continuity measures (training, lectures, etc.)
    2. Fostering understanding of employee diversity, and strengthening risk management education
    3. Holding health seminars for female employees (covering breast cancer, the menopause, etc.)

[VOICE] A female manager working in Thailand

Yokohama Tire Manufacturing (Thailand) Co., Ltd. (YTMT)
Technology Section Chief
Suarpa Ratanavaraha

As a Technology Section Chief, I am responsible for supervising the entire tire manufacturing process. I have been working at YTMT for 13 years now. When I first joined the company, I was working as a rubber compounder; I was subsequently promoted to Assistant Section Chief, and then to my current position in 2014. The Technology Section has 40 employees, of which half are women; the two Assistant Section Chiefs are both men. I don’t feel that being a woman has made it difficult for me to work as a manager; in Thailand, it is considered normal for women to hold managerial positions.
In Thailand, we get on with co-workers in the same way that we get on with members of our own family. Of course, that is true for me as well; I treat my colleagues like my own family members. Every morning, when I see team members faces during meetings, if it looks as though something is wrong, I make a point of talking to that colleague immediately. We also all enjoy participating in company events such as marathon competitions and dinner parties together. We are always ready to provide support for one another, even if it is a family problem and not directly work-related. One of my subordinates had problems with her eyes because of diabetes, so I moved her to a different position in which she wouldn’t need to use a PC so much, and all of us worked together to prevent her from eating too much sugary food.
I want to keep working as long as I can, and I hope to be able to create happiness ? both for myself and for my colleagues ? through my work. I believe that if you focus not just on your own happiness but on that of others too, it is possible to really enjoy your work.
As I see it, everyone is bound to make mistakes occasionally as they take on new challenges; by making mistakes and learning from them, you are actually strengthening your capabilities. When holding meetings with managers from Yokohama Rubber group headquarters in Japan, by communicating directly in English rather than relying on an interpreter, it is possible to invigorate the communication, and also to strengthen our English ability in the process. I have been very pleased to see how our whole company has developed a corporate culture that supports challenging oneself.

[VOICE] A female manager working in Thailand

Yokohama Tire Manufacturing (Thailand) Co., Ltd. (YTMT)
Accounting Section Chief
Suphawadee Trairatsarabakul

I am responsible for cost management at YTMT’s accounting section. I have 17 people working under me in the section, who all happen to be women. This is not because our company discriminates on the basis of gender; I think it may be because the kinds of people who pay attention to small details ? which is important in accounting ? tend to be women. As a workplace with many female staff, it is inevitable that there will be many cases of personnel needing to take maternity leave. However, because the period of maternity leave is fixed, we can plan the arrangements for other staff to take over their responsibilities in a systematic way. I believe that being a well-organized company with a clear division of responsibility is what makes YTMT such a great place to work.
With subordinates, I make an effort to understand their individual personalities and to communicate with them considerately. If someone has a problem, they won’t always come over to talk to you about it, so I will strike up a conversation with them to try to get them to tell me what is bothering them. Thailand has a tight job market at the moment, with plenty of job vacancies, which makes it easy for people to change jobs, and so we often get people leaving the company suddenly. Besides trying to avoid this situation, I also try to be ready for it, so I get staff to work in teams of two people (so that one can take over if the other leaves suddenly).
I want the personnel in my section to be proactive about expanding their own capabilities. Given the great working environment that we have here, and the opportunities for personal growth, it seems to me to be a shame to just allow one’s work to become circumscribed. I think it is important to challenge yourself, for example by trying to resolve problems by yourself when your supervisor is absent.
Thailand has a lot of women working in office jobs, and as a consequence it also has a lot of female managers. I didn’t set out with the idea of wanting to become a manager; I just happened to find myself being promoted to a managerial position at a time when I wanted to learn more. I have now been in my current position for 10 years, and I would like to further enhance my capabilities and learn new skills in a different area. If I have the opportunity to do so, I hope to rise to departmental manager or higher in the future.

[VOICE] A female employee working in Thailand

Yokohama Tire Manufacturing (Thailand) Co., Ltd. (YTMT)
Human Resources Department
Nao Nishimoto

Having previously worked in the Human Resources Department at the Yokohama Rubber Co., Ltd., I was assigned to YTMT in July 2017; I also serve as a member of the Women’s Participation and Advancement Taskforce. I had always hoped to have the opportunity to work overseas, in order to broaden my outlook, so I was very pleased when the assignment to YTMT was confirmed.
One of the first things that struck me after arriving in Thailand was that the way in which colleagues in Japan can more or less “read each other’s minds” does not work here. Because different countries have different ideas about what constitutes “common sense,” and different approaches to doing things, in order to fully understand what you are saying to one another you need to take great care over even the smallest details of communication. Every day, there are new challenges to be overcome, but I view these as an opportunity for growth, and work proactively to overcome them.
Companies in Thailand usually don’t have a shorter working hours system (for new parents), but it is normal to leave work on time. Because family members and neighbors are willing to help with childcare, it is normal for women to keep working while pregnant and when they have young children. As work-styles and the social background in Japan are different, I think it would be difficult to have exactly the same kind of situation in Japan, but I think that, if you can develop systems suited to the society in question, then as people get used to these new systems, the number of women who continue working over the long term will increase, and then you will naturally see an increase in the number of female managers.
Japanese people and Thai people each have their own special strengths. Japanese employees are good at preventing problems from developing, and at drawing up schedules to plan their work; Thai employees are good at responding quickly and decisively when a problem develops, and I find that I am able to learn from my Thai colleagues on a daily basis. I feel that, if it were possible to create an organization that combined the strengths of both countries, it would be a truly first-class organization.

Completion of a new form of company housing and employee dormitory, and improvements in communication and disaster response

The new integrated company housing and employee dormitory facility Ciento Musashi-Kosugi (the nearest railway station is Musashi-Kosugi) has been constructed in Imainishimachi, Nakahara Ward, Kawasaki City, Kanagawa Prefecture, and it started to accept residents from the end of March 2017. The facility is characterized by being a new form of facility that contains company housing, a men’s dormitory, and a women’s dormitory.
This new integrated facility is based on the three concepts of stimulating communication among employees, improving safety levels and the ability to respond when disasters occur, and the provision of secure housing to employees as an integrated facility that brings together company housing, a men’s dormitory, and a women’s dormitory.
The word ciento means “100” in Spanish, and this name was used to commemorate Yokohama Rubber’s 100th anniversary since foundation.
Outside of Ciento Musashi-Kosugi
Communal lounge with kitchen where both adults and children can gather

- Effective utilization of a popular and convenient location for employees

We aim to increase motivation by creating a comfortable living environment that effectively utilizes a location that is popular as a neighborhood people want to live in and is convenient for commuting for employees.

- Stimulating communication between employees

In an effort to deepen communication regardless of gender or generation, we have established a wide variety of comfortable communal spaces that include a lounge with kitchen where both adults and children can gather on the 1st floor, a library where adults can study in a quiet setting, and a garden and patio.

- Improving safety levels and the ability to respond when disasters occur

We will improve safety levels and the ability to respond when disasters occur by consolidating company housing and employee dormitories.
In addition, the facility will be used as a base for providing integrated support for employees and the region by making available emergency equipment and emergency food supplies, and opening it as an evacuation area for people from neighboring areas during disasters.

- Provision of secure housing to employees

This facility that will serve as the first women’s dormitory for Yokohama Rubber will be equipped with strong security features in order to provide secure housing where people can gather during emergencies while maintaining privacy.

- Contributing to the regional environment

We have actively conducted greening in gardens and areas surrounding the building, and installed footpaths, benches, etc. In addition, we aim to contribute to safety and towards improving the local environment by creating a bright neighborhood with lighting which lights up the building and the planted areas adjacent to it.
With the adoption of the Working from Home System, provision of pay during nursing care leave, and it becoming possible to acquire nursing care leave in hourly units, we have established a framework that makes it easy to work while providing nursing care for family members. Going forward, we will promote the creation of environments that make it easy to work while providing child care and nursing care, and we will also work actively in areas such as the operations of Yokohama Peer Support Co., Ltd. for the employment of people with disabilities, as we strive to create a workplace so that all of our diversified personnel can perform to the fullest.