Labor Practices
Diversity and Equal Opportunities
KPI
Responsible Departments
Our position and Targets
Review of FY 2022 Activities
Introduction of Initiatives
Future challenges
KPI
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| Item | FY 2021 results | FY 2022 results |
|---|---|---|
| Female employee ratio | (Consolidated) 12.0% (Domestic) 7.5% |
(Consolidated) 14.0% (Domestic) 7.2% |
Responsible Departments
HR Department
Our position and Targets
Why is "Human Resources Diversity" a critical issue to be addressed?
Explanation of the reason and background
Our new medium-term management plan "YX2023," which started in FY2021, calls for transformation through exploitation and exploration. In order to achieve this goal, we believe it is important to further promote diversity in human resources through encouraging our employees from various backgrounds to embrace various work styles each other, promote work styles that are not bound by conventional rules and ways of thinking, and create workplaces that enable employees to work together cheerfully with vigor and enthusiasm.
Vision and targets
We will continue to conduct hiring regardless of attributes such as nationality, sexual or gender identity (LGBTQ+), educational background and experience, and strive for the most optimal human resources placement aimed at achieving the business and technical strategies of YX2023.
Moreover, we strive to create a workplace that fosters the continued growth of all employees and enables career development by respecting their work-life balance and embracing diverse human resources and various work styles.
Moreover, we strive to create a workplace that fosters the continued growth of all employees and enables career development by respecting their work-life balance and embracing diverse human resources and various work styles.
Measures to pursue our vision
We are implementing the following measures to achieve our vision.
<Selection of suitable persons from various fields>
We hire new graduates in a stable manner with a long-term perspective. We also hire people with experience (mid-career hires) according to the needs of our business.
In addition, we appoint and assign the most suitable person for each job from various fields such as senior personnel, or by early promotion within the company.
In addition, we appoint and assign the most suitable person for each job from various fields such as senior personnel, or by early promotion within the company.
<Employment of people with disabilities>
Regarding the employment of persons with disabilities, up until now, we have periodically accepted new graduates at each business site and offered jobs that can be carried out within our existing operations despite their handicaps. Going forward, we will continue to develop new business operations as we broaden the scope of employing persons with disabilities.
<Support for diverse work styles through various systems>
We have established a system that enables employees to be successful at work regardless of time or place by improving the work-life balance through enhancing working systems that allow employees to work anytime from any place, such as a work from home system, a flex-time system to eliminate core working hours, and a short working-hour system. In addition, we aim to establish a work system that allows employees to continue building their career along with their personal life events, such as nursing care or childcare, by expanding the systems for childcare leave, nursing-care leave, spouse accompaniment leave, and career return.
<Support through seminars, etc.>
As part of our efforts to promote diversity, we have conducted educational activities to promote a culture that recognizes diversity focusing on the elimination of unconscious bias, education to promote "ikubos" and LGBTQ education, while developing various systems to support the balancing of work and life in order to create a comfortable working environment. In addition, we hold various seminars to support the activities of diverse human resources, such as seminars to strengthen diversity management capabilities, career development support seminars to promote the activities of women, networking events for employees balancing child-raising and career, and health seminars (mental health measures, harassment prevention measures, measures to prevent breast cancer, uterus cancer, etc.)
Review of FY 2022 Activities
During FY2022, we conducted the following activities to ensure the diversity of human resources and provide equal opportunities, and produced good results.
Employing diverse employees in comprehensive work positions
Since the introduction of an area-limited comprehensive position system in July 2014, this system has been continually implemented and deployed at each business sites, leading to employing employees in area-limited comprehensive positions at four business sites up until now.
<Stable new graduate hiring and mid-career hiring according to business strategy>
During FY2022, 31 new graduates were hired.
Including mid-career hires, a total of 62 people were hired for comprehensive positions, with the ratio of female employees at 16.1%.
Including mid-career hires, a total of 62 people were hired for comprehensive positions, with the ratio of female employees at 16.1%.
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Number of female employees (managerial positions: new graduates + mid-career) (unit: persons)
| FY 2020 | FY 2021 | FY 2022 | |
|---|---|---|---|
| Women | 17 | 9 | 10 |
| Men | 51 | 13 | 52 |
| Total | 68 | 22 | 62 |
| (Ratio of women) | 25% | 41% | 16% |
*Mid-career hires include those who have been promoted to full-time employees.
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Number of employees by age and gender (non-consolidated) (unit: persons)
| Employee category | Gender | Japan | Asia | North America |
Europe | Other | Total | |
|---|---|---|---|---|---|---|---|---|
| Less than 30 years old | Regular employees | Women | 63 | 1 | 0 | 0 | 0 | 64 |
| Men | 753 | 0 | 0 | 0 | 0 | 753 | ||
| Contract employee | Women | 1 | - | - | - | - | 1 | |
| Age 30 to 50 | Regular employees | Women | 233 | 5 | 0 | 0 | 0 | 238 |
| Men | 3,119 | 37 | 16 | 4 | 0 | 3,176 | ||
| Junior employees | Women | 3 | 0 | 0 | 0 | 0 | 3 | |
| Contract workers | Women | 2 | 0 | 0 | 0 | 0 | 2 | |
| Men | 13 | 1 | 0 | 0 | 1 | 15 | ||
| Above age 50 | Regular employees | Women | 112 | 0 | 0 | 0 | 0 | 112 |
| Men | 1,189 | 42 | 10 | 1 | 4 | 1,246 | ||
| Junior employees | Women | 2 | 0 | 0 | 0 | 0 | 2 | |
| Contract workers | Women | 3 | 0 | 0 | 0 | 0 | 3 | |
| Men | 20 | 5 | 1 | 0 | 0 | 26 | ||
| Above age 70 | Contract workers | Men | 3 | 0 | 0 | 0 | 0 | 3 |
| Grand total | 5,516 | 91 | 27 | 5 | 5 | 5,644 | ||
<Employment of people with disabilities at Yokohama Peer Support Co., Ltd. (special subsidiary company)>
Yokohama Peer Support Co., Ltd. was established in 2012 as a special subsidiary company of Yokohama Rubber for the purpose of creating employment opportunities for people with disabilities.
We have gradually increased the number of employees with disabilities by regularly accepting and recruiting interns every year since it was founded, while working to create employment opportunities by expanding business.
As of April 2023, we have 48 employees with disabilities, 31 of whom are persons with intellectual disability.
Their duties include cleaning more than 160 restrooms, various meeting rooms, and break rooms as well as greening, sorting and delivering mail and internal mail, and making business cards at the Hiratsuka Factory.
After assigning tasks according to individual characteristics, we train them to improve their skills by expanding the scope of their work or encouraging them to provide guidance to new employees. As part of our efforts for human resource development, we also work on the revision of their evaluation system to recognize their efforts.
Their mentors, most of whom are our former employees, provide careful guidance on a daily basis to create a working environment in which each and every employee with disability can work with peace of mind.
In addition to daily consultations, we conduct individual interviews every six months to understand their careers, requests, and concerns as well as to improve their job retention rate. We will continue to encourage them to perform our tasks as a group of professionals while firmly adhering to safety and basic things, and aim to create a workplace in which they can play active roles for many years to come.
In addition, the four companies of Yokohama Rubber, Yokohama Peer Support, Yokohama Tire Japan, and Yokohama Rubber MB Japan have obtained the special approval as being the affiliated companies under the disabled person employment ratio system and the grant system for the employment of persons with disabilities, with the employment rate of people with disabilities in four companies' combined total was 2.67% for 2022 (results for April 2021 to March 2022).
We have gradually increased the number of employees with disabilities by regularly accepting and recruiting interns every year since it was founded, while working to create employment opportunities by expanding business.
As of April 2023, we have 48 employees with disabilities, 31 of whom are persons with intellectual disability.
Their duties include cleaning more than 160 restrooms, various meeting rooms, and break rooms as well as greening, sorting and delivering mail and internal mail, and making business cards at the Hiratsuka Factory.
After assigning tasks according to individual characteristics, we train them to improve their skills by expanding the scope of their work or encouraging them to provide guidance to new employees. As part of our efforts for human resource development, we also work on the revision of their evaluation system to recognize their efforts.
Their mentors, most of whom are our former employees, provide careful guidance on a daily basis to create a working environment in which each and every employee with disability can work with peace of mind.
In addition to daily consultations, we conduct individual interviews every six months to understand their careers, requests, and concerns as well as to improve their job retention rate. We will continue to encourage them to perform our tasks as a group of professionals while firmly adhering to safety and basic things, and aim to create a workplace in which they can play active roles for many years to come.
In addition, the four companies of Yokohama Rubber, Yokohama Peer Support, Yokohama Tire Japan, and Yokohama Rubber MB Japan have obtained the special approval as being the affiliated companies under the disabled person employment ratio system and the grant system for the employment of persons with disabilities, with the employment rate of people with disabilities in four companies' combined total was 2.67% for 2022 (results for April 2021 to March 2022).
Support through our Systems
<Childcare Leave System>
We have introduced a system that allows male workers to take ten days of childcare leave by the day to meet diverse childcare support needs (Childcare Leave B), and a post-partum paternity leave system for fathers that allows male employees to work while on leave (Childcare Leave C), in addition to statutory childcare leave (Childcare Leave A), for male employees to take part in child-rearing more easily. As a result, we were able to raise the ratio of male workers taking childcare leave to 59.9%* in 2022, but we will continue to recommend eligible workers to take childcare leave aiming at achieving the target of 100% (ratio of female workers taking childcare leave: 100%).
- The ratio of the number of male employees who had children in 2022 and took Childcare Leave A, B or C for one day or longer in the same year.
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 fiscal 2016 represent the number of employees taking childbirth and childcare leave and the number of days taken; figures for fiscal 2017 represent the total of the new and old systems for childbirth and childcare leave and Childcare Leave B.
- Figures for fiscal 2017 are combined totals for both the old and new systems: Childbirth and Childcare Leave, and Childcare Leave System B.
<Nursing care leave and short-term leave system>
Employees can take paid nursing-care leave, which is used by many employees every year (non-paid under the law).
It is also possible to utilize pension reserve for nursing care up to five days.
The nursing care leave is for employees who need to provide constant care to a family member, which can be taken up to a year in length and divided into ten separate portions. (Under the law, it can be taken up to three month and divided into three separate portions.)
It is also possible to utilize pension reserve for nursing care up to five days.
The nursing care leave is for employees who need to provide constant care to a family member, which can be taken up to a year in length and divided into ten separate portions. (Under the law, it can be taken up to three month and divided into three separate portions.)
Changes in the Number of Employees who have taken Nursing Leave for Children (unit: persons) Number of persons
<Shorter working hours system>
Employees with children up to the sixth grade (below the age of three under the law) or relatives requiring care can apply for shortened working hours at their requests. The flex time system for short-hour worker was established in 2023, which allows employees to flexibly balance work and family.
Changes in the Number of Employees who have made use of the Shorter Work Hours Scheme (unit: persons) Number of persons
<Provision of consultation service related to childcare and nursing care>
Since 2019, we have provided consultation service related to childcare and nursing care, being prepared to respond to worries and trouble related to childcare and nursing care employees are facing. In 2022, we received 62 consultations in the whole company.
<Work-from-home system and flex time system>
A work-from-home system and a flex time system have been introduced since 2018 with the aim of the promotion of a balance between work and family including childcare and nursing care, and the improvement of operational efficiency, and the prevention of prolonged restraint (in consideration of the health of workers) as well as the reduction of burdens on workers resulting from commuting.
In 2020, we introduced a flex time system that eliminates a core working hours, and in 2023, following the integration of the Head Office and Hiratsuka Factory, we expanded the work-from-home system by abolishing the weekly usage limit so as for long-distance commuters to benefit from the system.
In 2020, we introduced a flex time system that eliminates a core working hours, and in 2023, following the integration of the Head Office and Hiratsuka Factory, we expanded the work-from-home system by abolishing the weekly usage limit so as for long-distance commuters to benefit from the system.
<Home office system>
Following the integration of the Head Office and Hiratsuka Factory, we introduced a home office system for employees who became long-distance commuters as a result of the integration. This system allows such employees to have an office developed at their home at the company’s expense and basically work from home without maintaining a fixed desk at their office. In addition, we opened the Satellite Office, a free-address office with a cafe space for the purpose of promoting improved communication between the workers using the home office system. The home office system has been made available to our employees who have moved to accompany a spouse on a job transfer for them to keep working without taking a career break.
Area-limited employee system
An area-limited employee system has been introduced for people with children younger than elementary school age or those with family members who need nursing care to suspend their job relocation for two years responding to their wishes.
Spouse accompaniment leave system
We have introduced another leave system for employees accompanying their spouse on a domestic or overseas transfer, which has been used by eight employees up until now.
Career return system
Another system we have introduced is a career return system that enables employees who have retired to accompany their spouse on a job transfer, or those who have retired due to childcare or nursing care, to return to work.
Thus far, one employee has rejoined the company using this system.
Thus far, one employee has rejoined the company using this system.
System for employees to take paid leave by the hour
In 2018, we introduced a system that allows employees to take paid leave by the hour to promote a balance between work and family life.
This system was used by 1,215 employees in 2022.
This system was used by 1,215 employees in 2022.
Introduction of Initiatives
Promotion of gender equality, etc. at Shandong Yokohama Rubber Industrial Products Co., Ltd. (YRSC)
The employment rate of women at YRSC is 10.0% of all employees with four women in managerial positions, accounting for 21.1% of those in managerial positions.
There is no disparity between men and women in terms of promotions. The decision as to where new employees are to be assigned is made with respect and consideration for the wishes and capabilities of individuals. In addition, in order to effectively use corporate housing facilities, one of the rooms has been used as a day-care center to provide childcare support for couples in the prime of life.
There is no disparity between men and women in terms of promotions. The decision as to where new employees are to be assigned is made with respect and consideration for the wishes and capabilities of individuals. In addition, in order to effectively use corporate housing facilities, one of the rooms has been used as a day-care center to provide childcare support for couples in the prime of life.
Activities of the diversity and inclusive promotion taskforce
In 2016, Yokohama Rubber launched the “Women’s Participation and Advancement Taskforce” in order to respond to the Act on Promotion of Women's Active Engagement, and since then the company has been implementing various measures and expanding various systems under the policy of “embracing diverse styles of work and striving to become a company of long-term careers.”
In 2018, we introduced and expanded our work-friendly systems; such efforts include the introduction of the working-from-home system, the expansion of the shorter working hours system and the introduction of the system for employees to take paid leave by the hour, etc.
Along with these efforts, we conducted a nursing care questionnaire and interviews with all employees, and also held a working mother exchange meeting, an encourage seminar for women over 40 years of age, a career seminar for those on childcare leave, and a health seminar for those returning to work.
In 2019, as an additional measure, we established a follow-up system to support female employees who are taking maternity leave during their pregnancy until returning to work, and held seminars for supervisors of employees and employees themselves who are returning to work, caregiving-related seminars, and lectures for company officers about the reform of working practices, etc. In addition, the name of the taskforce was changed to "Diversity Promotion Task Force" to further broaden its activities and increase the productivity of diverse members (young people, seniors, women, LGBTQ+, people with disabilities, etc.), not limited to that of women, and to create new value.
In 2020, we provided web-based seminars, instead of in-person ones, on the theme of "Diverse Styles of Work," in addition to conducting a telecommuting survey and interviews with managers.
In 2021, we became a participating member of work with Pride (wwP) * under the theme of "Exploitation of Diversity," and conducted a diversity survey and other various activities. In 2022, we implemented diversity management seminars and leadership seminars for women. We also conducted a workplace LGBTQ+ awareness survey. The taskforce was once renamed in 2023 as the "Diversity & Inclusion Promotion Taskforce," which aims to further promote the creation of a working environment that embraces more diverse human resources and promotes mutual respect.
In 2018, we introduced and expanded our work-friendly systems; such efforts include the introduction of the working-from-home system, the expansion of the shorter working hours system and the introduction of the system for employees to take paid leave by the hour, etc.
Along with these efforts, we conducted a nursing care questionnaire and interviews with all employees, and also held a working mother exchange meeting, an encourage seminar for women over 40 years of age, a career seminar for those on childcare leave, and a health seminar for those returning to work.
In 2019, as an additional measure, we established a follow-up system to support female employees who are taking maternity leave during their pregnancy until returning to work, and held seminars for supervisors of employees and employees themselves who are returning to work, caregiving-related seminars, and lectures for company officers about the reform of working practices, etc. In addition, the name of the taskforce was changed to "Diversity Promotion Task Force" to further broaden its activities and increase the productivity of diverse members (young people, seniors, women, LGBTQ+, people with disabilities, etc.), not limited to that of women, and to create new value.
In 2020, we provided web-based seminars, instead of in-person ones, on the theme of "Diverse Styles of Work," in addition to conducting a telecommuting survey and interviews with managers.
In 2021, we became a participating member of work with Pride (wwP) * under the theme of "Exploitation of Diversity," and conducted a diversity survey and other various activities. In 2022, we implemented diversity management seminars and leadership seminars for women. We also conducted a workplace LGBTQ+ awareness survey. The taskforce was once renamed in 2023 as the "Diversity & Inclusion Promotion Taskforce," which aims to further promote the creation of a working environment that embraces more diverse human resources and promotes mutual respect.
- work with Pride: A volunteer group that supports the promotion and consolidation of diversity management relating to LGBTQ+ people of companies
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Diversity-related Education Case Studies
| Fiscal Year | 2019 | 2020 | 2021 | 2022 |
|---|---|---|---|---|
| Number of programs | 16 | 8 | 17 | 15 |
| Total number of participants※ | 503 | 214 | 327 | 181 |
| Main Programs | ||||
| Diversity | ・Diversity Programs ・Management of Diverse Human Resources |
・Strengthening Management of Diverse Human Resources | ・Strengthening Management of Diverse Human Resources ・Participation in WWP** |
・Diversity Education ・Strengthening Diversity Management ・Participation in WWP** |
| Women's Career Development | ・Encouraging ・Career Development ・Skill Development |
・Encouraging ・Business Skill Development |
・Encouraging ・Business Skill Development |
・Leadership seminars for women |
| Work-Life Balance | ・Reinstatement Carrier ・Working Mothers Networking |
・Reinstatement Supervisor ・Pre-mothers' Networking |
・Reinstatement Carrier ・Working Mothers and Fathers Networking |
・Reinstatement Carrier ・Working Mother/Father Consultation |
| Health and Nursing | ・Menopause/Uterine Cancer ・Prevention of Nursing Care Leave |
・Breast Cancer/Sleep Support ・Prevention of Nursing Care Leave |
・COVID-19 Prevention Measures | ・Prevention of Nursing Care Leave Caregiving and Money |
- Total number of participants: Excluding all employee training
- **WWP: work with Pride
We believe that the key to creating an organizational culture that allows each one of diverse employees to be respected and play active roles lies in the mind-set of mangers.
Therefore, in addition to systematically providing diversity management training as part of the Diversity Promotion Program for those in managerial positions, we will continue to support the activities of diverse employees by providing support for women's career development, promoting a balance between work and family life including childcare and nursing care, and providing support for the activities of people with disabilities and LGBTQ+ people.
We aim to foster a culture of embracing a variety of work styles by our diverse workforce, and evolve into a company that provides all employees with job satisfaction and long-term careers.
Therefore, in addition to systematically providing diversity management training as part of the Diversity Promotion Program for those in managerial positions, we will continue to support the activities of diverse employees by providing support for women's career development, promoting a balance between work and family life including childcare and nursing care, and providing support for the activities of people with disabilities and LGBTQ+ people.
We aim to foster a culture of embracing a variety of work styles by our diverse workforce, and evolve into a company that provides all employees with job satisfaction and long-term careers.
Future challenges
From now on, it will become important to apply various measures for the achievement of inclusion as well as diversity. In addition to embracing diversity, it is necessary to create an environment in which the identify of every individual is respected, and all individuals can join an organization naturally and give full play to their abilities.
We will take effective measures to build up an inclusive organizational culture through education and training in a proactive manner, with the aim of gaining employees' understanding for systems, penetrating the system, and promoting the utilization of such measures.
We will take effective measures to build up an inclusive organizational culture through education and training in a proactive manner, with the aim of gaining employees' understanding for systems, penetrating the system, and promoting the utilization of such measures.
