Global HR Department

During fiscal 2021, 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.

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.

The employment rate of women at YRSC is 10.0% of all employees. There are four women in management positions, who account for 21.1% 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.

In 2016, Yokohama Rubber launched the “Women’s Participation and Advancement Taskforce” within the Corporate Planning Division in order to respond to the Act on Promotion of Women's Participation and Advancement. We have been implementing various measures and expanding various systems under the policy of “Positioning ourselves as a company that welcomes diverse workstyles and that people will want to continue working at over the long term.”We believed that creating a comfortable work environment for minority women within the company would lead to an increase in women's competitiveness, career development, and labor productivity, which in turn would enhance the competitiveness of the entire company.
In 2017, we administered an ES survey and interviewed all female employees to understand the current situation. In light of this, in 2018, we introduced and expanded our work-friendly systems, including a working from home system, shorter working hours scheme, and annual leave in hourly units. At the same time, we conducted a nursing care questionnaire and interviews with all employees, and also held a working mother exchange meeting, an enrollment 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, further measures were taken to establish follow-up system for female employees who take maternity leave, covering the whole period from pregnancy through to the return to work, and seminars for supervisors of employees and employees themselves who are returning to work, care-related seminars, and lectures for company officers about workstyle reform, etc. The name of the task was changed to "Diversity Promotion Task Force" to further broaden its activities to increase the productivity of diverse members (youth, seniors, women, LGBTQ, people with disabilities, etc.) and to create new value beyond the existing framework, not limited to women.
In 2020, we switched to a web-based seminar on the theme of "Diverse Work Styles," as well as conducted a telecommuting survey and interviews with managers.
In 2021, we participated in WWP (work with Pride) under the theme of "Deepening Diversity" and conducted a diversity survey and other activities.

We believe that the key to creating an organizational culture in which each and every diverse employee is respected and can play an active role is the awareness of managers. Therefore, in addition to systematic diversity management training as part of the Diversity Promotion Program for managers, we will continue to support the activities of diverse employees by providing support for women's career development, support for balancing work with childcare and nursing care, and support for the activities of people with disabilities and LGBTQ people.
Our goal is to create a corporate culture that accepts diverse people working in diverse ways as a matter of course, and to create a company where all employees can continue working at over the long term with a sense of fulfillment.

As a measure to reform the way of working as set forth in the personnel strategy of the new medium-term management plan, we will expand the period during which employees can use the shortened working hour system for nursing care in 2022.
In the future, we will develop after-corona operations, including the telecommuting system and the flextime system within COVID-19.
In addition, we will consider a system that allows those who are on accompanying leave due to the transfer of their spouse to another company to continue working through telework, and promote work style reforms to further improve the work-life balance.
With regard to employment of people with disabilities, we will continue to actively pursue this trend, including the operation of Yokohama Peer Support Co., Ltd. We will continue to create a workplace that is comfortable for all employees to work in and allows them to exercise their skills.