Why is “Human Resource Development through Training and Education” a critical issue to be addressed?
Explanation of the reason and background

Our position and Targets

Measures to pursue our vision

Personnel system GLOBAL (development of core human resources)

Use of re-employment employees aged 60 or above

Human resources development program

1. Newly hired employees
   1. Training for new employees
      For all new regular-track employees, we conduct training focused on understanding manufacturing sites at our production plants, as well as sales operations through on-the-job shadowing at our sales companies.
   2. Tutor-supporter system
      In response to the diversification of work styles including telecommuting, we have renovated our system to foster new employees by introducing a "tutor-supporter system." Under this system, a tutor (possible to assign more than one tutor depending on business content to be handled) gives specific operational guidance to new employees, and supporters (basically all members at the same workplace) respond to various consultations from them. Separating roles between a tutor and supporters enables new employees to steadily improve their skills and communicate smoothly with others at their workplace.
2. Training for employees in comprehensive work positions
   Based on the 'ideal employee profiles required at each level' defined in our HR system, we provide training tailored to each job grade to acquire fundamental knowledge for working at Yokohama Rubber, as well as technical knowledge regarding our products. Furthermore, we offer training to support the mindsets, capabilities, and skill developments necessary for accurate judgment and execution. We also conduct 'DX Leader Development Training' required in the digital era, designating part of these programs as mandatory requirements for promotion.
3. High-level professionals
   At Yokohama Rubber, professionals are positioned not only as workers whose expertise is approved, but also as ones taking a post (job) where they are expected to realize our strategy by exercising their high level of expertise.
   In the area of technology, we approve staff members who have achieved high results with top-level expertise in their respective technical fields and are deemed necessary to bolster our business as high-level professionals" for them to focus on technical activities. In 2020, we also introduced a system to approve administrative managers who take on responsibility for important areas in the mid-term plan of the business and have exercised their expertise and achieved excellent performance as "high-level professionals."
4. Technical meister system
   Employees in the technical field who are able to train juniors by utilizing their specialized skills and knowledge are approved as "technical meister" to pass on our technology to the new generation.
5. Education for company personnel taking on overseas assignment and their family members
   Amid the global expansion of our businesses, the number of company personnel assigned to work overseas is increasing every year. Since FY2009, we have provided overseas pre-departure training for all employees who accepted overseas posting before leaving for overseas duty. The seminars consist of various programs providing necessary information such as how to proceed with work operations in different cultures, regionally oriented safety lectures (necessary knowledge regarding the state of public order and for ensuring safety), medical training, legal and compliance training, training on accounting and internal control, language training, and information on schooling for accompanying children. In addition, since 2018, as part of efforts to strengthen global governance, we have been conducting training for those who will be appointed to positions equivalent to the heads of overseas offices.
   The content of the training is accounting and finance, company organization, compliance, and labor management.
6. Incentive to employees to obtain official certifications
   We have established an incentive system to encourage as many employees as possible to obtain high-level official certifications which are difficult to obtain, but essential for business operation
7. Allowance for qualified responsible person
   The company provides an allowance to employees who are registered as qualified persons holding the official qualifications required for plant operations.
8. Equipment Duty Allowance
   We define skills/qualifications corresponding to the growth stages of employees in equipment-related workplaces, set levels, and provide allowance amounts according to each level.
9. Financial incentive for language learners
   To encourage employees to learn foreign languages, we provide financial incentive to employees learning a foreign language other than their native language who have achieved at advanced level and above.
10. Feedback for human resources development
    In order to continuously develop employees' abilities and to make evaluations more transparent and convincing, we have set clear expectation levels for each role, and have established a system in which supervisors and subordinates can make sure "whether to meet the expectation levels" and "what points need to be improved" during the semi-annual evaluation feedback to support human resources development. In the face of the diversification of work styles including telecommuting, to ensure proper management and human resources development, we have provided an opportunity for a supervisor and a subordinate to meet in-person once a month in which the subordinate can consult his or her supervisor about anything, not limited to business, and enjoy more open communication.

Use of re-employment employees aged 60 or above

Personnel Training Program

• Regardless of gender, the total number of training participants per year for technical workers was 411

<System users and number of applicable employees for each program>

• As of December 2025

<Number of employees that obtained official certifications>