Policies for Human Resource Management
We will create an environment in accordance with our management policy of creating a workplace to value, improve, and energize people, where each of our ever-diversifying personnel can equip themselves with the necessary skills and perform by utilizing their capabilities to the fullest. Also, we aim to create a workplace where our employees can realize a work-life balance.
As an urgent need, we will continue to focus on fostering personnel who can perform on the global stage, in order to deliver the business strategy of GD100 and various technical strategies.
The environment around us has been continuously evolving, based on various factors such as the globalization of the business domain and a decrease in the domestic labor force due to the falling birth rate and Japan’s aging population. Accordingly, we have developed an environment that caters to diversity, by fostering the talents of women, senior citizens, and persons with disabilities, and supporting and appointing their respective talents in accordance with the aforementioned changes and in consideration of the human rights involved in business expansion. Since 2009, our personnel training program has been sending all new career-track employees to our overseas group companies for a 2-month training session, in order to develop individuals with a global perspective by experiencing diverse cultures first hand while they are still young. The number of employees to have completed this overseas training reached 250 this year. We promote the employment of people with disabilities through regular recruiting as well as with the establishment of a special subsidiary company (Yokohama Peer Support). We also leverage the skills and experiences of retired employees in a company (Yokohama Business Association) that focuses on handing down skills to current employees and supporting the business operations of the current generation.
As a goal for FY 2017, Yokohama Rubber Group pledges that “our workplace will be structured so that all of our diversified personnel can perform to their fullest potential, regardless of age, gender, nationality, etc.” Considering our current progress in terms of this goal, we have made achievements in the employment of people with disabilities but we must make more progress in the utilization of global human resources and women.
To address these challenges, we are implementing measures such as “reviewing and establishing an improved personnel system globally and regionally,” “developing a successors’ education system,” and “discovering, recruiting, and educating outstanding human resources in each region.” In the area of human rights, we do not tolerate discrimination of any kind, on the basis of race, religion, or any other factors whatsoever.
Tsuneyuki Ishizuka
General Manager
Global HR Deptartment, Corporate Planning Department
Promotion of trading opportunities with minority-run companies
YOKOHAMA INDUSTRIES AMERICAS INC
We have been working to expand supply lines (both direct and indirect trade) in order to ensure the provision of quality products and services, allowing us to evolve with the community and providing investment and employment opportunities in the community by promoting trade with diverse suppliers, including minority-run companies, such as those operated by African-American and Hispanic people. More specifically, we regularly participate in trade shows held by relevant organizations to seek business opportunities; as a result, we have established business relationships with a delivery company and a repair-parts supplier both run by minorities, and our total transaction value with minority-run companies has doubled from a year earlier.
Education for the children of employees
Y.T.RUBBER CO.LTD.
Our rubber processing factory employs not only local Thai people but also those from Myanmar. Our employees from Myanmar live in company residences in the factory with their families. The children of our employees from Myanmar have a hard time keeping up with the classes in local schools, so we recently created a place within the factory for them to study and spend the day. Currently, we are hosting teachers from Myanmar, who teach reading and writing skills to children between 4 and 7 years old. The program is highly regarded by our employees from Myanmar, who can work with fewer worries about their children.
Promotion of work–life balance
On August 1, 2013, we received the “Kurumin mark” as a company offering child-support programs from the Ministry of Health, Labour and Welfare in Japan. The certification was in recognition of our 2-year action plans and achievements between April 2011 and March 2013 to realize the balance between work and child-raising for our employees.
- Promotion of childcare leave system for both mothers and fathers
- Provision of information for those who took childcare leave to comfortably return to work, and publicizing relevant support systems
- Expansion of leave system for childbirth and childcare
- Promotion of using annual paid vacation
- Consideration of other measures to support child rearing
The childbirth and childcare leave system was changed to “up to 10 days before the child turns one-year-old,” which led to an increase in both the number of days and the number of people who took advantage of the system.