Diversity of Human Resources

Employment situation

To respond to global business expansion and an increasing demand for specialized skills, the Toyo Tires Group endeavors to secure the necessary human resources through various methods—not only new graduate and mid-career recruiting, but also the reemployment of retired employees. We also actively employ foreign nationals, through participation in job-hunting events for international students. As for employment of new graduates, we set an employment rate target for females, foreign nationals and returnees/students who returned from study abroad of 30%.

We are committed to ensuring fair employment practices and treatment of employees across our organization. We are striving to create workplaces where diverse individuals can fully demonstrate their capabilities, regardless of nationality or gender.

Number of employees and percentage by region

Number of employees and percentage by region

  • * Figures are as of December 31, each year.

Number of employees and average length of service by gender (non-consolidated)

Number of employees and average length of service by gender (non-consolidated)

  • * Figures are as of December 31, each year.

Number of new graduates hired (non-consolidated)

  FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
administration, etc.
male 36 24 20 23 33
female 2 7 2 7 10
Manufacturing male 40 29 32 57 41
female 11 3 1 8 3

Promotion of diversity

Promoting empowerment of women

Study session of the Labor Union Women's CommitteeStudy session of the Labor Union Women’s Committee

In addition to the establishment of various personnel systems to create an easy-to-work-in environment, we promote the empowerment of female employees through various initiatives, including individual career interviews, development of career development plans, and awareness-raising seminars.

As a result of analyzing the data on female employees of the Company, such as the male to female employee ratio, age distribution and job-rank distribution of female employees, it has been found that although the percentage of female employees is still low, the number of female employees who are candidates for managerial personnel is growing steadily due to active hiring of women in recent years. From interviews with female employees conducted jointly by labor and management, it has been revealed that instead of initiatives limited to women, they expect more efforts to be made: to create a workplace where all employees, whether male or female, can take on new challenges; to provide career development support, taking into consideration diverse values and lifestyles; and to activate workplace communication.

In accordance with the Women’s Workplace Participation Promotion Act,* our Company has formulated a general employer action plan, in which we set a target of doubling the percentage of female managers compared to the end of December 2010. To this end, we are promoting systematic recruitment and development activities, and appointment/promotion based on fair performance evaluation, while working at the same time to develop and implement personnel measures to encourage employees, regardless of whether they are male or female, to play more active roles in the workplace.

  • *The Act of Promotion of Women’s Participation and Advancement in the Workplace, which went into effect on April 1, 2016

Promoting reemployment of older employees

In line with the enforcement of the revised Act on Stabilization of Employment of Elderly Persons on April 1, 2013, we have introduced the Senior Employee System (post-retirement reemployment system) to enable employees wishing to be reemployed after their retirement at the age of 60 to work at least until they reach pension age.

Against the backdrop of a decrease in the working population due to a declining birthrate and aging population, the role of senior employees has become even more important in our Company. To help senior employees maintain high levels of motivation and engage in their work enthusiastically, in January 2016 we introduced the senior employee evaluation system. Under this new system, in addition to passing on their long-accumulated knowledge and professional skills to younger workers, senior employees are encouraged to set their individual goals for the theme that they want to work on to cap off their company life (career self-reliance), and their performance is evaluated.

Promoting employment of disabled persons

With the aim of becoming a company where people with and without disabilities can work together in a supportive environment, we are implementing various initiatives to promote the employment of disabled persons, mainly at Showa Estate Co., Ltd., a special subsidiary established for the employment of people with disabilities. While receiving advice from job coaches of the Employment Support Centers for People with Disabilities regarding various matters, including identification of jobs suitable for disabled persons and improvement of the work environment, each business office is also making efforts to expand the employment of disabled persons, by creating working opportunities in the areas of clerical and technical work, and light work such as cleaning and management of company housing and premises. As of the end of December 2015, our company’s employment rate of disabled persons was 2.13%, exceeding the legal requirement of 2.0%.

Promoting work-life balance

Support for child-rearing and nursing care

As part of efforts to support employees with family responsibilities, we have established childcare and family-care leave systems, which enable employees to concentrate on raising their children (up to the age of two) or caring for family members (for a maximum of one year).

In April 2015, to respond more precisely to the unique work-life needs of each employee, we introduced a new personnel measure, changing the minimum increments for the use of annual paid leave from half-day to two hours to allow employees to take a very short leave to take care of personal or family matters such as a doctor’s visit, and picking up/dropping off children (this new measure has not yet been introduced to some workplaces for staffing reasons).

We have special working systems to allow employees with children and those who need to care for family members to be exempted from overtime/holiday work, and to work flexible and with reduced hours. To meet the demands from employees with children in the higher grades of elementary school who cannot attend after-school childcare programs, we have expanded eligibility for the special working systems, from employees with children “in the third grade or younger” to employees with children “in the sixth grade or younger.”

One of the challenges in the operation of the childcare leave system is how to encourage male employees to take childcare leave. As part of such efforts, we have made changes to the childcare leave system, so that the first five business days of childcare leave is paid leave. As a result of our encouragement to take childcare leave even for a short period of time, within one year after the revision of the system, four male employees took childcare leave. We will continue to work to create an environment where employees find it easier to take childcare leave.

Furthermore, we have also introduced a system to restore expired annual leave (annual leave restoration system), to allow employees to use their unused paid leave granted in the year before last. In the past, allowable reasons for the use of the annual leave restoration system were illness/injury, childcare, family nursing care, and volunteer activities, but hospital visits and hospitalization for infertility treatment have been added to the list, enabling employees to use their expired annual leave to accompany their spouses for infertility treatment.

We are striving to further promote the improvement of operational efficiency and to establish flexible work systems, so that individual employees can realize the working style they desire and live a fulfilling life.

Status of use of childcare/nursing care support systems

  FY 2011 FY 2012 FY 2013 FY 2014 FY 2015
Childcare leave male 0 0 0 2 2
female 1 1 4 6 6
Nursing care leave male 0 0 1 0 0
female 0 1 0 0 0
Short-time working for childcare male 0 0 0 0 0
female 2 2 0 1 1
Short-time working for nursing care male 0 0 1 0 0
female 0 0 0 0 0

Introduction of reemployment system

In April 2013, we introduced a reemployment system to rehire former employees who left the company for reasons such as marriage, childbirth, child-rearing, family-care, or spouse’s or fiancé/fiancée’s transfer, under certain conditions.

Current situation of labor-management relations

Central Labor-Management ConferenceCentral Labor-Management Conference

The Toyo Rubber Labor Union has 2,822 members (as of the end of December 2015). All employees of the Company join the labor union except managers and executives. The Company and its labor union maintain a good relationship that has been built based on long-term mutual understanding and trust. The company and the labor union hold many meetings to discuss a wide variety of issues, covering management issues and problems at each workplace, and work collaboratively on improvements and reforms.

Major labor-management conference

Headquarters Human Resources Dept. – Union HQ
  • Central Labor-Management Conference (twice a year)
  • Labor-Management Conference on Business Management Measures of each Business Group (twice a year for each Business Group)
  • Labor-Management Conference on Business Management Measures of Corporate Division (once a year)
  • Labor-Management Regular Meetings (monthly)
Business Site – Union Branch
  • Plant/Office Labor-Management Conference (monthly)
  • Safety & Health Committee Meeting (monthly)
  • Workplace Labor-Management Conference (monthly)

Improvement of education and training programs

We are working to enhance our education and training programs, to bring out the potential of all our employees, to provide them with career development opportunities, and to increase their motivation. To enable employees to acquire the education and skill training needed to advance on their career path, we have established a training system that comprises various training programs, including grade-specific training, training for selected personnel, and department-specific training.

The group training is designed to include not only lectures but also workshops to enable trainees to learn practical skills and apply them in their daily work activities. In addition, the opportunity is also provided for trainees to talk directly with senior management. The basic business training course, where participants learn the basic knowledge and skills required of a business person, is delivered online (e-learning), to allow employees (other than those required to take this course) to take this course as a self-study resource.

In the future, we will work to develop training programs for young employees to enable them to work independently without supervision as early as possible, and global training programs that enable employees from different countries and regions to learn from each other while enjoying interacting and communicating together.

In-house training

Education and training system

Education and Training System

Development of global human resources

Seminar held in China, aiming to develop global human resourcesSeminar held in China, aiming to develop global human resources

The Toyo Tires Group has been accelerating global expansion in both the Tire and DiverTech businesses. Accordingly, our employee composition has substantially changed, and since fiscal 2014, overseas employees have accounted for more than half of the Group’s total workforce. To support such a rapid global expansion, we are working vigorously to develop global human resources, i.e. individuals with the foreign language skills required to communicate globally and the ability to understand and accept diversity.

In Japan, we have introduced various courses in grade-specific training programs, including a course designed to promote the understanding of different cultures and a course featuring discussions in foreign languages. We also provide learning support for employees who are self-studying foreign languages and who are preparing for certificate exams. Furthermore, foreign language skills have been added to the criteria for promotion to managerial positions, and to the elements for which bonus points are awarded in work performance evaluation. We are using various strategies to develop our employees into globally competitive individuals. We also have an overseas training program, under which employees are dispatched to overseas bases for in-service training for a certain period to nurture a global mindset and broad perspective.

At our overseas bases, training seminars are held for locally hired executives and executive candidates, to encourage them to share the history and values, management vision and business strategies of the Group. Furthermore, to globally share lessons learned from a series of issues that occurred in Japan, we are providing education to overseas employees to instill a compliance mindset in them and so that they can understand the aspects of corporate culture that should be passed on to younger generations and the aspects of corporate culture that need to be reformed.

In future, we will strengthen our efforts to develop global human resources by creating opportunities for next-generation Group executives to gain the necessary experience and skills.

Support for career development

To support the medium- and long-term development of employees, we have established and are operating the Individualized Human Resources Development System. Under the system, career interviews are conducted in which employees are encouraged to discuss their career plans with their supervisors. In conjunction, the Human Resources Development Committee has been established to ensure that each department develops and implements the medium- and long-term development plans for individual employees (including career development, assignments, and transfers).

We are implementing various initiatives to promote the growth of individuals and the organization, with the aims of “building a strong organization that promotes and stimulates the growth of people” and of “ensuring that each individual with diverse strengths and skills is assigned to an appropriate workplace so that he or she can realize their potential to the fullest extent.”

We also offer Career Design Training for employees who reach 40 years old to provide them an opportunity to think about their own professional and personal career path.