- Employment Situation
- Promotion of Diversity
- Promoting Work-Life Balance
- Current Situation of Labor Management Relations
- Improvement of Education and Training Programs
- Developing Professionals
- Career Path Development
To respond to global business expansion and an increasing demand for specialized skills, 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 (Consolidated)
- * Figures are as of December 31, each year.
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)
|Clerical and Technical Staffs||Men||24||20||23||33||50|
Internship Opportunity for Science and Engineering Students
Group Work during Internship
We provided internship for engineering students with two main themes: “Learning Manufacturing and How to Improve It” and “Experiencing the Basics of Tire Manufacturing”.
For total of five days, the participants learned how we “combine design and technology” in design simulation during the product development process. They also experienced how we improve equipment through group work.
The students said that they “developed a strong interest in tires after learning all the work involved in product development” and they “were able to visualize what it is like to work at a tire company after seeing the actual production.”
We will continue to provide internship opportunities for students to help with their career planning.
Promotion of Diversity
Promoting Empowerment of Women
We support women in workplace through our human resource development planning, career counseling for all employees, and gender-equality awareness training. We also established policies and procedures to create a positive work environment.
As a result of analyzing the data on female employees of Toyo Tires, 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.
Our labor union is also involved in improving the work environment to help women succeed, and the Women’s Committee organizes company tours. The participating female committee members said that it was “inspiring to see women work in high positions at other sites and offices.” These events not only help improve our work environment but also motivate women.
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, enacted 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”, 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”. This program encourages our senior employees to teach others their skills and knowledge and develop successors. It also allows our senior employees to set their own goal as a capstone of their career and to be evaluated based on this goal.
Promoting Employment of Disabled Persons
Our goal is to “become a company where people with or without disability can work together” just as they are. We actively hire people with disability at our special subsidiary companies, Showa Estate Co., Ltd. and Sendai Service Co., Ltd. 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 2016, our company’s employment rate of disabled persons was 2.17%, exceeding the legal requirement of 2.0%.
Promoting Work-Life Balance
Support for Child and Family Care
As part of efforts to support employees with family responsibilities, we have established Child Care 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, we changed our child care leave program allowing our employees to receive pay for the first five business days of their child care leave. We actively encouraged our employees to take advantage of this program, and five of our male employees did in FY 2016. It is challenging to have more male employees take a child care leave. However, we believe that our work environment is becoming more conducive for them to take advantage of this program. In FY 2016, one male employee took three months of child care leave, which was the longest we have ever had.
Furthermore, we have also introduced a system to restore expired annual leave, 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, child care, family 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 have a special working hour program that allows our employees, who need to take care of their children or a family member, to work flexible and or reduced hours and to be “exempted from working overtime or on weekends and holidays.” For child care, we allow our employees to use this program until their children are in sixth grade since some employees cannot use after-school care until their children are in upper elementary years. To accommodate different life styles of our employees, we allow our employees to take vacation days in two-hour increments. This helps them use their paid vacation time effectively for short doctor’s visits or dropping off and picking up their children. (This program is not available at all locations due to staffing needs.)
As a result of these efforts, we met all of our goals in our Action Plan for Promoting Work-Life Balance (FY 2015 – FY 2016) which was developed based on the “Law for Measures to Support the Development of the Next Generation”.
We set new goals to promote work-life balance for FY 2017 and beyond, and we will continue to create a flexible work environment and improve efficiency so that our employees can work more effectively.
Status of use of Child Care/ Family Care support systems
|Child Care Leave||0||1||0||4||2||6||2||6||5||7|
|Family Care Leave||0||1||1||0||0||0||0||0||0||0|
|Short-Time Working for Child Care||0||2||0||0||0||1||0||1||0||4|
|Short-Time Working for Family Care||0||0||1||0||0||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, childcare, family care, or job transfer of their spouse, fiancé, or fiancée, under certain conditions. Because these employees can help us diversify our workforce and can start contributing to the company with little training, we are trying to make this program more widely known and utilized.
Current Situation of Labor Management Relations
Central Labor-Management Conference
The Toyo Rubber Labor Union has 3,205 members (as of the end of September 2016). 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||
|Business Site – Union Branch||
Improvement of Education and Training Programs
Toyo Tires Group reviewed our overall training programs in FY 2016 and divided our training programs into 3 categories: “Grade-Specific Training”, “Selective Training”, and “Independent Training”. We created training programs to meet the objectives of these three categories and employees’ grade levels and years of service.
The objective of “Grade-Specific Training” is to “provide an opportunity for employees of all levels to gain appropriate skills and knowledge to perform their job.” The objective of “Selective Training” is “leadership development”. The objective of “Independent Training” is to “support our employees further their own professional development.”
The purpose of Grade-Specific Training is to help our employees understand and accept diversity and develop variety of communication skills. We provide programs to promote understanding of other cultures and hold discussion sessions where participants practice resolving problems in English. The Company also provides financial support for employees to study foreign language on their own or to obtain various certifications. In FY 2017, we focused on revamping our training programs for employees with less than 15 years of service at our company, and we are adding more programs on basic business skills.
For Selective Training, we have an overseas trainee program where employees receive practical training for several years at a facility outside of Japan. “ACT Training” is a leadership development program with classes and seminars provided to mid-level employees selected from different divisions.
In FY 2016, we invited a well-known analyst to speak on the subject of “The Climate for our Company and the Focus of the Market” as a part of “ACT Training”. It was a good opportunity for us to understand how an investor views our company. It was also a valuable lesson on what managers should learn to think from someone else’s perspective.
We believe that it is essential to develop professionals to accommodate the global expansion of our business. We need professionals with exceptional talents in all areas of our company so that we can meet the needs of our customers worldwide, quickly and accurately. In order to do that, for example, R&D developed a training plan for engineers to transform the group into “Research Lab with a sense of speed.” Our training programs will help our employees develop important abilities such as logical thinking, technical skills, and communication skills and transform their focus from “seeds of technology” to “needs of customers.”
We will continue to hire a diverse workforce and provide training that will bring out the unique talent and personalities of our employees.
Career Path Development
To encourage our employees to work toward their future goals, our Company defined our career development policy. Each department develops “Career Path Plan” and share it with the rest of the company. We are also working to improve the effectiveness of our training program by integrating it with the career development plan. We hold human resources development meetings to discuss rotation of employees in order for them to gain the experiences that they need to follow their career path plan.
In the future, we plan to roll out a talent management system to manage all information on our employees’ qualities and skills. Making this information easily visible and providing our employees with ideal job placements and cross functional rotation opportunities will make our career path program even better.