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Market Presence


  • Item

    Ratio of business locations that have made salary payments exceeding the minimum wage

  • FY 2014 results

    (Consolidated) 100%

Responsible departments

Each business location and Global HR Department

Stance and target

Why is "Market Presence"* a critical issue to be addressed?
Explanation of the reason and background

As a large automotive market shifts overseas going forward, production and sales at each business location must be conducted for products that respond to the demands of each country and region. Furthermore, there will be no growth if business activities are not conducted in line with the unique cultures and customs of each country and region. For this reason, we recognize the importance of employing employees from the region of business locations, promoting these employees to management positions, conducting business activities, and producing economic benefits in these regions.

* "Market Presence" is perceived to have the same meaning as "Presence in the Communities".

Vision (attainment goal) / target

In the tire business, we will increase production capacity to 89 million units by 2020, and in the MB business we will expand automotive parts and marine products on a global level.
To this end, we will conduct employment in the countries and regions where business locations are located, promote theses employees to management positions, rotate these employees on a global level, and conduct training programs to accumulate knowledge.

Measures for vision achievement

  • Employment of local human resources for operations at each business location, development of management candidates
  • Development and training for global human resources, global rotation of human resources

Review of FY 2014 activities

The salaries for operations for local employees at overseas business locations are set in consideration of the wage provisions set by law in that country and region. In addition, a salary system has been developed based on skills improvements and position assignments.

Suzhou Yokohama Tire Co., Ltd.

A PC tire plant was launched from FY 2014 in Suzhou, and 290 local employees (256 men, 34 women) were newly employed. Wages are the same level as local Japanese companies in Suzhou. After conducting company entry training (1.5 days) on corporate general affairs, human resources, the environment, and safety, on-the-job education over a period of 7 to 30 days was provided by senior employees based on the job category, and the employees then formally commenced work.


During FY 2014, 102 employees (93 men, 9 women) were newly employed. Nine of these employees were local (Binh Duong Province), while 93 were from other countries and regions. Wages are at the same level as those within the industrial park where the plant is located. After joining the company and receiving orientation training for three days on corporate regulations, tire technology, ISO (14001, 9001, 18001, 50001), and safety, on-site training is provided at their placement destination.

Issues and future improvement measures

Together with the expansion of operations at business locations overseas, we will instill the Action Guidelines among employees newly joining the Yokohama Rubber Group. In addition, the establishment of a structure that makes cooperative activities aimed at the resolution of social problems that communities face is an issue, in addition to the economic effect associated with business activities.