To Build a Trusted Identity as a Contributing Member of the
Global Community
Information Map
Highlighting the information published on Yokohama Rubber’s corporate website
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Corporate website Products Information
Delivers information about product features and specifications, including tires, industrial products, and sporting goods
Investor Relations
Presents investor relations information about management plans, growth strategy and earnings
CSR
Provides information about ESG policies, activities and progress
Corporate Information
Highlights the corporate philosophy, company profile and governance structure
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This report was created to share Yokohama Rubber Group’s policies, approach to CSR, orientation and performance with each of its stakeholders in a concise and clear manner.
Within this report, you will find information about Yokohama Rubber Group’s stance toward achieving its vision of “to build a trusted identity as a contributing member of the global community” with an eye on 2017, when the company celebrates its 100th anniversary, and beyond.
Additional details of our activities can be found on our CSR website, which contains a host of information compliant with GRI Guidelines Ver. 4 about the progress of Yokohama Rubber Group’s CSR activities. We invite you to review this website together with the print version.
Editorial Policy
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Contents / Editorial Policy
Message from Chairman
Yokohama Rubber Group at a Glance / Corporate Philosophy
CSR and Important Issues (Materiality) / Participation in initiatives in Japan and overseas /
CSR and Environmental Management Promotion System
Message from the PRESIDENT
Dialogue with the Chairperson of the Board
Yokohama Rubber’s Tire Business and CSR
Yokohama Rubber’s MB (Multiple Business) and CSR
Creating Value through Our Businesses
Special Feature Yokohama Rubber’s Important Issues
For the Global Environment
Together with Local Communities
Together with Our Customers
To Our Stakeholders and Investors
Together with Our Business Partners
Together with Our Employees
Introduction of New Technology
ISO26000 Compliance Activity Report
Yokohama Rubber will celebrate its centennial in 2017. In thinking about the next 100 years
of the company, I believe it is very important to think about our vision for 2050 and what we
need to do to accomplish this.
I want the Yokohama Rubber of 2050 to be an appealing company. This requires that we
achieve stable, continuous growth globally and raise our profile internationally. In recent
years, manufacturers from emerging countries have grown stronger and industry
reorganization has become much more active. To maintain this identity as an appealing
company well into the future, we will also need to engage in value-added businesses and play
a lead role in industry reorganization.
Aimed at our centennial in 2017, we have been implementing the medium-range
management plan Grand Design 100 (GD100) since fiscal 2006 to become a global company
with a unique presence in terms of both corporate value and market position. In addition to
our core business of supplying high performance, safe tires for automobiles, we have decided
to also focus on tires for vehicles used in agriculture, industry and disaster relief applications
through M&A. This will not only help us to achieve continuous growth, but also contribute
broadly to society through our businesses.
Recently, I had the chance to talk with Ms. Nami Takenaka, Chairperson of Prop Station,
a social welfare corporation helping people with disabilities participate in society
(see page 9).
Simply having solid financial performance does not mean that society will respect you as a
company. You can question whether many companies are indeed contributing to society or
not. Whether a company employs and utilizes a diverse workforce, including people with
disabilities, women and foreign nationals, will have a major impact on that company’s future.
I want to make Yokohama Rubber to be a top five tire
company globally by 2030. To achieve this, I will make sure
that we have a diverse workforce that works well together to
achieve continual growth. I will also ensure that we value
employees with broad perspectives and a unique presence.
Message
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Yokohama Rubber Group at a Glance
To enrich people’s lives and contribute to their greater happiness and well-being
by devoting our wholehearted energies and advanced technology to the
creation of beneficial products.
● ● ● ● ● ● ● ● ● ● ● Tires
Yokohama Rubber manufacturers a wide range of tires, tubes, aluminum foil and automotive components for passenger vehicles, trucks and buses, light-duty trucks, construction vehicles, and industrial vehicles ●
Main Products
●
International Presence
●
Net Sales and Net Income
(consolidated)
●
Total Assets and Equity Ratio
(consolidated)
●(consolidated)
Number of Employees
Company NameEstablishment
Paid-in Capital
Net Sales
Fiscal Year End
Chairman and Representative Member of the Board President and Representative Member of the Board
Head Office
Number of Employees
The Yokohama Rubber Co., Ltd.
October 13,1917
JPY 38,909 million
JPY 629,856 million
December 31
Tadanobu Nagumo
Hikomitsu Noji
36-11 Shimbashi 5-chome, Minato-ku, Tokyo, Japan 105-8685
22,187 (consolidated)
Number of Shareholders
Number of Shares Issued and Outstanding Number of Consolidated Subsidiaries
Number of Affiliates Accounted for by the Equity Method
Stock Exchange Listings
Our Worldwide Locations Website 12,501 169,549,081 122 1
Tokyo and Nagoya
Japan, the USA, Canada, Australia, Germany, the Philippines, Vietnam, China, Thailand, Russia, etc.
http://www.y-yokohama.com/global/
MB*
Yokohama Rubber supplies conveyor belts, pneumatic fenders, marine hoses, rubber bearings, highway joints, industrial air springs, various high pressure hoses, couplings, sealants, urethane coating waterproof materials, various adhesives, electronic materials (coatings, encapsulants for LED), aerospace products (lavatory modules, tanks, couplings)
*Acronym that stands for Multiple Business. This term is collectively used by Yokohama Rubber to refer to a diversified and growing business portfolio.
Other
Sporting goods, information processing services, real estate leasing, and others
21,441 19,272 (Persons) 19,412 19,770 0 5,000 10,000 15,000 25,000 20,000
2011 2012 2013 2014 22,187 2015(FY) 0 5 10 15 20 25 30 45 40 35 Net sales (JPY billion)
Net Income of the Period (JPY billion) 559.7 465.1 11.6 32.6 601.6 35.0 625.2 40.5
2011 2012 2013 2014 629.9
36.3
2015 (FY)
Net Sales Net Income of the Period
0 100 200 300 400 500 600 700 2014 (FY) 543.8 543.8 501.8 501.8 653.6 653.6 0 100 200 300 400 500 600 800 700 Equity Ratio (%) Total Assets (JPY billion) 0 5 10 15 20 25 30 35 50 45 40
2011 2012 2013 Total Assets Equity Ratio
2015
710.7 710.7
Tire production sites Tire sales sites MB production sites MB sales sites Other
Yokohama Rubber Group at a Glance
(as of December 31, 2015)
Corporate Philosophy
Corporate Philosophy
(Launched in 1990)To build a trusted identity as a contributing member of the global community.
To enrich people’s lives and contribute to their greater happiness and well-being
by devoting our wholehearted energies and advanced technology to the
creation of beneficial products.
Basic Philosophy
Management Policies
1. We shall respect human rights inside and outside the company 2. We shall create workplaces that are safe and healthy 3. We shall harmonize our activities with the global environment 4. We shall provide safe and high-quality products and services
5. We shall conduct corporate activities with a high transparency and practice proper disclosure of information
6. We shall observe not only laws and regulations but also social norms 7. We shall aspire to harmony and prosperity with local communities
CSR Action Guidelines
●Identify continually changing social trends.
●Ascertain the items that can contribute.
●Act swiftly to earn affirm trust.
●Practice CSR in one’s own work.
●Take on the challenge of new technologies to produce new value.
●Develop proprietary business fields to expand the scope of business.
●Create a workplace that values, improves and energizes people.
●Deal fairly with society and value harmony with the environment.
Action Guidelines
●Develop ourselves so that we may give our personal best.
●Trust, challenge and improve one another.
●Nurture a welcoming, open spirit.
Corporate Slogan
Excellence by nature
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Corporate Philosophy
(CSR Management Vision and Action Guidelines)
CSR
Management Vision
(Launched in 2008)Yokohama Rubber Group Action Guidelines
(Updated in 2014)GD100 Vision and Basic Policy
To mark the Yokohama Centennial in fiscal 2017, we will evoke a distinctive global identity in building corporate value and in building a strong market presence.Long-Term Financial Targets
(FY2017) Net sales: ¥770 billion, operating income: ¥80 billion,operating margin: 10.4%
Basic Policy
Deliver the best products at competitive prices and on time. Assert world-class strengths in technologies for protecting the environment.
Foster a customer-oriented corporate culture that honors rigorous standards of corporate ethics.
Grand Design 100
(GD100)Medium-range Management Plan
Basic Policy
Following the principle of dealing fairly with society and valuing harmony with the environment, we shall assert our world-class strengths in technologies for
protecting the environment.
GD100 and Our Approach
to the Environment
●Continued improvement of environmental management.
●Action to combat global warming.
●Contributing to the creation of a sustainable recycling society.
Updated in 2015 Established in 2006
1. Production business is a social service. Its purpose is to make people’s lives more convenient and enjoyable. Its aim should be to offer good, useful products at moderate prices.
2. There must be a basic commitment to delivering quality products unrivaled by those of competitors.
3. Management should adhere to the principles of fairness and consideration. The mission of a fair, honest management is to ensure capital, share the fruits of endeavor with its workers, and fulfill its responsibilities to consumers to act, in other words, rationally.
4. A company should have as few employees as possible and make the best use of the productivity of machines. This is the great secret for improving efficiency.
5. The success or failure of a business depends on how much one is willing to study, and with how much determination, to mutually improve and grow. Accordingly, one must make a great effort.
CSR and Important Issues (Materiality)
Yokohama Rubber Group is committed to the ten principles of the UN Global Compact*
1and carries out the
Plan-Do-Check-Act (PDCA) cycle following the framework of ISO 26000*
2.
*1: A voluntary initiative in which companies participate in a worldwide framework for realizing a sustainable society by taking action as a good corporate citizen through creative and responsible leadership.
*2: A set of guidelines created by the International Standards Organization (ISO) on the social responsibilities of companies and other organizations.
Starting in 2014, we have determined important issues (materiality) with regards to themes of great interest to and
impacts on both the company and stakeholders, from among the many CSR issues that exist.
We focus on specific items among these and establish KPI as we work towards ongoing improvements by
implementing the PDCA cycle to achieve these items.
Human Rights
• Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights; and
• Principle 2: make sure that they are not complicit in human rights abuses.
Labour
• Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining; • Principle 4: the elimination of all forms of forced and
compulsory labour;
• Principle 5: the effective abolition of child labour; and • Principle 6: the elimination of discrimination in respect
of employment and occupation. Environment
• Principle 7: Businesses should support a precautionary approach to environmental challenges; • Principle 8: undertake initiatives to promote greater
environmental responsibility; and
• Principle 9: encourage the development and diffusion of environmentally friendly technologies.
Anti-Corruption
• Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.
CSR and Important Issues
(Materiality)
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Determining Important Issues (Materiality)
●Materials
●Energy
●Water
●Biodiversity
●Emissions
●Products and services
●Environmental grievance mechanisms We challenge to build a sustainable society in
harmony with the environment, to protect our blue planet and human beings.
The global
environment
●Customer health and safety
●Product and service labeling
●Marketing communications
●Compliance (Product liability) We supply safe and secure products through
manufacturing focused on the heart and technology.
Customers
●Market presence
●Local communities
●Grievance mechanisms for impacts on society We build a trusted identity as a contributing member of
the global community by making contributions to the development and prosperity of local communities.
Local communities
●Occupational health and safety
●Training and education
●Diversity and equal opportunities
●Human rights grievance mechanisms We value and develop our people, and create
opportunities for people.
Employees
●Economic performance We improve our company value by growing business
opportunities.
Shareholders/
investors
●Supplier human rights assessment
●Supplier assessment for impacts on society
●Supplier environmental assessment
●Supplier assessment for labor practices
●Child labor
●Forced or compulsory labor We promote CSR activities throughout the value chain.
Business partners
Organizational governance
Human rights
Labor practices
The environment
Fair operating practices
Consumer issues
Community involvement and development
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ISO26000 Seven Core Subjects
The Ten Principles of the UN Global Compact
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Initiatives/CSR and Environmental
Management Promotion System
Twice a year, we hold a CSR* Council and an Environmental Council, each chaired by the President, in order to plan
and review CSR issues that Yokohama Rubber Group should be addressing. Matters that affect
management are
reported to the Executive Committee for approval.
CSR and Environmental Management Promotion System
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Participation in Initiatives in Japan and Overseas
Japan Association for the World Food Programme
We endorse the World Food Progamme (WFP) in undertaking
to eradicate hunger and poverty and supports the activities of
the WFP as a trustee.
Fun to Share Campaign
We have been supporting the new Fun to Share Campaign
aimed at achieving a low-carbon society in response to climate
change since 2014. We have also registered as a participating
company and organization and made a declaration on the
content of the initiatives.
"Declaration of Biodiversity by Keidanren" -
Promotion Partners
We have been in accordance with the idea of "Declaration of
Biodiversity by Keidanren" and their promotion partners since
2009 to develop various approaches for the preservation of
biodiversity. Basic policies and action guidelines have been set
forth as "Yokohama Rubber's Guidelines on Biodiversity."
Keidanren's Commitment to a Low Carbon Society
We are in accordance with, and participate in various activities
for Keidanren's Commitment to a Low Carbon Society under
the vision of "Japanese industries playing a role as core
functions with their technological strength in order to achieve
our target which is to halve the greenhouse gas emission of the
world in 2050."
WBCSD (World Business Council for Sustainable
Development)
WBCSD refers to the unified association consists of top
executives from global corporations in order to perform their
leadership in their industry, have lively discussion, and propose
policies with regards to the environment and sustainable
development. We are participating in the Tire Industry Project
which is to conduct surveys pertaining to possible impact on
the environment and health to be made by tires, and to
promote various activities to save energies in the buildings and
offices.
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Yokohama Rubber Co., Ltd.
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Achieving a low-carbon society through fuel-efficient tires
and environmental contribution products and activities.
■CSR and environmental management promotion framework (as of April 1, 2016)
Representative Director
Management
Meeting
CSR Council
Chairperson: President
CSR Report
Editorial Group
Chair: Head of Corporate Social Responsibility Division
Environment Council
Chairperson: PresidentCorporate Officer/
Operating Departments
Export Control Committee, etc.
Personal Information Protection
Management Committee
Risk Management
Committee
Central Disaster Prevention
Council
Central Safety and Health
Committee
Central Labor
Committee
Corporate Compliance
Committee
Tire Production Environmental Task Force
Head: Head of Tire Production Division
MB Production Environmental Council
Head: Managing Corporate Officer, Multiple Business Production and Technology
Head Office and Sales Subsidiary CSR & Environmental Council
Head: Head of Corporate Social Responsibility Division
Subsidiary Production Environmental Task Force
Chairperson: General Manager, Environmental Affairs Department
Global Environmental Council
Chairperson: Head of Corporate Social Responsibility Division
Chemical Substance Management Committee Chair: Managing Corporate Officer,
Multiple Business Production and Technology 3Rs Committee
Chair: Head of R&D Center
Global Warming Countermeasures Committee Chair: Head of Tire Production Division
Environmentally Friendly Product Committee
Hikomitsu Noji
President and
Representative Member of the Board
Aspiring to Grow the Company
with a Strong Presence in
Advance of Our Centennial
Message from the PRESIDENT
Yokohama Rubber´s Mechanisms and
Human Resource Development Initiatives
for Continually Earning the Trust of Society
Yokohama Rubber will celebrate its centennial next
year in 2017. I would like to take this opportunity to
extend my appreciation for the support we have
received over this time from customers, business
partners and various other stakeholders.
Last year, there were a number of corporate scandals
around the world that shook the confidence of
consumers and society as a whole.
Yokohama Rubber, recognizing that these scandals
are not someone else´s problem, took stock of fraud
and risk items at all business divisions, subsidiaries and
affiliates in order to check whether information, goods,
and money is centrally managed within operational
flows. We also clarified accountability for meeting
bodies and job duties and thoroughly implemented
measures to prevent fraud.
Today, our work involves both digital tasks and
analog tasks. For example, we have digitized work that
handles data to every extent possible and established a
mechanism whereby data is retained in its original
condition without modification by others.
At the same time, we want workers to focus on
analog tasks that produce added value for the
company, such as communication with others and
value creation. We are in the process of developing a
system that will ensure corporate scandals never occur
and that will maximize added value in terms of both
systems and people.
Raising Our Visibility Among Customers
Around the World
To increase our visibility further, in 2015 we concluded
a partnership agreement with Chelsea FC of the
Premier League, one of the world´s foremost
professional soccer leagues. Soccer is a popular sport
even in emerging countries, and so through this
relationship, we hope to get our name out and let
people know our tires are being used in motorsports
and on some of the world´s top vehicles. This will raise
our brand profile and help pave the way for increasing
our customer base around the world.
Environmental initiatives are another essential
element for any company. Yokohama Rubber has
declared its commitment to become a company having
world-class strengths in technologies for protecting the
environment when it comes to giving back to the
environment. We offer some of the world´s best tires
when it comes to environmental performance. Our
goal is to be a company with a strong presence in
global markets for the next century. Toward that end,
we will implement various initiatives and activities.
Reinforcing Our Operating Base and
Maximizing Added Value through
CSR-centered Management
Safety, the environment, quality, and compliance
represent pillars of CSR initiatives that form the very
foundation of a company. A company´s added value is
largely determined by the extent to which it can
reduce related risks to zero and accumulate positive
value in other places. The greater the positive value, the
greater the corporate value, which also translated into
greater brand power, too.
Yokohama Rubber acquired Alliance Tire Group B.V.
(ATG) of the Netherlands in 2016. ATG markets
industrial tires in 120 countries around the world. Now,
we will turn our attention to carefully examining ATG´s
plants and their supply chain.
Diversity is also an important issue for a global
company. In Japan, we are examining ways to increase
the number of females hired to work mainly at our
plants. Increasing women in our workforce will not only
make workplaces more dynamic and friendly, but it will
also help to reduce manual labor and improve safety. In
this manner, we will continue to work on making our
job sites more female friendly.
As for business partners, we will continue to focus on
sourcing materials from companies that disclose ESG,
particularly those outside of Japan, and companies that
have obtained ISO 9000 and ISO 14001 certification.
We must compete with peers in terms of business
and products, but there are certain CSR issues that
should be addressed with the cooperation of other
companies. Our industry is already working together to
implement distribution and environmental measures.
There are many limits to what a single company can
accomplish, so I hope to increase joint efforts with
industry and communities.
Establishing a Unique Presence Where
Yokohama Rubber is Truly Needed
Advancements in GPS and control technologies have
made the self-driving car a reality. The self-driving
automotive society of tomorrow will be here very
shortly. The advent of self-driving cars will require
drastic changes in tire performance. Only those
companies with the manufacturing capabilities to
adapt technologically to these major changes in
society will survive. Yokohama rubber will always be
one step ahead of changes and reflect this in its
business activities. This will enable us to be a company
that contributes to society and maintains a strong
presence.
Our goal under Grand Design 100 (GD100) is to
become a global company with a unique presence. I
want Yokohama Rubber to have a presence in the
world as a company that is truly indispensible and a
company that people are proud of using. To ensure our
uniqueness in continually adapting to the changing
times, Yokohama Rubber stands strongly committed to
not only future technological development, but also
CSR activities, too.
Aspiring to Grow the Company
Ms. Takenaka
:
Our activities involve unleashing the potential of
people with severe disabilities who might have been thought
incapable of working, using IT to enable them to work at home, from
their beds. While this is a social initiative, we have had a lot of
interest from people in the business world and in government. The
extent to which businesspeople understand our activities is very
important for us, and it is wonderful when an influential person like
Yokohama Rubber Chairman Mr. Nagumo takes an interest in what
we are doing.
Mr. Nagumo
:
It just so happens that currently Prime Minster Abe is
promoting the “Plan for Promoting the Dynamic Engagement of All
Citizens,” which is aimed at creating a society in which people who in
the past have not been able to work will be able to work and play an
active role.
Ms. Takenaka
:
The approach taken to promoting work for the
disabled will be the litmus test as to whether Japan really can
become a society characterized by the “Dynamic Engagement of All
Citizens.”
Mr. Nagumo
:
When I first talked to you, Ms. Takenaka, I was amazed to
hear that your initiative only came into being because of computers.
Ms. Takenaka
:
When we started out 25 years ago, it was just around
the time when computers were starting to come into widespread
use.
Mr. Nagumo
:
So this was around the time when Japan´s “Bubble
Economy” had just burst?
Ms. Takenaka
:
Yes, that´s right. The Japanese economy was just
bottoming out, and the people we were caring for made the
suggestion to us themselves that this was the right time to be
learning new skills, so that everyone would be able to use computers
effectively. They pointed out that “if we are linked up by computer,
we can work even from our beds.” Over the last 25 years, we have
continued to keep pace with the developments in information and
communications technology. As a result, thankfully, we have never
had any complaints about the quality of the work done by the
disabled people that we help.
Mr. Nagumo
:
While people tend to feel sorry for the disabled, and
feel that they need help, there are actually many disabled people
who are very capable, and for some people being disabled actually
seems to be a source of creativity.
Ms. Takenaka
:
When people have no choice, they take action.
When I heard them saying “If we had computers, we could work; we
want to give it a try” , I felt certain that, if we could create an
environment in which they could use computers, it would produce
spectacular results.
Working towards better companies, and a better society,
in which everyone can maximize their potential
Opportunities for turning the impossible
into the possible
Tadanobu Nagumo
Chairman and Representative Member
of the Board
Ms. Nami Takenaka
Chairperson, Prop Station
(Non-Profit Social Welfare Organization)
Dialogue with the
Chairperson of the Board
Ms. Nami Takenaka, who has known Yokohama Rubber Chairman Mr. Tadanobu Nagumo for many years, is the Chairperson of
non-profit social welfare organization Prop Station, an organization which uses information technology (IT) to help disabled people
achieve more autonomy and participate more actively in society, encouraging disabled people to find work and helping to create work
opportunities for them. Both Ms. Takenaka and Mr. Nagumo believe that we have a responsibility to help other people maximize their
potential; in this dialogue, they discuss how people can be helped to make the most of their potential, both in business enterprises and
in society as a whole.
Working towards better companies, and a better society,
Mr. Nagumo
:
I should think it is fair to say that, on the whole,
business enterprises still don´t really understand how much disabled
people are capable of.
Ms. Takenaka
:
No, they don´t understand. The thing is, people
don´t usually think of someone who is bedridden as being able to
work. What is more, because bedridden disabled people are not
potential candidates for recruitment to meet a government-set
disabled employee quota, they are completely off the radar for
business enterprises. While you could say that it´s only natural that
businesses don´t understand, I think it is also partly that we ourselves
haven´t been making a big enough effort to educate them about it.
Having said that, with the government´s new initiative aimed at the
“Dynamic Engagement of All Citizens,” I feel that the opportunities
to spread awareness among business enterprises have increased.
Mr. Nagumo
:
I suppose it relates to the fact that, even if a firm
outsources work to disabled people through Prop Station, it doesn´t
count towards filling the government-set disabled employee quota
for that firm. If the government changed the system, then awareness
among business enterprises would probably increase.
Ms. Takenaka
:
The calculation of the official disabled person
employment rate is based solely on formal recruitment as a regular
employee. For people who are bedridden, and people who require
help from a carer to go to the toilet, securing regular employment of
that kind is very difficult. So why can´t they work in other ways?
Business enterprises would be able to meet the government-set
disabled employee targets, and disabled people would become
economically independent, develop a new sense of purpose, and
possibly even become taxpayers; everyone would benefit. It´s up to
the politicians to make the necessary decisions, of course; rather
than it just being us promoting the idea, it would carry much more
weight if business enterprises would make their voices heard in
support as well.
Ms. Takenaka
:
When I first met you, Mr. Nagumo, the thing that
brought home to me that we were on the same wavelength was that
the activities that we are implementing, and the way that Yokohama
Rubber tries to ensure that every one of its employees is able to
maximize his or her potential, are basically very similar in their
essential features. It is a shame to allow people´s potential to lie
dormant. I remember you saying that this is important for society as
a whole, as well. I believe that this attitude is the secret to Yokohama
Rubber´s successful development as a company.
Mr. Nagumo
:
I think that not just the disabled, but other people as
well, often fail to develop 100% of their full potential. It is our
responsibility as managers to think about how we can get people to
realize their full potential. The same is true for society as a whole; it is
vitally important that we become a society where everyone can
develop all of their latent capabilities. The key factor is how you go
about enhancing the sense of self-realization, job satisfaction, or
motivation. It is very important for people to be able to feel that they
are valued within their particular group or organization. The
converse of that is we need to develop groups and organizations in
which that sense of belonging is possible.
Ms. Takenaka
:
Work involves more than just earning money; it also
helps to determine the extent to which a person feels needed. If
someone feels that they are needed, they will respond by
demonstrating an amazing level of energy and vigor. That is true
right across the board, in big organizations as well as in small
organizations.
Mr. Nagumo
:
When disabled people are working at home, this can be a
source of pride for a company´s employees, and it can also stimulate
them to make even greater efforts in their own work.
Ms. Takenaka
:
I think that it provides an opportunity for employees to
think about their work-styles, and also that it can lead to change within a
company. This is not something that only applies to the disabled; it also
applies to the ways in which women are able to work, and of course
with the impact of globalization it is also becoming increasingly
common to work alongside people of different nationalities and people
with different religious beliefs.
Mr. Nagumo
:
People with different characteristics need to be
working together in an atmosphere of mutual respect. I hope that
Yokohama Rubber can be this kind of company. If a company is
unable to achieve this, then it will be unable to attract and retain
diversified human talent. As you pointed out just now, this issue
does not only affect the disabled; unless individual company
employees become more willing to take on different challenges,
then 20 or 30 years down the road they will find that they have failed
to realize their own ambitions in terms of the person they wanted to
become. I hope that in the future I can get you to come and give a
talk at our company, as an opportunity to make our employees more
aware of this issue.
Ms. Takenaka
:
I am delighted to have had this opportunity to talk
to you, and it would be wonderful if it helped to boost the
motivation of your company´s employees. I believe I am right in
saying that your company will celebrate its 100th anniversary next
year. This is a company with a rich history. It would be marvelous if,
20 or 30 years from now, all of Yokohama Rubber´s employees,
including the shop-floor workers, felt that this dialogue today had
been the starting point for changes that had benefited the company
over the intervening period.
Mr. Nagumo
:
Looking ahead to our next 100 years, I hope that we
will be able to make changes that seem impossible now, and that by
working together with one another we can create a better company,
and a better society.
Working to build companies, and a society,
in which people of all different kinds are accepted
“Helping people to maximize their potential.”
This is important not just for business enterprises,
but for society as a whole.
Having an eldest daughter who was severely disabled led Ms. Takenaka to undertake self-directed study in the fields of pediatric medicine, social welfare and education. In 1991 she founded the grassroots organization Prop Station. In 1998 the Ministry of Health and Welfare granted Prop Station Social Welfare Corporation status, and Ms. Takenaka took on the post of Chairperson. Prop Station is focused on helping the disabled to develop their full potential, to achieve increased independence, and to participate more actively in society; it provides support to help disabled people secure work.
Profile of Ms. Nami Takenaka
Yokohama Rubber, which has committed itself to building “a
trusted identity as a contributing member of the global
community,” is taking steps to reduce the burden on the
environment in every aspect of the company’s operations. At
Yokohama Rubber, we have established a set of standards for
determining whether individual products can be classed as
environmentally-friendly; our goal is to ensure that all of our
company’s products meet these criteria by fiscal 2017.
The biggest single impact that a tire has on the environment is
the carbon dioxide emissions in the exhaust of the vehicle to
which the tire is attached, so we have been working to find ways
to contribute to improving vehicles’ fuel efficiency. While
working to further reduce rolling resistance of tires, we have
been undertaking R&D to enhance aerodynamic performance by
attaching fins to the outside of our tires. We have also been
developing a new product: a tire that improves the driving
performance of sports-type passenger vehicles while at the same
time providing enhanced fuel economy. This new tire product is
scheduled to be launched in August 2016. Even if a vehicle has
superior fuel economy characteristics, if the tire pressure is not
correct, fuel consumption will increase. To help overcome this
problem, we are also working on the development of new tire
products that maximize the performance of both tire and vehicle
by making it more difficult for air to escape, thereby helping the
tire to maintain the correct pressure for longer.
Road surface conditions and climatic conditions vary from
country to country. The advent of automated driving in the near
future can also be expected to have a major impact on how
people drive. Nevertheless, no matter what country you are
living in, the fundamental requirement for a tire is the same: to
allow you to travel safely without the tire getting damaged.
For a company operating on a global scale, it is vitally
important to respond to the variations in end-user needs
between regions and over time, by providing tires that enable
people to travel in safety regardless of the environment that
they are in.
As part of the efforts being made towards the realization of the
“sustainable society,” we at Yokohama Rubber are undertaking
research into the making of synthetic rubber from biomass
resources. In March 2016, we announced the launch of a new
type of tire that is 25% lighter than conventional tires, making it
possible to achieve a significant reduction in resource utilization.
We will continue to undertake research in this area, with the aim
of using technology development to respond to society’s calls
for protection of the global environment.
It is an unfortunate fact that, even today, the ordinary consumers
who are the end users of our products tend not to have a very
good understanding of tire performance. It is fair to say that
relatively few consumers are familiar with even such basic
concepts as rolling resistance and wet-grip performance. Even
when someone is driving a low-fuel-consumption vehicle, if they
are using the wrong type of tire, or if the tire pressure is too low,
then the fuel economy of that vehicle will be lower than it
should be. As a tire manufacturer, we have not been doing
enough to educate consumers and spread awareness of the
relevant concepts; in the future, we will need to be
implementing awareness-raising activities that target ordinary
consumers.
Hikomitsu Noji
President and Representative Member of the Board,
President of Tire Business
Providing customers with
tires that are not only
environmentally-friendly,
but also meet the unique
needs of individual
regions
Yokohama Rubber’s Tire Business and CSR
Aiming to reduce the burden on the
environment in every aspect of our operations
Educating consumers about tire performance and
proper tire usage
Striving to achieve the kind of performance that
people want from their tires
Tire safety
Accidents caused byunsatisfactory tire maintenance:
272
accidents
*Accidents caused by unsatisfactory vehicle maintenance:
546 accidents
Educating consumers
Percentage of consumers with inadequate
knowledge of tire performance and tire safety:
15.1
%
A significant percentage of consumers did not keep the air pressure in their tires high enough, necessitating an appeal to consumers to implement more effective tire pressure management, both in order to achieve improved fuel economy and for safety reasons.
Social issues
Source: Institute for Traffic Accident Research and Data Analysis (ITARDA) Accidents in Japan (Nationwide) Caused by Unsatisfactory Maintenance in 2015
Source: Japan Automobile Tyre Manufacturers Association (JATMA) Results of tire inspections performed on “Tyre Day” (April 8th)
Yokohama Rubber’s Tire Business and CSR
At the Geneva Motor Show in March 2016, Yokohama Rubber
showcased a new ultra-lightweight concept tire. As a result of
extensive research on tire structure, materials, manufacturing
methods etc., we have succeeded in simplifying the tire’s
structure and reducing its weight by 25% without negatively
affecting braking performance, rolling resistance or any other
aspects of tire performance. Preparations are underway for
the full-scale commercial launch of this new tire. Reducing
tire weight helps to improve vehicles’ fuel economy, and
contributes to reducing carbon dioxide emissions.
The ADVAN FLEVA V701 is a new high-performance sport tire
from Yokohama Rubber’s flagship ADVAN tire brand
designed to provide effortless handling. This new tire product
was launched in Japan in August 2016. While retaining the
responsive handling characteristic of ADVAN tires, the
ADVAN FLEVA V701 also aims to improve vehicle fuel
economy by reducing the tire’s rolling resistance by around
20%. This enhanced fuel economy makes the ADVAN FLEVA
V701 a unique environmentally-friendly sports tire.
Ultra-lightweight
Concept Tire
Products and services that contribute to solving social issues
ADVAN FLEVA V701
Retread tires (where the tread on a used tire is replaced with
new tread so that the tire can be reused) offer significant
environmental benefits in terms of reducing the
consumption of resources. Yokohama Rubber’s LT151R is a
friction-resistant ribbed tire designed for use on small trucks
and buses; launched in 2014, it has been very well-received,
and in October 2015 a retread version was introduced. This is
a product that provides enhanced safety at reduced cost.
LT151R Retread Tire
Yokohama Rubber noticed that, when a vehicle is moving and
the wheels are going round, the airflow around the upper part of
the tire is different from that around the lower part of the tire;
R&D work based on the recognition of this phenomenon has led
to the development of a new type of aerodynamic tire, where
fins in the shape of long, thin strips are attached to the outer part
of the tire, making it possible to control the airflow over the tire,
which in turn helps to reduce the air resistance affecting the
moving vehicle and control the amount of lift experienced by
the vehicle. This aerodynamic tire design helps to improve fuel
economy while also contributing to vehicle safety. A prototype
of the new tire was showcased at the Tokyo Motor Show in
October 2015, and attracted a great deal of interest.
Aerodynamic Tires
To realize the goal of giving vehicles superior fuel economy,
besides tire performance, having the right tire pressure is also
vitally important. AIRTEX is a new technology for the inner
lining on the inside wall of tubeless tires. By comparison with
traditional lining materials, AIRTEX reduces air leakage by
around 30%, while also making it possible to reduce tire
weight. AIRTEX has been adopted for use in passenger
vehicle tires since 2007, and a similar technology for reducing
air leakage was introduced for commercial vehicles such as
trucks and buses since 2013.
AIRTEX
Conventional tire product New tire product
Yokohama Rubber’s Tire Business and CSR
(
Conceptualdrawing
)
(
Patent awarded)
AIRTEX Advanced Liner, a Yokohama Rubber-developed material that combines the properties of rubber and plastic.How the MB enables
each of us to achieve
meaningful CSR results
Trend towards people using
smartphones for extended periods of time
Average amount of time per day that young people (aged 10 – 20) in Japan spend using a mobile phone (smartphone or conventional mobile phone) to access the Internet:
Over
120
minutes per day
Global demand for primary energy Expected to
increase by around
30
%
by 2040 (compared to 2013)
Source: Institute for Information and Communications Policy (IICP),
2014 Survey of Time Spent Using Information and Communications Media and Related Usage Behavior
Yokohama Rubber´s MB (Multiple Business)
and CSR
Yokohama Rubber´s MB
(Multiple Business)
and CSR
Takao Oishi
Member of the Board and Senior Managing Officer,
President of Multiple Business
At Yokohama Rubber´s MB (Multiple Business) Group, we handle
a wide range of products, including industrial materials, hoses
and coupling products, sealing materials, adhesives, aerospace
components, etc. We use the technology that Yokohama Rubber
has accumulated through its tire business to diversify the
company´s business operations. As the MB Group´s products are
mainly oriented towards the business-to-business (B2B) market,
many of them are used in locations where they are unlikely to be
seen by ordinary consumers; nevertheless, these products make
a substantial contribution in many different fields, playing an
important role behind the scenes.
The MB Group is making active use of Yokohama Rubber´s
unique technologies to develop products that help to solve
social issues from an environmental perspective; examples
include our marine hoses, which are designed to prevent water
quality contamination that could lead to pollution of the oceans,
our urethane water-resistant coating materials, which help to
reduce the “heat island” effect, and our hydrogen dispenser
hoses for fuel-cell powered vehicles (which are attracting
considerable attention as the “next-generation” vehicle that will
help to reduce carbon dioxide emissions).
The last few years have seen the countries of Asia and Africa
developing at an impressive pace. Demand in the area of
infrastructure improvement and in the resource development
related businesses offers particularly strong potential, and if
Yokohama Rubber can match those product groups in which we
are highly competitive – such as industrial materials and
construction equipment components, etc. – with market needs
then I believe there is the possibility of achieving significant
growth in the global market as a whole. In the B2B business
sector, it is not just the products themselves that are important,
but also the reputation of the company that supplies them.
European companies in particular tend to have their own
individual criteria, and are very exacting when it comes to
choosing a supplier. So it becomes a question of how much trust
customers place in your company. The extent to which each
individual employee understands CSR and implements CSR
becomes very important, and sometimes you need to think
carefully about where the real value of CSR lies. Also, I believe
that one real key to success as a global enterprise is the degree
to which a company understands the differences between
individual overseas markets when developing its business
operations, and the extent to which a company is able to utilize
its know-how to develop products suited to overseas markets.
For our company to achieve sustained growth there is a need for
a gender-neutral approach to the cultivation of human talent
that is able to operate effectively in a global environment. We
are taking a proactive stance towards the recruitment of local
talent (both male and female) overseas, with the goal of
spreading awareness and appreciation of the Yokohama Rubber
brand in countries throughout the world. In my own case, since
joining Yokohama Rubber I have worked in around 40 different
countries at one time or another. I see my mission as being to
find ways to leverage this international experience in our human
talent cultivation efforts. I anticipate that, in the future, our
company will be providing the support needed to enable a
diversified range of human talent to maintain high motivation
and maximize their potential in many different countries.
Creating products that help to solve society´s issues
Gender-neutral global talent cultivation
Aiming to become a trusted brand in markets
throughout the world
Rising demand for energy
Social issues
Yokohama Rubber is a world leader in the manufacturing and
sale of the pneumatic fenders and marine hoses used in
petroleum and liquefied natural gas (LNG) sea transport
operations. As there is a danger of serious accidents involving
oil spillage, marine pollution, etc., the requirements for these
products in terms of safety and durability are extremely
demanding; however, with our extensive rubber-related
know-how, Yokohama Rubber has the necessary technical
expertise, and in the future we plan to further expand our
product line-up in this market segment.
Yokohama Rubber also possesses world-class technology in
the conveyor belt segment (conveyor belts are used for
moving materials such as coal, mineral ores, gravel, and
manufactured products and components). Yokohama
Rubber´s ECOTEX energy saving belts utilize the latest rubber
compounding technology to optimize both adhesion and
flexibility. ECOTEX conveyor belts provide reduced
movement resistance and lower energy consumption while
maintaining a high level of durability. We anticipate growing
demand for our conveyor belt products, particularly in the
emerging economies.
Marine Products
Products and services that contribute to solving social issues
Environmentally-friendly,
Energy Saving Belts
Fuel-cell cars, which represent the next generation of motor
vehicles, rely on dispenser hoses to fill up with hydrogen. As
hydrogen gas is stored under high pressure at very low
temperatures, dispenser hoses have to meet demanding
technical requirements. Yokohama Rubber and Iwatani
Industrial Gases Corp. have jointly developed a new type of
lightweight, highly flexible hose that makes hydrogen gas
transportation and dispensing operations much easier to
perform. To help encourage the widespread adoption of
fuel-cell vehicles, work is now underway on the development
of an 87.5MPa hose (the international standard for hydrogen
dispending hoses).
Hydrogen Gas Hoses
“Urban Roof NX” is a range of urethane water-resistant coating
materials with superior thermal insulation properties developed
by Yokohama Rubber for use on building roofs. These coating
materials contribute to energy conservation by preventing
building temperature from rising due to the external
temperature and direct sunlight. In combination with a
heat-shielding top coating, “Urban Roof NX” can prevent rises in
building temperature of as much as 8˚C. In 2015, “Urban Roof
NX” was awarded a Heat Island Mitigation Technologies
Verification Number from Japan´s Ministry of the Environment
(MOE).
“Urban Roof”
Urethane Coating
Waterproof Materials
In today´s world, where mobile phones and other portable
electronic devices are so widely used in everyday life, there is
strong evidence that the blue light emitted from device
displays is having an adverse impact on human health,
causing eye strain, “dry eye” symptoms, impaired retinal
function, and disruption of the body clock, etc. Responding to
society´s need for a film that can effectively block blue light,
Yokohama Rubber is working on the development of such a
film.
*The term “blue light” is used to refer to light in the 380 – 495nm band that appears violet or blue in the visible spectrum.
Blue Light*
Blocking Films
Marine hoses
Pneumatic fenders
Energy saving belts
Hydrogen gas hoses
Example of a method for blocking blue light Urethane coating
waterproof materials
Yokohama Rubber´s MB
(Multiple Business)
and CSR
1. Light from the display 2. Blue light reflected
from the back 4. Violet/blue light
from the exterior is reflected, reducing the yellow tint
3. Violet/blue light from the exterior
Coating
Japan Environmental Technology Verification
Ministry of the Environment
Heat Island Mitigation Technology Verification No. 051-1410 The performance,
verified by a third party organization, is disclosed. http://www.env.go.jp/policy/etv/en
This logo is not proof of certification of compliance with certain standards.
Year of verification
We will strive for ongoing improvement by setting KPIs and implementing the PDCA cycle in relation to the
selected important issues.
G4 gap analysis
Issues Assigning
G4 Gap
Analysis Priority
Assigning an
external perspective
G4 gap a
nalysis priority
Deciding on
important issues
Focus was placed upon the requirements of the fourth-generation GRI Sustainability Reporting Guidelines (G4) with respect to current
information disclosure levels (CSR Report 2013). The current situation was grasped vis-à-vis the content and processes of both responsive and unresponsive items. (conducted January 2014)
On the basis of the analysis of the degree of importance (internal and external), research, and discussions conducted in Steps 2 and 3, the selected important issues were decided on through CSR Council, Board of Directors, and stage-by-stage discussion. (This process was implemented in October 2014)
Interview research was conducted among five stakeholders. From the perspective of what each of these individuals considered to be important issues (material aspects), a gap analysis priority was assigned based upon the research results. (conducted February - March, 2014)
The views expressed by the stakeholders can be found on our website. (http://www.y-yokohama.com/global/csr/outline/g4.html)
Analysis was conducted in accordance with Yokohama Rubber’s industries, business sectors and business regions. After completion of this analysis, the G4 gap analysis priority was assigned
vis-à-vis those issues affecting Yokohama Rubber that were identified through discussions with related business units. (conducted January - February, 2014)
Sample Evaluation The "Supplier Environmental Assessment" Aspect: For Yokohama Rubber,
a company that procures natural rubber as a raw material, there is the necessity to consider that hidden human rights risks might exist within the upper reaches of supplier chains extending beyond its scope. Moreover, if wide-ranging business activities conducted in numerous regions encompassing both developed and developing nations are considered, such risks might be easily exposed. Through coordination in-house with the parties responsible for such matters, "human rights risk" was evaluated as being "a very important aspect" for Yokohama Rubber.
STEP 1
STEP 2
STEP 3
STEP 4
Phase IV (2015 to 2017) is the
culmination of GD100 and is
positioned as the phase for setting
the stage for progress in our
company’s second century and
resolving issues that have arisen up
until now based on the theme of "All
for Growth — Open the way for the
next 100 years by bringing together
the potential of Yokohama Rubber".
We hope to bring together all forms
of growth in our business activities,
including the growth achieved in
each phase, the growth of the Group
overall, and individual growth. Net
sales of 770 billion yen, operating
income of 80 billion yen, and an
operating margin of 10.4% have
been set as the quantitative targets
for 2017.
Creating Value through Our Businesses
GD100 Phase IV: All for growth
Process used for identifying important issues
We identify important issues in relation to Yokohama Rubber’s stakeholders and determine
which issues should be prioritized.
We will improve customer value and expand on a global scale in order to continue to be a manufacturer of tire and rubber products needed by customers for the next 100 years Work together as an entire
company so that all behaviors lead to an improvement in
customer satisfaction
Products that have a presence that feels like
Yokohama Rubber
Aggressive investments utilizing a sound financial
position
Tire business strategy MB business strategy
Technology strategy Company-wide strategy CSR initiatives
Shareholders and
investors Business partners and suppliers Employees The global environment Local communities Customers
Yokohama Rubber’s stakeholders
We value and develop our people, and create opportunities for people.
Together with
Our Employees
We improve our company value by growing business opportunities.
To Our Stakeholders
and Investors
Together with
Our Business Partners
We promote CSR activities throughout the value chain.*
*The overall series of activities or stakeholders providing or receiving value in the form of products or services.
We challenge to build a sustainable society in harmony with the environment, to protect our blue planet and human beings.
For the Global Environment
We build a trusted identity as a contributing member of the global community by making contributions to the development and prosperity of local communities.
Together with
Local Communities
We supply safe and secure products through manufacturing focused on the heart and technology.
Together with
Our Customers
Organizational governance
The environment
Organizational governance
Human rights Labour practices
Organizational governance Human rights Labour practices
Fair operating practices Organizational governance
Organizational governance Community involvement and development
Organizational governance
Consumer issues
Yokohama Rubber’s
At Yokohama Rubber, we have been focusing heavily on the manufacturing and sale of retread tires, which are used tires that have had the tread (the part of the tire that comes into contact with the road surface) replaced with new tread. In October 2015, we launched two new retread tire models designed for use on small trucks and buses: the LT151R, which offers outstanding wear resistance, and the iceGUARD iG91, a studless tire that provides superior driving performance on ice and snow.
Retread tires can be manufacturing using only around 30% as much raw material (by weight) as brand-new tires, and the amount of carbon dioxide emitted during the production process is approximately 60% less. The utilization of retread tires also helps to reduce the quantity of
waste tires that need to be disposed of, so from the perspective of the “3Rs” (Reduce, Reuse, and Recycle), the widespread adoption of retread tires can be expected to be very effective in helping to safeguard the environment. When designing tires, Yokohama Rubber has for many years now taken into account the need to ensure that the tires will remain durable if they are retreaded and reused, thereby ensuring tire safety and quality, while also reducing the effective cost per tire.
The transportation sector in particular is experiencing rapidly growing demand for retread tires, partly in order to upgrade the sector’s environmental management (with a particular focus on working to combat global warming), and partly to reduce costs. Currently, however, only around 20% of the tires used on trucks and buses in Japan are retread tires, a figure which is very low by comparison with the situation in Europe and North America, where awareness of the benefits of using retread tires is higher.
In the future, Yokohama Rubber will be working to promote wider adoption of retread tires in the transportation sector, by offering combinations of brand-new tires and retread tires that provide cost savings, and by stepping up PR efforts to spread awareness of the benefits of retread tires. We are also making a concerted effort to further enhance the quality and cost-effectiveness of retread tires using a variety of different approaches, including the development of new tire products that can be retreaded more than once, further enhancing the durability of brand-new tires, and working to increase the share of used tires that are recycled, etc.
Contributing to a reduction in the burden on the
environment by promoting the widespread adoption of
retread tires in the transportation sector
We challenge to build a
sustainable society in
harmony with the
environment,
to protect our blue planet
and
human beings.
For the Global Environment
＝
Special Feature:
