Kindness (A Kind Culture Where Everyone Can Prosper)

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Kindness (A Kind Culture Where Everyone Can Prosper)

  • The Sumitomo Rubber Group
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Initiatives Related to Human Capital

The Sumitomo Rubber Group is engaged in ongoing investment in human capital in line with a medium- to long-term human resources strategy designed to embody our Purpose, “Through innovation we will create a future of joy and well-being for all,” the foremost component of “Our Philosophy.” Furthermore, based on our Vision of “Uniting our diverse strengths, growing together, driving and thriving on change,” we aim to create an organization in which every employee with diverse attributes can feel a robust sense of psychological safety, work vibrantly and achieve success. To this end, we implement a variety of measures, including promoting diversity & inclusion, enhancing the leadership skills of executives and other managerial employees and shifting to human resources systems that enable employees to choose from a diverse range of workstyle options. In addition, we focus on nurturing human resources who can spearhead digital transformation (DX) and thereby support our ability to align with the radically evolving corporate environment.

Click here to review “Basic Concepts on Human Resources” and “Status of Employees”

9. Human resource development
Our Structure for Human Resource and Organizational Development Initiatives to Nurture Human Resources Promoting the Development of DX-Related Human Resources, Data Utilization and Robotic Process Automation (RPA)
10. Promotion of well-being management
Initiatives to Develop an Organization in Which Employees Can Feel a Sense of Job Fulfillment Promoting Healthy Management Occupational Safety and Health Dialogue with Employees
11. Promoting diversity & inclusion
Promoting Diversity & Inclusion Initiatives to Promote Women's Empowerment Initiatives to Ensure Respect for and Otherwise Promote Workforce Diversity
12. Respect for human rights
Initiatives to Ensure Respect for Human Rights

Targets and Results Relative to Sustainability Initiatives

  • The Sumitomo Rubber Group

In line with the Sumitomo Rubber Group’s “GENKI” Sustainability Activity Guidelines, we verify results achieved thus far against targets specified under this policy and then formulate targets for the upcoming fiscal year.

Here, we present targets and results for each item.

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Targets under the Long-Term Sustainability Policy PLAN
Fiscal 2022 Target		 DO
Fiscal 2022 Activity Results		 CHECK
Self-Assessment		 ACTION
Fiscal 2023 Target
Safety & Health
  • Thoroughgoing Occupational Safety & Health
  • Zero Serious Accidents
 Continue to pursue improvement in safety indicators (KPIs) as part of our priority activities, making ongoing efforts to iron out disparities between bases, departments and workplaces Completed activities to iron out disparities between bases in line with schedule 100％
(KPI)		 Implement safety assurance activities as part of the BTC activities that have taken root throughout the Company
Recorded a total of two accidents resulting in fatality at an overseas Group company and a partner company Continue pursuing improvement in safety indicators (KPIs)
  • Promoting Healthy Management
  • Strengthening Industrial Health Framework & Cultivating Culture of Health
 Focus on implementing measures to address issues associated with smoking, dietary habits, sleeping and alcohol consumption as we have positioned helping employees improve their lifestyle habits as a priority issue. To address the issue of smoking in particular, the Smoking Cessation Committee will be launched to promote efforts to prevent second-hand smoking and to curb the ratio of smokers among employees Completed initiatives as planned by, for example, introducing a complete smoking ban within the Head Office 100％ Strengthen industrial health framework by enhancing skills of health specialists
Cultivate a culture of health (enhance the recognition of the revised version of Health & Productivity Management Declaration, which was announced in 2022, among employees)
Organizational Climate/ Culture
  • Developing Leadership
  • Global Introduction of 360° Feedback (2030), Ongoing Executive Coaching (2030), 80% Positive Responses on Organizational Health Survey (2030)
 Further expand the scope of workplaces covered by 360°feedback, following the 2021 implementation of such measures that aimed to include an even broader range of overseas bases and Group companies in Japan Expanded the scope of employees subject to 360°feedback to include those working at overseas bases and domestic affiliates
Overseas: PT Sumi Rubber Indonesia, Sumitomo Rubber (Thailand) Co., Ltd., Sumitomo Rubber (China) Co., Ltd. / Sumitomo Rubber (Changshu) Co., Ltd. / Sumitomo Rubber (Hunan) Co., Ltd., Sumitomo Rubber USA, LLC, Sumitomo Rubber do Brazil Ltda., Sumitomo Rubber AKO Lastik Sanayi ve Ticaret A.S
Domestic: Sri Business Associates Co., Ltd., Sri With. Ltd., Domestic Tire Sales Companies, Dunlop Sports Marketing Co., Ltd.		 100％ Further expand the scope of employees subject to 360°feedback to include locally hired managerial employees at overseas factories and employees at domestic affiliates
Positive responses on organizational health survey (2022) 77.5% Enhance the leadership and management skills of managerial employees
Organizational health survey
Raise the ratio of positive responses to 78.5%
Respect & Harmony in Diversity
  • Promoting Diversity & Inclusion
  • Expansion of Unconscious Bias Training to All Levels (2030)
 Continue implementing measures to ensure a robust understanding of unconscious biases, targeting a growing scope of employees

Implement measures targeting a growing scope of employees to facilitate understanding of the LGBTQ+ community

Improve the working environment for female engineers		 Implemented anti-unconscious bias training targeting non-managerial employees

Included a clear statement regarding our response to unconscious biases into the Corporate Code of Conduct

Expanded efforts to foster an understanding of the LGBTQ+ community within our organization, we have undertaken following initiatives: Prepared a comprehensive handbook, implemented e-learning, discussed the scope of welfare programs to accommodate individuals with same-sex partners, designed an ally sticker program, attained a “Gold” rating on the PRIDE Index, continuously provided training to enhance employee awareness and understanding.		 100％ Start rolling out anti-unconscious bias training to factories

Endeavor to secure a robust understanding of the LGBTQ+ community and distribute ally stickers to a growing scope of employees

Expand measures to create a women-friendly frontline worksite
  • Promoting Women’s Empowerment
  • Ongoing Career Development Program for Women, Percentage of Management Positions Held by Women: 7% (2025), 12% (2030)
 Expand the mentoring system

Improve the working environment for female engineers		 Expanded the mentoring system to include an even broader range of employees

Formulated a plan to improve welfare facilities, set aside a budget to this end, issued a guidebook for female engineers to help them strike a work-life balance		 100％ Incorporate the mentoring system into existing training systems

Develop measures to nurture female top management candidates

Expand measures to create a women-friendly frontline worksite
Respect for Human Rights
  • Establishing a Human Rights Management System
  • Formulation of a Global Human Rights Policy (2023), Creation of Human Rights Management System and Due Diligence Process (2024), Establishment and Implementation of Human Rights Due Diligence (2025)
 Formulate plans to create a Human Rights Management System Formulated a plan to create a Human Rights Management System 100％ Formulate and issue a Global Human Rights Policy