Diversity and Inclusion

Yokogawa will actively hire, develop, and promote people from a variety of backgrounds who differ in terms of experience, knowledge, sensibility, perspective, cultural background, and values, and in so doing will not discriminate based on ethnicity, nationality, gender, religion, age, social position, or disability. By utilizing digital technology and cultivating a safe working environment, we make it possible for every employee to demonstrate his or her full potential and to work comfortably, with a flexible workstyle. Good communication and constructive collaboration based on mutual respect facilitates the co-creation of new value.

The Diversification of Human Resources

One of the strengths - actually a requirement - of Yokogawa is the ability to maintain and utilize a pool of diverse talents as we carry forth our global expansion. We make use of human resources of diverse ethnic backgrounds and nationalities, not only overseas but also in Japan.

The Yokogawa Electric head office is accepting more overseas Group employees into Japan so as to promote globalization and form their careers. We have prepared the intra-company infrastructures providing company regulations, business communications, cafeteria menus, and internal broadcasts in both Japanese and English, and appropriately offering information to support their livelihood in Japan on the intranet. Since 2013, we have been implementing the training programs "Cross Culture & Communication" and "Japanese Culture & Communication" to understand cultures and customs from both Japanese and overseas viewpoints. We expect that advancing the diversification and improving the ability to respond will fuse diverse sense of values to create new values.

Moreover, by employing more foreign students who graduated from Japanese universities and those who from overseas universities, we will continue to actively diversify our human resources mainly in the Yokogawa Electric head office.

Full-time employees by region

Promoting Active Participation by Women

Yokogawa is promoting female employee’s empowerment as a part of its diversity promotion activities based on the human assets strategy of the mid-term business plan.

In April 2015 Yokogawa established a work section that is dedicated to the promotion of diversity, and this unit is actively helping employees achieve success in their jobs by means such as formulating career development plans for female leader candidates. Moreover, we conduct career development training for female employees as well as seminars to raise awareness among managers concerning the need to empower women. The female manager rate reached 5.1% on July 1, 2018, and we thus achieved the 5% target (double the percentage in fiscal 2014) set out in Transformation 2017, the previous mid-term business plan. We will continue to carry out initiatives that will increase the female manager rate to 7%, which is our target for fiscal 2020. In recruitment activities, our target rate for female employees in 30%, and our long-term aim is to optimize the gender composition of the Yokogawa workforce. Women made up 42.6% of the new graduates joining the Company in 2018.

To create an environment where various types of employees can comfortably work, keep challenging, and grow, Yokogawa Electric Corporation is tackling improvement of its corporate system and culture, by introducing a telecommuting system and a time-unit leave system in April 2016, keeping pace with work-style reform activities. In July 2016, Yokogawa Electric Corporation was recognized by the Minister of Health, Labour and Welfare as a company whose measures for promoting active female participation is good (stage 3 (three stars) that satisfies all five items to be evaluated).

Promoting Active Participation by People with Disabilities

Since it launched a normalization project in 1992, Yokogawa Electric Corporation has consistently continued its activities to encourage its employees with disabilities to engage in various fields, such as engineering, production, sales, and office work.

We founded Yokogawa Foundry Corporation in fiscal 1999, which was certified in the same year as a special subsidiary company conforming to the Handicapped Person’s Employment Promotion Law. The company is promoting employment of people with intellectual or physical disabilities, holding up independence, autonomy, ambition, and challenging sprint as keywords.

Yokogawa Foundry Corporation was certified in fiscal 2002 for “group calculation” of actual employment rate of the disabled in domestic group companies and is tackling activities to promote employment and empowerment of people with disabilities, such as holding company information sessions, in cooperation with labor-related organizations. The disability employment rate target for 2020 in Japan is 2.1%.

Disability employment rate
Disability employment rate

Supporting Work-Life Balance and Raising the Awareness of Employees

The environment and sense of values surrounding employees are always changing with various life stages etc. We are supporting the work-life balance of our employees by building flexible work systems, such as a flextime system, telecommuting system, hourly leave system, and flexible holidays, so that they can concentrate on work with no worries in spite of such changes.

For balancing child rearing and work, Yokogawa Electric Corporation has systems that help its workers, such as a child care hour system, which can be used until admission to an elementary school, and a care leave system. In addition, a next-generation rearing support system that supplies ¥100,000 per child once a year can also be used as an economic aid. Many employees, men or women, use these systems and almost all of those who take a childcare leave come back to the former position after leave, thanks to many systems that enable workers to comfortably work after returning from a leave and to workplace culture of mutual understanding and support. We also encourage its male employees to take part in child rearing and the percentage of male workers who take a child care leave increased from 1.3% in fiscal 2016 to 7.2% in fiscal 2017.

Furthermore, Poppins Nursery Musashino, a nursery certified by the Tokyo Metropolitan government, was invited to the premises of the head office to help local residents, as well as employees, balance child reading and work. Yokogawa Electric Corporation was recognized in 2007 by the director-general of the Tokyo Labor Bureau as a company supporting child rearing.

The telecommuting system and time-unit leave system Yokogawa Electric Corporation introduced in April 2016 are used by many employees, not only those who need child rearing or care support, as a work style not restricted by time and place. As a part of creating culture where people can feel at ease in using these systems, the work styles of the employees currently using these systems and a message from the president were introduced in a company journal. Use of these systems has been encouraged by using various media, HataLabo (work style laboratory), an information site that was opened on the intranet to introduce various examples of work styles and work systems.

A HataLabo campaign, intended for all the employees, was conducted for 1 month to encourage employees to use the telecommuting system. The number of users of the systems, which was initially about 30 after they were introduced, rose to 765 during the 1 month of the campaign period and about 300 employees (10% of the total number of employees) are using the system now. The telecommuting system will be expanded to include teleworking to create an environment where people can work more flexibly.

The time-unit leave system was used by 998 employees, more than half of the total employees, in 2017 for a total of 9,099 hours.

Yokogawa will promote its work-style reform, by providing an environment where each one of our various employees can challenge and grow while balancing his/her work and life, so that they can create new values.

Environmental Improvement to Promote the Success of Diverse Human Resources: Harassment Prevention

In order to promote diversity and improve the environment in which diverse human resources can participate, we created the “corporate policy for harassment” and developed the “harassment prevention guidelines” in December 2016. We encourage employees of Yokogawa Electric Corporation and domestic group companies to be respectful of one another and inform of the disallowing of any harassment behavior, including sexual harassment, power harassment, harassment behavior that interfere with the use of childcare and nursing care leave, stalking, and discriminative acts against LGBTs, and are making efforts for their compliance and implementation.
We have also established the “Yokogawa Group General Counseling Counter” in Yokogawa Electric Corporation, where employees of Yokogawa Electric Corporation and group companies can receive consultations about various matters including harassment. When consulted, we conduct necessary hearings and investigations on workplace conditions based on consulters’ intentions, taking their privacy into consideration. If any harassment case is detected, we will take strict actions on the person who committed the harassment and give appropriate guidance such as requesting measures to prevent reoccurrence. We will not provide disadvantageous treatment to consulters and employees who contribute to the verification of facts.