Corporate Obligations and ResponsibilitiesPromises to Our Employees

Yahoo Japan Corporation (“Yahoo! JAPAN”) has introduced various systems and has implemented initiatives to ensure that our employees can actively perform their work regardless of their stages in life. We also have intranet and a company cafeteria to facilitate internal communication.

Basic Policy on Employment

We believe respect for employees’ individuality and fair evaluation of personal growth and results are important in ensuring employees’ demonstration of their maximum potential. We offer opportunities to employees with ambition and desire for personal growth, regardless of their age, sex, and nationality. As of March 31, 2018, Yahoo! JAPAN employs individuals from various countries and regions including India, Indonesia, U.K., South Korea, Spain, Sri Lanka, Thailand, Taiwan, China, Germany, Mongolia, Myanmar, the Philippines, Vietnam, Hungary and others.
Also as of March 31, 2018, our work force comprised roughly 70% male employees and 30% female. The average length of service stands at 6.7 years for men and 6.4 years for women.

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  • #3Diversity

Employee Demographics (Non-Consolidated)

Pie chart of No. of employees and gender distribution. Total employees FY17 6330, male employees:4281, female employees:2049Pie chart of No. of employees and gender distribution. Total employees FY17 6330, male employees:4281, female employees:2049

The Figure of Employee Demographics (Non-Consolidated). No. of New Hires in Japan:816 in FY 2017The Figure of Employee Demographics (Non-Consolidated). No. of New Hires in Japan:816 in FY 2017

The Figure of Length of Service (As of March 31, 2017): Male 6.7 years, Female 6.4 years The Figure of Length of Service (As of March 31, 2017): Male 6.7 years, Female 6.4 years

Unleashing the Talents and Passions of All Employees

Unleashing the talents and passions of employees is one of the core concepts of our approach to human resources. To that end, we are taking steps to ensure we provide an environment where each and every employee can freely demonstrate their capabilities and work independently to provide solutions to user concerns.
One specific example is one-on-one meetings held between the superiors and their subordinates in Yahoo! JAPAN. The meetings, held once a week for 30 minutes, are expressly for the benefit of the subordinates. The superiors act as coaches and both listen and ask questions to pinpoint obstacles their subordinates are facing in achieving their goals. This way, the superiors suggest ways to overcome those obstacles and urge changes in approach.
Furthermore, we have prepared human resource development charts to encourage each employee to visualize their own strengths and weaknesses, as well as the experiences they will need to get to their expected careers in three years’ time. Based on the human resource development chart, career-focused human resource development meetings are held periodically and career paths that best suit the employees are sought for.
Employees who satisfy certain conditions can apply for reassignment to any position within the company through a “job change system” based on personal statements and through open recruitments within the company held periodically. This is part of our efforts to offer an environment that allows our employees to challenge themselves in pursuit of the career they want.
We are working toward an environment capable of providing employee training that can be taken whenever and wherever it is needed through enhanced training menu and digitalization.

Yahoo! Values and 360-Degree Value Assessments

In order to become a problem-solving engine, Yahoo! Values are created and shared to spell out the desired behavior and judgment of employees. To determine if employees are properly representing the values in their daily behavior, we have introduced value evaluation in which employees evaluate each other.
Value evaluations are used together with performance evaluations, which determine how much progress has been made toward achieving objectives specified at the beginning of the term and the results are given back at the end of the term.

Aim to Create a Motivating Work Environment

Yahoo! JAPAN is united in its efforts to create a motivating work environment and achieve high business targets.
In addition to conducting an employee satisfaction survey every six months, we check on the health of our organization via a number of different assessments and pursue organizational improvements by setting concrete goals. The management team has held Y!J Link events for conversing with employees about the company vision and strategy. These events are held at worksites at all locations in a question and answer format. Employees ask frank questions to which members of the management team directly convey their views. This offers an important opportunity for communication with employees.
Employees who achieve particularly excellent results including significant contributions to customer satisfaction improvements are awarded Yahoo! JAPAN Superstars. Employees in specified technical fields who achieve high levels of expertise and positive results are certified as “KURO-OBI (Black belt).”
We use these awards and certifications to praise employee achievements, and we hope to increase employee motivation by actively incorporating reactions and comments from users and business partners.

 Group photo of new employee

Related problem solving keyword

  • Workstyle reform

Varied Training Programs for Employees

Our goal is to be a company that develops human resources, unleashing the talents and passions of each employee and increasing opportunities for growth. In order to support learning and development of skills necessary for growth among all our employees, we arrange a variety of training systems, including training for recent graduates, specialized skills, management positions, and for all employees.

Related problem solving keyword

  • Workstyle reform

Improvements to Systems that Support Work and Childcare

A variety of systems to enable employees who are pregnant and those engaged in childcare or caregiving to continue working are introduced. We have improved systems to levels that surpass legal frameworks. For instance, we have expanded the child’s age range for childcare leave and childcare periods as well as leave to nurse sick children. In fiscal 2017, a total of 541 employees (57 men and 484 women) utilized our childcare systems, and the numbers of both men and women using these systems are on the rise.

Figure of Employees using childcare systems. In fiscal 2017, a total of 541 employees (57 men and 484 women) utilized our childcare systemsFigure of Employees using childcare systems. In fiscal 2017, a total of 541 employees (57 men and 484 women) utilized our childcare systems

Systems Available to Employees

Maternity leave Maximum 5 working days. (Prior to the “Maternity Leave Before Childbirth”)
Yahoo! JAPAN childbirth leave

7 days prior to the “Maternity Leave Before Childbirth”

Maternity leave before and after childbirth 6 weeks' leave before childbirth (14 weeks for multiple pregnancy) and 8 weeks' leave after childbirth.
Childcare leave Until the child’s first birthday. Extendable until the day before the child’s second birthday, if no nursery facilities can be found.
Shorter working hour system for childcare Standard working hours per day can be shortened to 5 hours until the child graduates from elementary school.
Flextime system for childcare A maximum of 90 minutes of flextime is allowed per day until the child graduates from elementary school.
Leave to nurse sick children Maximum 5 working days for 1 child of preschool age.
Maximum 10 working days for 2 children or more of preschool age.
Childbirth leave for prospective fathers Maximum 3 working days.
Available between 1 week prior to the birth date and 1 month after childbirth.
Nursing care leave

Maximum of 5 working days within a fiscal year for an employee taking care of one family member with certification to receive care.
Maximum of 10 working days within a fiscal year for an employee taking care of two or more family members with certifications to receive care.

Shorter working hour system for nursing care Standard working hours per day can be shortened to 5 hours for a maximum of 5 years.
Flextime system for nursing care A maximum of 90 minutes of flextime is allowed per day for a maximum of 5 years.
Nursing care leave of absence A maximum of 1 year per family member with certification to receive care.
Selectable work system System that provides one day of leave per week for childcare for elementary school students and younger, or if nursing care for a family member is required.

Related problem solving keyword

  • #3Diversity

Support for Both Work and Family

The number of employees utilizing maternity and childcare leave, shortened hours, and the flextime system for childcare is increasing. As such, we started the mom/dad supporter system run by our employee volunteers in fiscal 2013 to offer support beyond physical systems. We conduct activities to support employees balance work and childcare such as: round table talks for employees raising children and superiors; lunch session for information sharing and consultations; individual consultations, etc.
We have also established a division specialized in promoting work-life balance. This division supports management training, activities aimed at raising awareness, and diverse workstyles.
Seminars to support employees returning to work after maternity and childcare leave have been held twice a year since May 2012, with a cumulative of 308 employees participating.

Picture of Seminars to support employees returning to work after maternity and childcare leave

Related problem solving keyword

  • #3Diversity

Flexible Working Environment

We have adopted a working environment that embodies a corporate culture in which employees work independently and autonomously toward their respective goals.

Flextime System A system where employees can choose when to begin and end work, within a certain time frame.
Dokodemo Office (Office Anywhere)

A system where work may be done wherever it can reasonably be executed, without relying on a specific location, for the purpose of increasing performance.

87.0% utilization rate among employees in fiscal 2017.

We are also striving to create a working environment to inspire daily improvements in productivity by working to minimize overtime work, establishing co-working spaces, and shifting the emphasis from meetings to dialogues.

Related problem solving keyword

  • #3Diversity

Promotion of Healthy Management

We have established a Good Condition Promotion Office to ensure that each of our employees can remain healthy in body and mind while working, and lead happy lives. We further focus on health management by preparing a system to support employees’ autonomous health maintenance. From 2016, the President personally became the Chief Conditioning Officer (CCO) and announced a good condition declaration. In April, 2018, the current President, Representative Director and CEO, Kentaro Kawabe has assumed the post of CCO. For two consecutive years since 2017, we have been acknowledged in the large enterprise category (White 500) of the Certified Health and Productivity Management Organization Recognition Program by Nippon Kenko Kaigi. We will move forward with the goal of making this a company where all employees can keep their bodies and minds in the best condition while working.

Organizational Chart

Related problem solving keyword

  • Healthy society

Yahoo! JAPAN’s measures towards health management

Measures against Lifestyle Diseases We regard prevention of lifestyle disease to be important for our employees. Occupational physicians and health professionals promote preventive measures against lifestyle diseases. We promote early improvement of lifestyle by conducting periodic measurements using body composition scales and by providing medical instructions and weight loss programs not only to employees with metabolic syndrome but also to potential lifestyle disease patients in their 20s.
In addition, we are enhancing health promotion activities, such as seminars on common diseases and eating, exercise, and sleeping habits.
Mental Health Protection Measures For managers, we promote mental health protection activities, which include new appointee and refresher training. For employees, we conduct various measures, such as setting of consultation desk, extensive support from counselors in charge of each workplace, and notifications via the company intranet. For those on leave, we are strengthening our support to facilitate a smooth return to work, based on a support program dedicated for this purpose.
Measures against Smoking In the interest of employee health promotion and secondhand smoke prevention, we conduct awareness-raising activities, including stop smoking seminars, lung age tests, and prohibited use of smoking rooms on World No Tobacco Day. We have also created systems to subsidize employees who wish to quit smoking and offer medical facility introductions and consultations. Steps to abolish smoking rooms have begun and we plan to abolish smoking rooms in all our offices within fiscal 2020.
Health Support for Female Employees As part of measures to support the health of our female employees, we began the Health Support for Female Employees Project in April 2014. This project includes training of female health counselors, various seminars and information sessions to create an atmosphere where employees can freely seek advice on issues affecting mental and physical health specific for women. In 2017, we were awarded with Promotion Award of Award for Health and Work Life Balance for Women.
Medical Checkups We provide systems enabling employees to obtain more complete physical exams in addition to legally mandated checkups in the interest of early detection and treatment of disease. To encourage employees to take steps to maintain and improve their own health, we have introduced electronic medical records, allowing employees to review the results of checkups at any time.
Cancer-Prevention Measures We participate in Corporate Action for Cancer Prevention Promotion, a program commissioned by the Ministry of Health, Labour and Welfare. Our cancer-prevention measures include activities to raise awareness among our employees, such as addition of cancer-related examination items in the medical checkups and information distribution through seminars and company intranet. Specifically, 89% of female employees have received breast cancer screening in 2017 as part of our cancer-prevention measures for female employees. In 2016, we received Promotion of Cancer Control Partner Award, Employment Category.
Health Management for Overseas Personnel In addition to providing legally mandated medical checkups for our employees overseas, we also pursue measures against infectious diseases, such as inoculations.
Measures against Infectious Diseases As part of our measures against influenza, we offer inoculations in the company as well as support in paying for the cost of inoculations. To manage infection risks, including those posed by new strains of influenza, we provide antiseptic and have a supply of emergency face masks on hand.
Others We have created an environment in which employees can safely work in good health, such as through the establishment of internal massage room and floors with special care for employees suffering from hay fever, total subsidy for brain check-up and heart check-up, etc.
Picture of body composition measurements using a dedicated scale
Body composition measurements using a dedicated scale; measures body fat, muscle mass, etc. Used to raise health consciousness and for health management. In total, 1,833 employees participated in fiscal 2017.

Related problem solving keyword

  • #3Diversity
  • Healthy society

Provision of Health and Safety Systems

In addition to establishing a Health and Safety Committee and workplace inspections, we have also instituted emergency response measures, such as installation of automatic external defibrillators (AEDs), emergency-response drills, and online disaster prevention modules.
Emergency-response drills have been held regularly since November 2007 and involve firefighting exercises and training in general first aid. First aid training includes lessons in CPR and AED use. Many employees have obtained first aid certification from local prefectural and metropolitan fire departments.

Health and Safety Committee We established a Health and Safety Committee based on the Industrial Safety and Health Act to reduce workplace accidents and as part of our initiatives to ensure the health and safety of our employees.
Workplace Inspections We conduct workplace inspections once a month to ensure a comfortable and hygienic work environment, and to understand and improve work conditions.
Occupational Health and Safety Management A comprehensive approach to management of work environments, work practices, and health form the base of our occupational health and safety measures. Through these measures, we promote the creation of comfortable work environments.

Fulfilment of Various Leave of Absence Systems

Having a variety of leave system is necessary to unleashing the talents of all our employees. In addition to childcare leave and flextime, we are putting our energy into initiatives to raise employee awareness on ways to contribute to society by providing leaves for solving social issues, such as through participation in volunteer activities.
The average rate of paid leave utilization from fiscal 2015 to fiscal 2017 is 80.6%.
We have a lively work environment in which employees can proactively take paid leaves and work in a lively work environment.

Leave of Absence Systems Available to Employees

Special Observance of Holidays Falling on Saturday Should a national holiday fall on a Saturday, the holiday will be shifted to and observed on the preceding workday.
Problem Solving Leave Employees may take up to three days off per year to participate in activities, such as volunteer work, to assist in addressing social problems.
Sabbatical System Employees may take up to three months off to assess and adjust their careers, experiences, and workstyles.
Academic Leave of Absence Employees may take up to two years off to focus on improving language skills or gaining expert knowledge away from their normal work.
Special leave for employees with disabilities A special leave is granted to employees with disabilities in addition to the paid leaves in order to facilitate their management of their physical conditions and so that they can exert a stable performance.

Related problem solving keyword

  • Workstyle reform

Internal Communication

We employ a variety of tools and events to promote communication among employees.
In addition to utilizing the internal company website, through which information is distributed internally, and events where the president and other executives communicate important information including company policies, we have installed a company restaurant and café to serve as a location for employees to communicate beyond work.
Moving on, we will continue working to vitalize companywide communication so that employees can play an active role.

Related problem solving keyword

  • Workstyle reform

Use of Internal Website

We have established the internal company website as the access point for companywide communication and tools.
Employees can contribute freely to the website, not only work-related information, but about the benefits system, club activities, and more.
Executive messages and various company events are also posted daily through the company newsletter.
In addition, we have created an environment where employees can communicate unreservedly with executives and people from other departments by using communication tools.

Related problem solving keyword

  • Workstyle reform

Company Events

We hold a variety of company events designed to deepen connections between employees. Yahoo! Meetings (YMs) for executives and employees are conducted once a year for all offices and all group companies to gather together. In addition, there are companywide morning meetings held at the beginning of each month to communicate management policies to employees, as well as Y! J Link events for employees to directly ask executives questions and speak on various subjects. By conducting such events, we strive to create a work environment open to communication.
We also hold a family day event in which families of employees are invited to the office to learn about the company and the day-to-day work of our employees. This event was conducted at five locations in fiscal 2017, with a total of roughly 2,300 family members participating.
Going forward, we will continue to build a work environment that enables employees and their families to strengthen the bonds between them.

Company Restaurant

We have set up a company restaurant and café to serve as a location for employees to communicate beyond work.
For employees seeking to ascend to lofty goals, the restaurant serves as a “BASE” of nutrition and the café as a “CAMP” at which to replenish energy in the midst of their climb to the top. These eateries offer nutritious food based on the “1HOUR+ (One Hour +)” concept. This concept is about offering employees a chance to improve their mood or come up with new ideas by communicating with colleagues, thus adding a variety of “positives” to their eating experience, in addition to nutritional wellbeing.
Moving forward, we will post ordered BASE menus and consumed nutrition and calorie information on a website for individual employees. Employees wishing to improve their health can receive lifestyle advice on diet and exercise as well as sleep by participating in our health promotion program, which will be offered through physicians and dieticians from a health institution we have partnered with.

The Photo of Company Restaurant

Related problem solving keyword

  • Healthy society
  • Workstyle reform