Targets and Results in Sustainable Medium-Term Plans 2023

Energy & Climate

RelatedSDGs

FY2023 Targets

FY2021 Targets

FY2021 Results

Reduce greenhouse gas emissions by
10% compared to fiscal 2020 *1

Reduce greenhouse gas emissions by
3% compared to fiscal 2020*1

GHG emissions were reduced 2% fromfiscal 2020

Reduce greenhouse gas emission
intensity by 10% compared to fiscal
2020*1 *2

Reduce greenhouse gas emission
intensity by 3% compared to fiscal
2020*1 *2

GHG emission intensity was reduced by
2% compared to fiscal 2020

Use 30% of electricity generated via
renewable energy sources*3

Promote the introduction of electricity
generated via renewable energy
sources*3

Electricity generated via renewableenergy sources accounts for 11% of
total electricity used.

Reduce greenhouse gas emissions by
3% compared to 2022*4

Collect data regarding greenhouse gas
emissions of overseas subsidiaries(education/acquisition management)*4

Data collection started at overseas
consolidated subsidiaries

Continue field tests of new electric vehicles(EVs) and fuel cell vehicles (FCVs)(including medium size trucks forlong-distance travel) with other industries

Develop and collaboratively research
electric vehicles (EVs) and fuel cellvehicles (FCVs) with other industries(Including medium size trucks used forlong-distance travel)

Had joint research and development.
Started to examine EVs that have beendeveloped

Carry out investigations and collaborative
research into automated mobility*5 with theaim of realizing a low-carbon
transportation and preventing air pollution

Carry out investigations and collaborative
research into automated mobility*5 with theaim of realizing a low-carbon
transportation and preventing air pollution

Discussed automated mobility withpartners and examined technologies (testdrives)Reduce the use of dry ice to refrigerate
packages:
Substitute with 13,000 mechanical coldboxes and 1,200 refrigerator trucks

Reduce the use of dry ice to refrigerate
packages:
Substitute with 4,600 mechanical coldboxes and 600 refrigerator trucks• Introduced 6,700 mechanical cold boxes• Substituted 970 freight carrier trucks withrefrigerator trucks

Electric vehicles (EVs) 1,500 units――

Visualize operational status and enhancetransport efficiency based on data by fully
leveraging digital technologies. Promote
eco-driving

Visualize operational status by fully
leveraging digital technologies and reduce
inefficient routes (trunk routes). Promote
eco-driving

Visualized operational status and reduced
inefficient routes

Promote modal shifts(180 units for rail and sea transports)

Promote modal shifts(140 units for rail and sea transports)

Carried out a modal shift.
(140 units per day transported by rail orsea)

Conduct demonstration tests of a model
sales office that uses 100% renewableenergyConduct research and consider a model
sales office that uses 100% renewableenergySelected a model sales office that uses
100% renewable energy power for its
electricity.

Consolidate touch points (locations) andinstall LED lights

Consolidate touch points (locations) andinstall LED lights• Consolidated touch points• Installed LED lights at 495 locations

Measure energy andoptimize energy
management

Reinforce energy management

Reinforce energy analysis and review
energy management structure• Formulated a measuring method anda system introduction plan
• Established a dedicated department(Green Innovation Development
Department)

Conduct financial
analysis and promote
low-carbon investment

Analyze scenario and reflect in financial
planning (reflect in next medium-term plan)

Acquire financial information related toclimate change and announce
endorsement of Task Force on
Climate-related Financial Disclosure(TCFD)• Relevant departments cooperated witheach other and performed scenario
analysesAnnounced endorsement of Task Forceon Climate-related Financial Disclosure(TCFD) in September 2022

Put internal carbon pricing (ICP) into
operation, confirm effects, and consider
use as an investment indicator

Foster understanding of internal carbon
pricing (ICP) within the company andconsider operation plan

Gathered information, including casestudies of other companies, andconsidered operations

Mitigate Climate
ChangeLow-carbon
transportation/offices:*Introduce low-carbon
technology*Enhance operational
efficiency*1 In-house emissions of consolidated companies and Swan Co., Ltd. in Japan (Scope1 & Scope2). *2 tCO2e /100 million yen of operating revenues.
*3 Consolidated companies and Swan Co., Ltd. in Japan. *4 Overseas. Scope1 and Scope2. *5 Automated mobility such as autonomous driving and truck platooning.

1

Targets and Results in Sustainable Medium-Term Plans 2023

Atmosphere
Clean Up the Skies(Prevent Air Pollution)

Reduce air pollutant
emissions fromtransportation

RelatedSDGs

FY2023 Targets

FY2021 Targets

FY2021 Results

Reduce NOx and PM emissions by 25%
compared to 2020*6

Reduce NOx and PM emissions by 20%
compared to fiscal 2020*6

Compared to fiscal 2020
NOx: 9% reduction
PM: 3% reduction

Introduce vehicles that emit fewer air
pollutants

Introduce vehicles that emit fewer air
pollutants

Introduced 3,200 vehicles that emit
fewer air pollutants

Carry out investigations and collaborative
research into automated mobility*5 with theaim of realizing a low-carbon
transportation and preventing air pollution

Carry out investigations and collaborative
research into automated mobility*5 with theaim of realizing a low-carbon
transportation and preventing air pollution

Discussed automated mobility with
suppliers and examined technologies (testdrives)*5 Automated mobility such as autonomous driving and truck platooning. *6 The range refers to Yamato Transport Co., Ltd.

Resource Conservation & Waste

RelatedSDGs

FY2023 Targets

FY2021 Targets

FY2021 Results

Use 55% renewable resources andrecycled materials for paper materials*7

Use 52% renewable resources andrecycled materials for paper materials*7

Used 52% renewable resources andrecycled materials for paper materials

Reduce landfill disposal rate (final
disposal rate) to 5% or less*8

Reduce landfill disposal rate (final
disposal rate) to 8% or less

The landfill disposal rate (final disposal
rate) was 10%

Provide products utilizing recycledmaterials and resource-saving
materials

Identify target products, research
recycled materials, and understandtheir impact on the environment

Identified target materials and replaced
certain materials with materials using
recycled materials

Reduce amount of paper material used by
2% compared to fiscal 2021*9

Reduce amount of paper used by 1%
compared to fiscal 2020

The amount of paper used increased 44%
compared to fiscal 2020*9

Reduce landfill waste volume (final
disposal volume) by 3% compared to fiscal
2020

Reduce landfill waste volume (excluding
incinerated waste) by 1% compared tofiscal 2020

Landfill waste volume (excluding
incinerated waste) increased 2%
compared to fiscal 2020

Reduce waste intensity by 3% comparedto fiscal 2020

Reduce waste intensity by 1% comparedto fiscal 2020

Waste intensity was reduced by 1%
compared to fiscal 2020

Raise recycling rate to over 80%

Raise recycling rate to over 70%

Recycling rate 54%

Reduce amount of resources used;
Reduce waste volume; andPromote recycling*10

Collect data on resources and waste*

Use renewable
resources, recycledmaterials, and lessplastic

Use 7% renewable resources/recycledmaterials for containers/packaging
materials*11

Use 5% renewable resources and recycledmaterials for containers/packaging
materials*11
Note: Less plastic and use bioplastic

Used 31% renewable resources andrecycled materials forcontainers/packaging materials

Promote the use of recycled materials for
packaging*10 *12

Reduce the use of disposable plastic
packaging*10 *12

Identified plastic packaging materials
recycling rate and started the quantificationof recycling to improve it

Develop reusable
materials and provide
framework for material
sharing usage*13

Promote the practical application ofmaterials for reuse and provide
transportation with shared reusable
materials

Research and develop materials for reuseand develop shared reuseable materials(collaborate with customers and develop
common standards)

Started to examine the development ofmaterials for reuse and shared reusable
materials

Launch a model for sharing reusable
things and expand user base

Decide on a method and scope for sharing
reusable things and partly commence tests
for the method in collaboration with outsidecompanies

Started to examine methods and scope forsharing reusable items

Reduce water usage andimprove water quality

Reduce water intensity by 3% compared tofiscal 2020

Reduce water intensity by 1%, comparedto fiscal 2020

Water intensity increased 8% compared tofiscal 2020

Advance water reuse and water quality
conservation

Promote water reuse and water quality
conservation

Replaced detergents at the head officebuilding with reduced environmental
impact and considered the introduction ofthese detergents at other locations

Advance activities to reduce volume ofwater used*10

Collect data on water consumption*10

Data collection started at overseas
consolidated subsidiaries

Promote Resource
Conservation andReduce Waste

Reduce use ofresources, reduce waste,
and recycle

10

Started to collect data on resources andwaste at overseas consolidated
subsidiaries*7 Paper material refers to cardboard for shipping, pickup and delivery materials, etc. *8 Equivalent to reduction by half compared to the past.
*9 In fiscal 2021, the scope was expanded for identification and management of paper materials to include paper materials other than those for pickup and delivery services , and as a result,
the total amount of paper materials used increased. For targets for fiscal 2022 and fiscal 2023, the scope has been further expanded, and the amount in fiscal 2021 was used as the baseyear data.
*10 Overseas. All other items in Japan. *11 Containers/packaging material includes packaging used for shipping and cushioning materials.
*12 Overseas logistics/moving-related services. *13 External collaboration.

2

Targets and Results in Sustainable Medium-Term Plans 2023

Resilience of Companies & Society

FY2021 Targets

FY2021 Results

Green logistics in collaboration withour business partners

Consider a method for ascertaining thegreenhouse gas emissions of ourtransportation business partners andestablish an evaluation standard

Added a function for acquiring data forthe calculation of greenhouse gas
emissions to the app for identifying
operational status and examining
evaluation standards

Collaborate with society to improve
environmental resilience (Test a modeland begin distributing information foradapting to climate change)

Create a plan for utilizing EVs andrenewable energy to increase climatechange resilience. Consider acquiring
road information for adapting to climatechangeStarted discussions with othercompanies about the joint developmentof a cartridge battery. Predicteddisasters based on the Japan
Meteorological Agency's data andshared information with shipping
partners

Provide environmentally friendly
products and services*14

Decide on an evaluation standard forthe environmental burden/effects ofproducts and services

Decided evaluation methods andstandards for environmentally friendly
products and services

Collaborate with Society
to Improve Environmental
Resilience

Reinforce resilient logistics to support
mitigation and adaptation measures

Deploy adaptation strategies groupwide totackle the physical risks of climate change

Reviewed the BCP manual regarding
actions in the event of abnormal weather
and shared the revised manual with Group
companies

Engage in environmental
communication

Reinforce information distribution throughenhanced disclosure and holding
information sessions. Hold dialogues withinvestors and relay the content within thecompany

Reinforce information disclosure based on
response to climate change risks. Hold
dialogues with investors and relay thecontent of such dialogues within thecompany

Published an integrated report and shared
information from investors with relevant
departments

Enhance information disclosure according
to recommendations of the Task Force on
Climate-related Financial Disclosure(TCFD)

Foster understanding of information
disclosure according to recommendationsof TCFD within the company (hold study
sessions within relevant departments/
collect external data/etc.)• Created a task force and held study
meetings• Made preparations for disclosing
information within the framework

Enhance risk communication――

Establish ourselves as an environmentallyfriendly company.
Create an atmosphere whereenvironmental initiatives can be used toencourage sales/communication

Gain recognition as an environmentallyfriendly company and promote internal
awareness of sustainable management

Disseminated information on
environmental initiatives via TV
commercials, social media, and company
newsletters

Work with our transportation partners tounderstand their greenhouse gas
emissions, accumulate data, andimplement a system to support
improvement

Work with our transportation partners toconsider methods of understanding theirgreenhouse gas emissions and establish
measurement techniques

Added a function for acquiring data for the
calculation of greenhouse gas emissions
to the app for identifying operational status
and examining evaluation standards

Compliance with environment-related laws
and management: Provide environmental
certification for partner companies andsuppliers, and support improvement

Conduct interviews with partner companies
and suppliers concerning environmental
initiatives, then establish an evaluation
standard based on the interviews

Conducted interviews and examined
standards

Support a Society
That Combats
Environmental
Changes

Green Logistics inCollaboration with Our
Business Partners

FY2023 Targets

RelatedSDGs*14 Products and services with environmental value and a low burden on the environment.

Related
SDGs

Reinforce
Environmental
Management

FY2023 Targets

FY2021 Targets

FY2021 Results

Maintain and improve effectiveness ofenvironmental management system(improve management levels)

Reinforce an environmental management
system(Strengthen environmental management
system and integrate into risk
management)
Put environmental management system
into operation

Developed an environmental
management system the president andofficers are responsible for under the
Board of Directors. Operated anenvironmental management system
based on the ISO 14001 international
standard. Achieved certification (the head
office, Kita-Tokyo Regional branch,
Minami-Tokyo Regional Operation
Administration)

Implement environmental accounting(Group Companies in Japan)

Organize subjects and launch test
operations (aggregated by Yamato
Transport Co., Ltd.)

Added new accounts for environmental
accounting and started operations

Enhance development of humanresources with deep knowledge of theenvironment and grant incentives

Plan and implement programs fordevelopment of human resources withdeep knowledge of the environment andestablish incentive• Environmental management training (forofficers, department managers at thehead office, managers)• Training for internal auditors (for people
responsible for environmental issues)• Sustainability training (for employees
hired mid-career)• Environmental training (for employees at
the head office), etc.
• Introduced ESG metrics Into Directors'
compensation

3

Targets and Results in Sustainable Medium-Term Plans 2023

Labor
Create a Work
Environment Where
Employees can Thrive

Consider ahigh-value-added model
for labor by promoting
optimization andlabor-saving andimproving the work
environment through theutilization of technology
and digitaltransformation

Create a work
environment where
employees can thrive
and play an active roleby improving personnel
system, developing
individual skills,
and placing the right
person in the rightposition (promote
decent work)

RelatedSDGs

FY2023 Targets

FY2021 Targets

Improve operating revenue per
employee

Improve operating revenue per
employee

Operating revenue per employee was12,550,000 yen (up 7.9% year on year).

Reduce overtime for employees by 20%
compared with FY2020

Reduce overtime for employees 7.2%
compared with FY2020

Overtime per employee were reducedby 11.4% compared with FY2020

Ensure annual paid leave utilization rate
is 90%

Ensure annual paid leave utilization rate
is 90%

Percentage of paid leave taken was
90.5%

Reinforce personnel and labor measures
aimed at achieving “decent work” throughimplementing employee awarenesssurveys and improve survey scores*15

Create a better work environment andimprove employee awareness survey
scores to achieve decent work

• The FY2021 employee awareness survey
indicates that 71.5% of employees(down 3.6 percentage points year onyear) intend to continue working at thecompany• Sought to improve the score by creatinga workplace where diversity is respected

Establish fair working conditions
regardless of employment status(equal pay for equal work)*15

Expand the scope of employees entitled touse expired annual paid leave and receive
allowances for dependent family members
to create fair working conditions (equal pay
for equal work)

Expanded the scope of employees entitled
to use expired annual paid leave andreceive allowance for dependent family
members.

Establish a diverse, flexible employment
system depending on job type, role, etc.*15

Expand the scope of the system forspecialist personnel• Expanded the scope of the system forspecialist personnel• Started a telework system for call center
personnel

Establish an environment where
employees can work comfortably*15• Establish universal design guidelines• Establish clean workplace environment
standards• Established universal design guidelines
to design facilities that customers andemployees can use more at ease andmore comfortably• Established clean workplace environment
standards and started to use them

Create employee welfare measures inorder to maximize the effectiveness ofhuman resources*15

Establish support systems associated withlife events, including a retirement benefit
plan and an insurance system

Completed establishment of support
systems associated with life events,
including a retirement benefit plan and an
insurance system

Launch educational organization andcreate new training structure*15

Establish an educational organization(Kuroneko Academy) and an in-house
lecturer system

Completed establishment of an
educational structure (Kuroneko Academy)
and an in-house lecturer system

Increase time spent in training by
expanding opportunities for uniform
training based on position and developing
training for all employees*15

Build an online training system andpromoting online training

A video training tool was introduced, which
resulted in an increase in opportunities for
employee education

Ensure 100% attendance rate for specifichealth checkups*16

Ensure 100% attendance rate for specifichealth checkups

Attendance rate for specific healthcheckups was 99.2%*15 For consolidated companies in Japan. *16 For offices covered by the Yamato Group Health Insurance Association.

4

FY2021 ResultsTargets and Results in Sustainable Medium-Term Plans 2023

Human Rights & Diversity*17
Create a Corporate
Culture that Respects
Human Rights andDiversity

Create initiatives forbusiness activities that
do not violate humanrights and foster a
corporate culture that
respects human rights

Create an environment
where diversity isrespected and diverse
employees can play anactive role

RelatedSDGs

FY2023 Targets

FY2021 Targets

FY2021 Results

Ensure 100% attendance rate in humanrights training for all employees

Implement the Yamato Group Human
Rights Policy

Provided education to 390 new
operational executives

Ensure percentage rate of employeeswith disabilities is 2.5%

Ensure percentage rate of employeeswith disabilities is 2.4% or more

Percentage of employment withdisabilities was 2.6%

Double number of female managers(executives) compared with FY 2020and ensure 10% of all managers arefemaleIncrease the number of female
managers (executives) 1.2-foldcompared with FY2020 (400 managers)

The number of female managers(executives) increased 1.03-foldcompared with FY2020 (348 managers)/
Percentage of female employees inmanagement posts 5.6%

Create a framework for human rights due
diligence and complete demonstrations(level where we can set monitoring
indicators after fiscal 2024)

Establish the Yamato Group Human Rights
Policy and started human rights due
diligence• Established the Yamato Group Human
Rights Policy and started human rights
education for employees• Identified human rights issues to prioritize

Carry out labor-related human rights risk
assessments, as well as revision/
improvement activities (focusedparticularly on foreign employees)

Examine and implement initiatives for labor
information assurance for foreign
employees• Identified issues through interviews withforeign employees• Translated working regulations anddocuments submitted when joining theCompany into foreign languages

Reinforce harassment prevention
measures

Reinforce harassment prevention
measures

Provided training for harassment
prevention and ran a company-wideharassment prevention campaign

Understand the issues faced by foreign
employees and create a work environment
where no one is left behind in theworkplace

Examine and implement initiatives forassurance of information on the work
environment for foreign employees

Created notices in workplaces in foreign
languages

Implement active support for female
employees

Examine initiatives to increase female
managers• Disseminated information on systems to
support diverse ways of working using
the intranet and information on rolemodels of female managers using
company newsletters• Conducted a survey for analyzing thecurrent situation to increase female
managers

Share internal best practices regarding
employment and advancement of people
with disabilities and rollout these bestpractices on a Groupwide basis

Build a system for promoting employmentof people with disabilities and share bestpractices for promoting employment ofpeople with disabilities

Provided education to personnel
responsible for promoting employment ofpeople with disabilities and shared bestpractices for promoting employment ofpeople with disabilities

Understand the issues faced by
employees who are experiencing
LGBT-related difficulties and create a work
environment in which employees canreach out to others

Examine initiatives related to LGBT

Gathered information on examples at othercompanies and information on how to deal
with LGBT issues

Develop LGBT-related points of contact
and employees available for consultation*17 All above figures are for consolidated companies in Japan and Swan Co., Ltd.

5

Targets and Results in Sustainable Medium-Term Plans 2023

Safety & Security
Create Initiatives toCarry Out Business in a
Safe and Secure
MannerCreate initiatives inorder to carry out
business in a safe andsecure manner andestablish a safe work
cultureCreate an internal
infrastructure to realize
a society with zerostakeholder
dissatisfaction (stress)*20

RelatedSDGs

FY2023 Targets

FY2021 Targets

FY2021 Results

Achieve zero serious traffic accidents(fatal traffic accidents where theCompany is responsible)

Achieve zero serious traffic accidents(fatal traffic accidents where theCompany is responsible)

Achieved zero serious traffic accidents(fatal traffic accidents where theCompany is responsible)

Reduce number of traffic accidents(where bodily injury occurs) by 50%
compared with FY 2019

Reduce number of traffic accidents(where bodily injury occurs) by 30%
compared with FY 2019

Reduced number of traffic accidents(involving physical injury) by 27.1%
compared with FY 2019

Achieve zero serious occupational
diseases (work-related deaths)

Achieve zero serious occupational
diseases (work-related deaths)

Achieved zero serious occupational
diseases (work-related deaths)

Reduce frequency of lost workday
injuries by 20% compared with FY 2019

Reduce frequency of lost workday
injuries by 10% compared with FY 2019

Frequency of lost workday injuries
increased 9.5% compared with FY 2019

Carry out annual Groupwide management
review (traffic safety*18 and occupationalsafety and health*19)

Carry out annual Groupwide management
review (traffic safety and occupationalsafety and health)An annual Groupwide management review
was carried out.
(traffic safety and occupational safety andhealth)Attain 100% attendance rate in traffic
safety training for drivers and managers*18• Escort guidance 50%• Drive recorders education 100%• Escort guidance implemented 45%• Guidance using drive recorder video was
93%

Nurture mentors and implement in-housetraining based on mentors*18

Provide safety training to mentors andconduct specialist personnel safety
guidance manager tests

Provide safety training to mentors andconduct specialist personnel safety
guidance manager tests

Implement safety measures utilizing
technology-based hardware*18

Examine and introduce equipment for
supporting safe driving

Equipped relevant automobiles with backsonarsAttain 100% attendance rate inoccupational health and safety training by
all employees (full-time and parttime
workers)*19

Attain 100% attendance rate inoccupational health and safety training by
all employees (full-time and parttime
workers)

Attained a 100% attendance rate inoccupational health and safety training by
all employees (full-time and parttime
workers)

Decide on occupational health and safety
policies*19

Establish Yamato Transport Occupational
Health and Safety Policies

Formulated a plan to ensure safety intransportation and formulated basic
policies, targets, and concrete initiatives
related to occupational health and safety

Create a management system (create
system, develop procedure manual, gather
information on figures, create framework
for monitoring, conduct thorough audits,etc.)*19

Establish an implementation structure
according to occupational health andsafety management system• Established an implementation structure
according to occupational health andsafety management system• Provided training for safe operatingprocedures

Perfect the definition of reliable service
and create implementation policies/
evaluation standards to provide suchservice*20

Examine the definition of reliable service

Examined ways to define the reliable
service that customers want using data as
far as possible

Create a system/framework to assess thestatus of providing reliable service andcomplete demonstrations(internal assessment)*20

Create a system/framework to assess thestatus of providing reliable service on a
trial basis

Conducted trials for visualizing customers'
voices using BI tools and improving
classification accuracy using machinelearning capabilities

Begin to disclose information regarding thestatus of providing reliable service*20

Disclose initiatives on the sustainability
website• Disclosed internally the results of an NPS
survey using company newsletters, etc• Disclosed initiatives on a sustainability
website and Integrated Report 2021

*18 For consolidated companies in Japan. *19 For consolidated companies in Japan and Swan Co., Ltd. *20 For Yamato Transport Co., Ltd.

6

Targets and Results in Sustainable Medium-Term Plans 2023

Data Utilization & Security*21
Create an Information
Security Infrastructure

Develop an
infrastructure forcreating businesses thatutilize data to resolve
social issues

Create an information
security infrastructure to
support the shift todata-driven management

RelatedSDGs

FY2023 Targets

FY2021 Targets

FY2021 Results

Develop an infrastructure for creating
businesses that utilize data to resolve
social issues

Make preparations to develop an
infrastructure for creating businesses
that utilize data to resolve social issues

Completed the development of asystem / framework for organizational
data queries and data linkage

Achieve zero serious information
security incidents

Achieve zero serious information
security incidents

Achieved zero serious information
security incidents

Ensure 100% deployment of
information security managers at majororganizations and 100% implementationof training for information managers*22

Ensure 100% deployment of
information security managers at majororganizations and 100% implementationof training for information managers

Achieved 100% deployment of
information security managers at majororganizations and implementation oftraining for information managers was
100%

Improve data governanceImprove data governanceExamined initiatives to reduce risk in datautilization

Put data management into practiceExpand the concierge function and thedata catalog, which are handled by aninternal inquiry desk for data-related
matters

Completed expansion of the conciergefunction and the data catalog, which werehandled by an internal inquiry desk fordata-related matters

Identify issues through data analysis andvisualization and examine the social
outcomes of resolving these issues

Conduct a study for optimization of thedigital platform and its use

Completed a study for optimization of thedigital platform and its use

Attain 100% attendance rate in information
security training for all employees (full-timeand part-time workers)

Attain 100% attendance rate in information
security training for all employees (full-timeand part-time workers)

Attained 100% attendance rate in
information security training for all
employees (full-time and part-timeworkers)

Begin deployment of incident-sharing tools
for business partners (part-time work,
Kuroneko-Mate, pickup and delivery
consignment, temporary workers, andsubcontractors) at our offices

Provide education tools for business
partners (part-time workers,
Kuroneko-Mate, pickup and delivery
consignment, temporary workers, andsubcontractors)

Provided education video clips forbusiness partners (part-time workers,
Kuroneko-Mate, pickup and delivery
consignment, temporary workers, andsubcontractors)

Create a PDCA cycle for consistentpersonnel and technical measures (create
Groupwide rules/frameworks with the aimof preventing recurrence of information
security incidents)

Appoint an ISMS manager, establish adepartment dedicated to countermeasuresagainst cyberattacks, and provide training
in cooperation with the Audit Department
to create systems and rules to prevent a
recurrence of security incidents• Appointed an ISMS manager andprovided training• Established a department dedicated tocountermeasures against cyberattacks(YAMATO CSIRT)• Carried out audits

Expand training content and tools

Expand training content and tools

Updated and enhanced the Information
Security Checksheet

Improve data quality*21 For consolidated companies in Japan and Swan Co., Ltd. (except *22) *22 For Yamato Transport Co., Ltd.

7

Targets and Results in Sustainable Medium-Term Plans 2023

Supply Chain Management*23
Develop a Common
Understanding with
Stakeholders

Formulate a common
understanding withinternal and external
stakeholders

RelatedSDGs

FY2023 Targets

FY2021 Targets

FY2021 Results

Complete creation and demonstrationof monitoring framework

Establish a Yamato Group Responsible
Procurement Policy

Established a Yamato Group
Responsible Procurement Policy

Establish Yamato Group Business
Partner Guidelines

Established Yamato Group Business
Partner Guidelines

Select key suppliers for periodic monitoring
and communicate with suppliers at least
once every three years

Examine regular monitoring• Examined criteria to select major
suppliers to monitor regularly• Selected major suppers

Select key employees (departments)
responsible for in-house implementationand implement training at least once every
three years

Examine approaches

Select a department responsible for major
suppliers and hold study meetings

Create a system to monitor the status ofour business partners

Examine the existing internal systems

Examined the business flow of existing
internal systems

Share information with clients and holdperiodic explanations and reviews(reinforce communication)

Examine the way to make monitoring
known to business partners and questions
to ask in a survey• Selected suppliers that will respond to thesurvey• Examined the questions in the survey*23 All above figures are for Yamato Transport Co., Ltd.

Local Community*24
Create Corporate
Citizenship Activities
that are Rooted in Local
Communities andCreate a Framework for
Business Creation

RelatedSDGs

FY2023 Targets

FY2021 Targets

FY2021 Results

Complete creation of a framework tomeasure effectiveness of corporate
citizenship activities and business inresolving social issues

Establish policies on corporate
citizenship activities

Established policies on corporate
citizenship activities

Determine priority themes in resolvingsocial issues

Determined priority themes in resolvingsocial issues

Establish corporate
citizenship activities thatare rooted in local
communities and are
unique to the
Yamato Group

Undertake corporate citizenship activities
that enrich local communities (equivalent
to 1% of annual revenues)

Establish policies on corporate citizenshipactivities and examine priority themes

Determined policies on corporate
citizenship activities and priority themes(safety, environment, diversity andinclusion, and communities)

Establish in-house rules (evaluation
standards, reporting lines, etc.)

Examine approaches to promote corporate
citizenship activities

Studied examples at other companies,
sorted the existing activities systematically,and examined approaches to promote
corporate citizenship activities

Create an in-houseenvironment forbusiness creation

Complete creation of new businessdevelopment system aimed at resolvingsocial issues

Examine an internal system to resolve
social issues

Made preparations to build an internal
system to resolve social issues

Consider what kind of business we should
be as an integral member of an ideal
society

Examine priority themes in resolving social
issues

Decided on priority themes in business toresolve social issues

Manage internal data comprehensively(external information, internal know-how,etc.) and consider methods and projects

Examine the existing internal data

Examined how to extract and use internal
data

Hold training on social issues and social
trends (SDGs, etc.)

Commence training on social issues andsocial trends (SDGs, etc.)• Gathered information on social issues
and provided training to major
departments through the task force• Provided SDGs training to employees
responsible for corporate sales

Create environment for staff to volunteer(volunteer leave, information sharing
environment, rules for participation, etc.)*24 All above figures are for consolidated companies in Japan and Swan Co., Ltd.

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