Corporate Social
Responsibility
Report 2014

Company Overview (As of March 31, 2014)
Operating revenue by businessCompany name:Yamato Holdings Co., Ltd.
(YAMATO HOLDINGS CO., LTD.)

Headquarters:

16-10 Ginza 2-chome, Chuo-ku, Tokyo 104-8125

Established:

November 29, 1919

Registered:

April 9, 1929

Capital:127,234,791,077 yen

Corporate stock:Total number of authorized shares: 1,787,541,000
Total number of shares outstanding: 454,684,992
Number of shareholders: 35,310

Number of employees: 193,146
Nature of business:

Holds the shares of companies running various
businesses including the trucking business,governs the management of those companies,
and runs related service operations.

Regions of business activity

Other businesses
7.0 billion yen

Home Convenience
Business
48.7 billion yen

Fiscalyear ended
March 2014

BIZ-logistics
Business
90.2 billion yen

13,746(¥100 million)

Non-delivery
businesses
275.9 billion yen

Financial Business857 people

32 offices

6,247 people

6,840 offices
96 offices

e-Business41.5 billion yen

North America

Japan

Asia

Autoworks Business25.6 billion yen

Delivery Business

1,098.6 billion yen

Number of employees by business (consolidated)

Europe18 offices

Financial Business62.7 billion yen

Main office of overseas subsidiary
Major baseAutoworks Business
1,809 people
Other businesses
11,332 people

e-Business

Home Convenience
Business
5,138 people
BIZ-logistics
Business
5,380 people

Fiscalyear ended
March 2014

193,146

Delivery Business(people)162,383 people

Non-delivery businesses

Delivery Business

BIZ-logistics Business

Home Convenience Business

The source of the Yamato Group’s collective strength, the Delivery Business
offers small parcel delivery services centered on TA-Q-BIN and Kuroneko Mail,as well as domestic air cargo transportation services.

With a focus on logistics, the Biz-logistics
Business offers services related to efficientand constructive distribution and storageof goods in cooperation with overseas
subsidiaries.

The Home Convenience Business offers
moving services, delivers and installs
furniture and electrical appliances, andsells daily necessities, including food.

Delivery Business: Yamato Transport Co., Ltd. / Okinawa Yamato Transport Co., Ltd. / Yamato Global Express Co., Ltd. / Yamato Dialog & Media Co., Ltd. / Express Network Co., Ltd. /Yamato Contact Service Co., Ltd. / Yamato (China) Transport Co., Ltd. / Yamato Transport (HK) Ltd.
BIZ-logistics Business: Yamato Logistics Co., Ltd. / Yamato Global Logistics Japan Co., Ltd. / Yamato Multi-Maintenance Solutions Co., Ltd. / Yamato Packing Service Co., Ltd. / Yamato
Packing Technology Institute Co., Ltd. / Konan Industry Co., Ltd. / Yamato Transport U.S.A., Inc. / Yamato Transport Europe B.V. / Yamato International Logistics (Hong Kong) Ltd. / Taiwan
Yamato International Logistics Inc. / Yamato International Logistics Co., Ltd. / Yamato Transport (S) Pte. Ltd. / Yamato Transport (M) Sdn. Bhd. / Yamato Logistics India Pvt. Ltd. / Shanghai
Wai Gao Qiao Bonded Logistics Zone Yamato Warehouse Co., Ltd. / Yamato Unyu (Thailand) Co., Ltd. / Pt. Yamato Indonesia
Home Convenience Business: Yamato Home Convenience Co., Ltd.

Aiming to be Asia’s No. 1 solutions provider
in distribution and lifestyle support

1

YAMATO GROUP CSR REPORT 2014

Editorial policy

Table of Contents

This report is created to deepen our stakeholders’ understandingof the Yamato Group’s stance and initiatives regarding corporatesocial responsibility (CSR).
At present, the Yamato Group is working as one to advanceour long-term DAN-TOTSU Management Plan 2019. This reportshows how our employees aim for “DAN-TOTSU” as they work
to fulfill our social responsibilities as a company. In reporting on
initiatives concerning Safety, Environment, and Society in particular,
we worked to make the report easy to read and understand throughthe format of employees’ responses to stakeholders’ questions.
The contents of this report, as well as activities and detailed
data that are not contained in this report, are available on our
corporate website (a list of items available on the website is shownon Page 34). Please also refer to the website.

Company overview and editorial policy ············································ 1
Message from the President ·························································· 3

Our Major Initiatives in Safety, Environment, and Society ············ 7
EconomyFeature Creation of value througharticle the “value networking” design ·························· 9
SafetyEnvironment

G.R.I. (Global Reporting Initiative), “Sustainability Reporting Guidelines”(G3.1 and G4); Ministry of the Environment, “Environmental
Reporting Guidelines” (2012 version)

Scope of report
Safety, environmental, social, and economic aspects of the activitiesof the Yamato Group.

Publication
August 2014 (scheduled next publication: August 2015)

Under the key word “Necology,”
we are creating environmentally-friendly logistics. ··········· 19
Development and promotion of environmentally-considerate
packaging materials ···························································· 21
Environmental impact reduction through cooperative transport ············· 23

Society

Period covered in report
Fiscal 2013 (April 2013 - March 2014)
Performance data is as of the end of March 2014, unless noted
otherwise. (Some information from before the target fiscal year andafter April 2014 is included in reporting on activities.)

With respect for human life as our top priority,
we are always striving to achieve safety. ························ 13
Prevention of traffic accidents ················································· 15
Safety measures matched to local traffic conditions ························· 17

CSR in the Yamato Group: http://www.yamato-hd.co.jp/csr/
Guidelines, etc. referenced

Overview and major indicators of the medium-term
management plan DAN-TOTSU Three-Year Plan STEP ······· 7

We aim to earn the trust and respondto expectations of society. ············································ 25
Promotion of CSV in partnership with local communities ···················· 27
Creation of workplaces to motivate employees ······························· 29

GovernanceWe aim to continue as a corporate group in which
each individual holds a high sense of ethics. ··················· 31
Corporate Governance / Compliance /Business Continuity Plan (BCP) / Information Security

Third-party opinion ······································································ 33
Comments on the opinion /Yamato Group CSR, Web version List of content items (Japanese Only) ···· 34

e-Business

Financial Business

Autoworks Business

Other businesses

e-Business is engaged in the developmentof information systems and sales of system
packages. It also provides knowledge that
supports the Yamato Group, both insideand outside the group.

The Financial Business provides services
related to collection and settlement of billsat the time of delivery of goods in thelogistics system, and operates generalleasing business.

The Autoworks Business provides vehicle
maintenance services, vehicle management
systems, and insurance for truck and bus
operators.

Other businesses include
provision of medium- andlong-distance arterial transport
service, and shared services
that consolidate and integrate
services provided by groupcompanies.

Organizations
These organizations provide
welfare services and offer
benefit programs within thegroup.
e-Business: Yamato System Development Co., Ltd. / Yamato Web Solutions Co., Ltd.
Financial Business: Yamato Financial Co., Ltd. / Yamato Credit & Finance Co., Ltd. / Yamato Lease Co., Ltd. / Yamato Payment Service (HK) Ltd.
Autoworks Business: Yamato Autoworks Co., Ltd. / Yamato Autoworks Hokushinetsu Co., Ltd. / Yamato Autoworks Okinawa Co., Ltd. / Yamato Autoworks Iwate Co., Ltd. / Yamato
Autoworks Shikoku Co., Ltd.
Other businesses: Box Charter Co., Ltd. / Yamato Box Charter Co., Ltd. / Yamato Staff Supply Co., Ltd. / Yamato Management Service Co., Ltd. / Yamato Multi Charter Co., Ltd. / Kobe
Yamato Transport Co., Ltd. / Swan Co., Ltd. / Yamato Asia (S) Pte Ltd. / Yamato Tidiki Express Pte. Ltd.
Organizations: Pension Fund of Yamato Group / Yamato Group Health Insurance Societies / Yamato Welfare Foundation / Yamato Self-support Center

YAMATO GROUP CSR REPORT 20142

Message from the President

Contributing to Japan’s Growth Strategy
by Evolving Logistics into a Mode ofValue Creation
Creation of Value through“Value Networking” Design
In September 2013, we completed work on Haneda
Chronogate, one of Japan’s largest integrated logistics
terminals.
The Yamato Group has established the “value
networking” design. This design calls for evolving logistics
services from cost center to mode of value creation throughthe restructuring of its domestic and international networks,
while establishing new infrastructure to support Japan’s
economic growth strategy through helping its customers
carry out logistics reform, regardless of their sector or sizeof operations. Haneda Chronogate is a critical facility forachieving this “value networking” design. Together with the
Okinawa International Logistics Hub, which enables
next-day TA-Q-BIN parcel deliveries to Asia, and Atsugi
Gateway, the first major logistics terminal for realizing
same-day delivery within the Tokyo, Nagoya and Osaka
regions, Haneda Chronogate will help speed up logistics,
enhance quality and lower costs (see pages 9 to 12).
While opening up new avenues for corporate logistics
and international shipping, we are also working closely withlocal governments to offer a service platform for regional
revitalization and local residents, given changes taking place

Origin of the Corporate Logo

We will transport parcels as carefully as mother cat
carries her kitten
The origin of the black cats can be traced back to
1957. Our founding President Yasuomi Ogura took
a liking to the cat logo used by Allied Van Lines of
the United States, with which Yamato Transport
had a business partnership, and after gaining thecompany’s permission, a person in charge of public
relations designed the first corporate logo. The
design the person chose was actually inspired bya drawing of a cat made by their child.

Makoto Kigawa
Representative Director, President and Executive Officer
Yamato Holdings Co., Ltd.

3

YAMATO GROUP CSR REPORT 2014

in social structure, such as Japan’s aging society andregional depopulation. We refer to this initiative as Project G(Government). As part of this broad project, we are providing
shopping assistance services and watch-over services for theelderly, and are currently reviewing the roll-out of some 630
other related services. As of March 2014, around 150 of these
services have already been launched (see pages 27 and 28).

CSR Activities in tune with the YamatoGroup Corporate Philosophy
This year marks the 39th anniversary of the Yamato Group’s
TA-Q-BIN business. In 2019 we will celebrate our 100th
anniversary since our founding. During this time, we havecreated shared value together with local communities
through our TA-Q-BIN delivery service and have continuallyachieved innovations that have fostered a new culture.
These efforts have been underpinned by the backbone of
our corporate philosophy, “for the benefit of the world andof society,” which has been passed down as the founding
spirit of our company. This is manifested in the approachand actions of each and every employee. We will continue
to provide new value through this type of innovation.
The Yamato Group’s CSR activities closely follow the
10 aspects of our corporate stance, including “respect forhuman life,” “promoting environmental protection,” and “acorporation trusted by the local community,” which form
the heart of the Yamato Group Corporate Philosophy.
Among these activities, we place particular emphasison safety and all employees of the Yamato Group havededicated themselves with a strong conviction to achieving
zero traffic accidents and zero occupational accidents. Thisis because, as a corporate group of companies engaged in
the transport business that owns more than 50,000 vehicles
and uses public roads, we prioritize the safety and peace ofmind of those in the local community above all else (seepages 13 to 18).
We refer to environmental conservation activities carryout by the entire Yamato Group as “Necology” and ourenvironmental efforts are focused here. Our goal is toestablish an environmentally-friendly logistics system inwhich logistics operations, such as packaging, transportationand delivery, as well as various other kinds of business
operation are continually improved from an ecologicalperspective. In April 2014 we revised the Yamato Group’s
Environmental Conservation Declaration. In accordance withthe philosophy of “Necology,” the revised declaration
expands the scope of our environmental conservation efforts
in all of our business activities and clarifies important areas inwhich employees will assist our efforts (see pages 19 to 24).
It is often said that Japan lags behind others when it
comes to the promotion of diversity, but the Yamato Groupalready employs a large number of women, people withdisabilities, and foreign nationals. Effective August 1, 2014 wewill establish the Diversity Promotion Office to foster a culturethat capitalizes on its diversity and develop the necessary
systems to accomplish this (see pages 29 and 30).
* Necology: “Neco” comes from the Japanese word for “cat,” found in theemblematic logo of the Yamato Group. We have given the name “Necology”
to the movement by which this “Neco” (i.e., Yamato) engages in “ecology,”
and are communicating that name to society.

Yamato Group Corporate Philosophy
Company Precepts
1. We ‘all’ represent the company
2. We deliver with a personal touch
3. We work with gratitude and politeness

Structural Diagram of the Yamato Group
Corporate Philosophy
Customers
Local
peopleShareholders

Management Philosophy
The Yamato Group helps enrich our society by enhancing the social
infrastructure of TA-Q-BIN networks, creating more convenient services for
comfortable lifestyles, and developing an innovative logistics system.
Employees

Partners

Management Philosophy
Corporate Stance
Employee Code of Conduct

Yamato Group Corporate
Philosophy
Company Precepts
Founding spirit

Corporate Stance

Employee Code of Conduct

1. Pursuit of customer satisfaction
2. Respect for human life
3. The pleasure of work
4. Adherence to laws and fair practices
5. A corporation trusted by the local
community
6. Promoting environmental conservation
7. Protection of personal information
8. Communication and mutual benefits
9. Disclosure of corporate data andaccountability practices
10. Response to allegations of corporate
misconduct

1. Our role as a member of society
2. Action based on laws and ethics
3. Strict observation of workplace rules
4. Creation of a work environment that
respects human character
5. Maintaining favorable relations withbusiness partners
6. Providing the best possible service tocustomers

YAMATO GROUP CSR REPORT 20144

Message from the President

Commitment Embodied in Long-Term Management Plan DAN-TOTSU Management Plan 2019

Become Asia’s top provider of logistics and lifestyle support solutions provider
Carry out the third innovation of using the “value networking” design
Growth through the “value networking” design
DAN-TOTSU 3-Year Plan Step
Target

Speed

Quality

Aim to achieve an averageannual growth rateof more than 10%
for the non-delivery andinternational businesses

Cost

Real annual average GDP
growth rate of 1%
Currently

DAN-TOTSU 3-Year Plan

DAN-TOTSU 3-Year Plan

DAN-TOTSU 3-Year Plan

(April 2011 to March 2014)(April 2014 to March 2017)(April 2017 to March 2020)

HOP

STEP

JUMP

Foster a sound corporate culture

Enhance employee satisfaction

Build systems to
improve reliability and trust

Strengthen governanceand promote CSR* DAN-TOTSU: Derived from “danzen toppu” (meaning “the top by far”), this expresses our aim to achieve an overwhelming Number One position.

Progress under the Medium-Term
Management Plan and Our Expanding
Social Responsibilities
The Yamato Group is aiming to become Asia’s top logistics
and lifestyle support solutions provider by FY 2019, our100th anniversary. In order to achieve this goal, weestablished the long-term management plan called
DAN-TOTSU Management Plan 2019 in November 2011.
Then, in FY 2014 we launched the medium-term
management called DAN-TOTSU 3-Year Plan STEP asphase two.
Under this medium-term management plan, the entire
Yamato Group will promote the “value networking” design,
which will create multiple high value-added business models
through a group-wide restructuring effort. At the same time,
we will foster a sound corporate culture that builds a stable

5

YAMATO GROUP CSR REPORT 2014

foundation for creating and growing businesses bystrengthening governance and CSR activities. The goal will
be to achieve a balance between both in our corporate
management.
During the fiscal year ended March 31, 2014, we
enjoyed an increase in earnings from every businesssegment. Overall the Yamato Group recorded a ¥92.2
billion yen increase sales from its TA-Q-BIN service in thedelivery business, marking a record high, driven mainly byan increase in the number of mail-order related parcels
handled. Meanwhile, the number of TA-Q-BIN parcels
handled internationally increased 40.6% year on year.
In this manner, our TA-Q-BIN centered businesses
have become a social infrastructure indispensible tosociety. We are also fully aware that the Yamato Group’ssocial responsibilities will continue to grow in lockstep with
the implementation of our management plans.

Strengthening Governance andPromoting CSR
In 2013, we found that company rules on temperature
management used in the Cool TA-Q-BIN service were notfollowed properly. I would like to take this time to apologize toour customers for betraying their trust as well as for causing
any trouble and worry. The main causes of this incident were
inadequate management to encourage correct operations
and an insufficient system to identify feedback from thefrontlines that we lacked necessary equipment while incurring
an increase in workload. As a solution, we will allocate Quality
Training Directors across Japan who will be charged with
providing feedback front the frontlines to senior management.
We will also introduce a total value management system for
TA-Q-BIN and increase the number of cooling units to ensure
such an incident never occurs again.
In conjunction with the growth of our international
business, in January 2014 we established Yamato Asia Pte.
Ltd. in Singapore to serve as our regional headquarters forSoutheast Asia. This company will be charged with local
market research, business development and network

The Yamato Group’s CSR
The Yamato Group’s CSR activities are deployed with a focus onsafety, environment, society and economy, in accordance with the
Yamato Group Corporate Philosophy.
We have established the strengthening of governance andpromotion of CSR as one of the three pillars for our basic strategy inthe long-term management plan DAN-TOTSU Management Plan
2019 launched in April 2011.
Efforts to continually build a sound corporate culture will contributeto business activities that comply with laws and align with social
norms. In turn this will make it possible for the entire Yamato Groupto continue operations indefinitely into the future. For this reason, weare committed to leveraging our collective strengths to promote CSR.

Environment

Safetydevelopment. It will also be responsible for strengthening
governance at our other operating companies acrossSoutheast Asia. As part of our globalization, in April 2014
we became a signatory to the UN Global Compact, aunique strategic platform for companies to advance theircommitments to sustainability and corporate citizenship. We
also announced our support for the UN Global Compact’s
four focus areas of human rights, labor, the environment
and anti-corruption, and the 10 principles.
The Yamato Group is continually enhancing its
corporate value through its activities closely rooted in local
communities. However, corporate value is more than justfinancial value. Collectively enhancing corporate value by
improving customer satisfaction, shareholder satisfaction,society’s satisfaction and employee satisfaction is aprecondition for the growth and sustainability of any
company. Within these efforts, CSR activities play a very
important role.
The Yamato Group will make further efforts to become“a company most loved and trusted by society” towards
the year 2019 when the group will celebrate its 100th
anniversary. Your continued support is greatly appreciated.

EconomySocietyLong-Term
Management
Plan

Representative Director, President
and Executive Officer
Yamato Holdings Co., Ltd.

Yamato Group Corporate
Philosophy

YAMATO GROUP CSR REPORT 2014

6

Our Major Initiatives in Safety,
Environment, and Society
As we advance our long-term management plan,,our social responsibilities are growing as well.
The Yamato Group is advancing to achieve the
DAN-TOTSU Management Plan 2019, a long-term
management plan that aims to expand our delivery
businesses, accelerate the growth of our non-delivery
businesses, and strengthen our overseas expansion.
As we advance this long-term management plan,
the responsibilities that we must fulfill, the expectations of
our stakeholders, and our impact on society will all growlarger. As we advance our CSR of safety, environment,
society, and economy, we have decided the details of ourinitiatives based on their importance to the Yamato Groupand to our stakeholders, their impact on society, andother factors.
From here on out, we will make even greater efforts
to create mechanisms for managing and advancing thesemajor CSR initiatives.
Environment

SafetySociety

EconomyLong-termManagement
Plan

The Yamato Group’s major CSR initiatives

Deliverybusinesses

Small parcel delivery businesscentered on TA-Q-BIN and
Kuroneko Mail-BIN, and domestic
air cargo transportation business

Non-delivery
businesses

Logistics services between
companies, moving business, billsettlement business, information
system development business,
vehicle maintenance business, etc.

Overseasbusinesses

TA-Q-BIN business, overseas
moving business, logistics
business, forwarding business,and other businesses, in 23
countries in Asia and elsewhere

Group Corporate Philosophy

EconomyO
Overview
and major indicators of the medium-term management plan
D
DAN-TOTSU Three-Year Plan STEP

Through the long-term DAN-TOTSU Management Plan 2019
formulated in January 2011, the Yamato Group aims to become
Asia’s No. 1 solution provider in distribution and lifestyle support
by 2019, the year of the Group’s 100th anniversary. In order tomake our stakeholders’ satisfaction “DAN-TOTSU”, we areadvancing our business along the themes of “More globally” and“Closer to local regions and people’s lives.”
We divided the 9 years from 2011 to 2019 into threephases: HOP, STEP, and JUMP. Under the first phase, the
DAN-TOTSU Three-Year Plan HOP, we worked to complete
construction of the Atsugi Gateway and Haneda Chronogate,
which boast unprecedented added-value functions. We also
worked to expand our international small parcel delivery network
using the Okinawa International Logistics Hub, and to otherwise

7

YAMATO GROUP CSR REPORT 2014

strengthen our business platform and networks.
Under the DAN-TOTSU Three-Year Plan STEP that beganin fiscal 2014, we are leveraging the platform we have built during
HOP and continue to strengthen our business platform andnetworks to enable a major leap forward in the final Three-Year
Plan (JUMP).
As we actively advance “value networking” design, we canfirm up our cost restructuring through high value-added businessmodel creation and network innovation. At the same time, by
establishing governance aimed at fostering a sound corporate
culture, we will execute balanced management that enhances
the satisfaction of local communities, society, customers,
shareholders, and employees with respect to our business,quality, and cost structure.

With respect for human life as
our top priority, we are always
striving to achieve safety.

SafetyEnvironment

Accident prevention

Under the key word “Necology,”
we are creating environmentallyfriendly logistics.

CO2 emission
reductions

Prevention of traffic accidents

Society

Reduction ofwastes

Initiatives to fulfill our
responsibilities

Eco-driving

P.15

Adoption of lowemission vehicles
Prevention of occupational accidents

Promotion of CSV in partnership withlocal communities

Promotion ofrecycling

P.27

Promotion ofmodal shift
Energy-saving
initiatives

Provision of services that support safeand relaxed living

Safety measures matched to local
traffic conditions

Creation of workplaces to motivate
employees

Environmental
impact reduction
throughcooperativetransport

Development
and promotionof environmentallyconsiderate
packagingmaterials

P.23

P.21

P.17

We aim to earn the trust andrespond to expectationsof society.

P.29

Support for social education(Children’s Traffic Safety Workshop,
the Music TA-Q-BIN, and otheractivities)
Support for economic independence
for people with disabilities

GovernanceCompliance / Business continuity planning (BCP) / Information security

Consolidated operating revenue /consolidated operating income

Operating margin

Consolidated operating revenue
Consolidated operating income(¥100 million)
20,00015,00012,60812,823

13,746

14,370

662

500

630

Fiscal year ending March 2017 (forecast)

ROE (return on equity)

900
666

5.8%

15,50010,000
1,000

4.6%
Fiscal year ended March 2014

6.4%

Over

Fiscal year ended March 2014

Fiscal year ending March 2017 (forecast)

9.0%

700

Volume of international TA-Q-BIN parcels handled

0
Fiscal year
ended MarchFiscal year
ended March

2012

2013

Fiscal year
Fiscal year
ended March ending March

2014

2015

(forecast)Fiscal year
ending March

2017

1,665 million

1,820 million

Fiscal year ended March 2014

Fiscal year ending March 2017 (forecast)(forecast)

YAMATO GROUP CSR REPORT 20148

Feature
article Creation of value through the “value networking” design

Converting logistics into a meansof generating value“Value networking” design
The Yamato Group offers a new infrastructure to support the economic growth strategies of Japan throughlogistics reform in any industry, at any scale of business, by transforming domestic and foreign networks to evolve
logistics from a cost center into a means of creating value.
We call this overall concept “value networking” design.

The five engines of “value networking” design
Quickly connecting
networks while adding
value

The world’s first
network for

Any location, form, orvolume of shipment

the integrated
delivery ofrefrigerated andinternational
packages

Cloud-type
networks

Non-stoplogistics

Logistics optimizationfrom both the recipients’and senders’perspectives

Shared by sender andrecipient

Visibility oflogistics

Demand chain
perspective

Value networking

Realization of greater speed, high quality, and lower costin logistics through network innovation
Overall concept of “value networking” design
Customer

Customer

Customer

SD

SD

Base

Base

Customer

SD
SD

SD
SD

HanedaChronogate

Atsugi
Gateway

Okinawa

9

SD

Base

Base

SD: Sales Drivers

Base

Base

IT: Information Technology

East Asia

LT: Logistics Technology

YAMATO GROUP CSR REPORT 2014

Southeast Asia

EuropeFT: Financial Technology

Other
Gateways

Americas

Base

NaritaIT

LT

FT

The added-value functions provided by Haneda Chronogate, one ofJapan’s largest logistics terminals
Haneda Chronogate (Haneda CG), which lies at the core of “value networking” design, will transform customers’
logistics by providing value-added functions such as in-house repairs, assembly, processing, and cleaning, inaddition to speedy transport taking advantage of its favorable location for linking regions around the country.

When products arrive from overseas at
Haneda Airport or Narita Airport, Haneda CG
carries them in as foreign cargo for smoothprocessing of import customs clearance.

Haneda CG can perform localization tasks(Japanese labeling, attachment of productmanuals, etc.) for imported products even whilethese retain foreign cargo status.

Speed customs
clearance

Bonding andlocalization
Cross-merging

On-demand printingngFollowing receipt of orders, on-demand printersallow the printing and shipping of only therequired number of infrequently-needed
pamphlets and DM pieces.

Haneda Chronogate

One-stop handling, from the shipping of products
received from customers together with printed
items, to order procedures, printing, and delivery,
will be possible.

Grouped arrival of shipments facilitates more
efficient delivery work at the destination.

Kitting, assembly,
maintenance, and repair
Night-time repair of items arriving by TA-Q-BIN allows return of theitems in as little as 24 hours.
Haneda CG can import products and components from overseas,
perform assembly and kitting, and smoothly deliver the items throughour domestic delivery network.

Haneda CG consolidates, packages together,and ships products, components, and othergoods manufactured domestically and overseas.
This eliminates the need for inventory transfer
between customer warehouses and YamatoGroup sites, enabling speed shipping.

Cleaning and maintenance of
medical devices
Through the installation of equipment for the cleaning andmaintenance of medical devices and medical machinery
used by hospitals, and the setup of locations for stocking
inventory, Haneda CG enables shortening of lead-time andreduction of logistics inventory.

Aiming for harmonious coexistence withlocal communities
At Haneda CG, we are adopting the latest equipment for using
natural power, including photovoltaic power generation andreuse of rainwater, to significantly lessen our burden on theenvironment. In addition to a daycare center and sports facilities
for community residents, the Haneda CG grounds encompass
the Wanosato Park patterned after the “satoyama” regions
bordering forests in Japan, along with a biotope that contributes
to biodiversity and Swan Bakery, which aims to support theemployment and independence of people with disabilities.

Photovoltaic power
generation panels

Poppins Nursery School
Haneda, authorized by
the Tokyo Metropolitan
Government

Yamato Forumsports facilities

YAMATO GROUP CSR REPORT 201410

Feature
article Creation of value through the “value networking” design

Value-added services provided at Haneda CG

For one thing, halving the days required to
repair home appliances
BeforeAfter

End userEnd user
Request for
product repair

Request for
product repair

Yamato Multi-Maintenance Solutions

Customer

Repair center
Customer
Repair request
acceptanceRepair request
acceptance

Main office
Product
warehouse

Parts ordering

Diagnosis

Diagnosis

RepairCustomerParts
shipment Main office

Product
warehouse
Failure trend
analysis report

RepairInspection

5.3 days

Parts
shipment

2.6 days

Parts
shipment

Other company

Other company

Repair center

Parts
warehouse

Inspection

Inventory
control

Shipment of
repaired item

End user

Lead time
From acceptance at center to shipment from warehouse:

Shortened to half
Possible through digitalization:
Understanding of repair status in real time
Failure analysis
Optimal management of inventory
End user

Inventory control of parts
Call Center

11

YAMATO GROUP CSR REPORT 2014

Digital mmanagement of repair status

Consolidating all repair-related work at Haneda
Chronogate and digitizing information improves
work efficiency.
Yamato Multi-Maintenance Solutions has launched after-sales
service for French-made cooking equipment and small home
appliances at Haneda CG.
The customer is the Japanese subsidiary of a French
manufacturer. In the past, call center work (acceptance of parts
orders for appliances or repair, etc.), repair work (diagnoses,
repair, inspection, etc. of faulty products), and logistics work
(warehouse stocking, shipment, transport, and inventory
management of parts needed for repair) had been divided among
multiple sites by the company. At Haneda CG, the company isable to consolidate these operations at one location, and is alsoable to manage data on information spanning acceptance offaulty products to their return after repair. This has greatly
shortened the number of days required for a series of tasks.
By digitizing information, the company was also able tooptimize inventory volume for parts needed for repairs, and to
reduce costs. It can also analyze causes of failure and informthe manufacturer of trends, which is helpful in improving
quality and developing new products. Furthermore, by using
TA-Q-BIN to gather and ship products, the company makes
maximum use of the Yamato Group’s network to ensuresufficient time for repairs.
In this way, the company is responding promptly and surely
to customers’ repair needs, while also contributing to end-user
satisfaction and improvement of the manufacturer’s brand.

From a customer

In cooperation with the Yamato Group, we hope toprovide even greater satisfaction to our customers.

Takashi Ozawa
General Manager, Consumer Service Division Groupe SEB Japan Co., Ltd.
Japanese subsidiary of France-based Groupe SEB, a leading global manufacturerof cooking equipment and home appliances.

Our objective in the recent initiative
was to consolidate all functions ofafter-sales service into one location,achieve an efficient service quality
level, secure flexibility toward
seasonal changes, and provide
uniform service throughout the year
while controlling costs.
The response from customers has been positive since welaunched the initiative, and we are grateful to the efforts of the
Yamato Group in making this achievement possible. At present,
we are considering web-based acceptance of repair requests aswell as product sales, and expect to achieve even greater
customer satisfaction by making use of the Yamato Group’sbusiness infrastructure.

Yamato Multi-Maintenance Solutions Manager

We will make the work of customers in Japan andoverseas more efficient by further improving ourstaff’s knowledge and technical capabilities.

From here on out, we will provide services that
include proxy importing of parts.

Kazuyuki Sugiura

Our objective is to use the above success story as a model tomake use of Haneda CG in providing after-sales service
solutions to other customers as well. Our target is small andmedium-sized foreign manufacturers without sufficient
after-sales service networks in Japan. In May 2014, we
contracted to provide after-sales service work for a second
company at Haneda CG.
Naturally, we will also propose solutions to further
enhance added value for existing customers at Haneda CG.
As an example, we envision not only logistics work andafter-sales service in Japan, but also proxy importing ofcomponents and parts from overseas, and customs clearance
and storage making use of the bonded warehouses of Yamato
Global Logistics Japan.
Yamato Multi-Maintenance Solutions will offer highvalue-added services for customers’ products to thecompany’s many customers within and outside of Japan,
making full use of the functions of Haneda CG and thecapabilities of knowledgeable staff.

Yamato Multi-Maintenance Solutions Co., Ltd. performs planning, development,
proposal, and operational management related to services including appliance repair,maintenance parts delivery, and collection of products in cases such as recalls.

Center Director, Haneda Maintenance Center, Maintenance Solutions
Department, Yamato Multi-Maintenance Solutions Co., Ltd.

Our customers’ products cover about
300 items in 47 categories, including
electric kettles, pressure cookers, andvacuum cleaners. In repairing these
items and delivering them to end users,
the knowledge and technical capabilities
of concerned staff is vital. We create
repair manuals for each item and strive
to perform precise work.
Using Haneda CG, which consolidates the functions of the
Yamato Group, we are able to reduce time and costs, and makethe work of customers in Japan and overseas more efficient. Our
objective is to further improve our service mechanisms andprovide service to even more customers.
The electric kettle that is a
key product of the customer
has won over end users for
its fast-boiling action, andhas become a big hit. With
cumulative sales in Japanexceeding 10 million units in
2012, repair needs are high,particularly in winter, requiring
Yamato Multi-Maintenance
Solutions to rationalize its
handling of the product.

YAMATO GROUP CSR REPORT 201412

Safety

With respect for human life as
our top priority, we are always
striving to achieve safety.
The Yamato Group’s business depends on community streets and roads. For us, the safety and security of
everyone in the community is of highest importance.
Under the motto “Safety First, Business Second,” we strive for safe driving, work at measures aimed at safe
transport, and make respect for human life the top priority at all times in our business.

Formulationof safety
plans
Overseasrollout of
measuresto assuresafetyPreventionof traffic
accidents

Maintenanceof equipment
and safetysystems

13

YAMATO GROUP CSR REPORT 2014

Trainingof SalesDrivers

Promotionof safety
awarenessamong
employees

Major achievements and results in fiscal 2013
Initiatives

Achievements and results

Three major accidents (1 major traffic accident, 2 major occupational accidents)
Formulationof safety
plans

Plans to assure transport
safetyUnder our aim of achieving zero traffic accidents, every year the Yamato Group drafts a plan to assure transport safety, anddisplays posters with information such as safety goals and alerts at all workplaces.

Safety Experts stationed throughout Japan: 246
Yamato Transport in Japan (Yamato Transport (J)) has stationed Safety Experts at every District Branch. These experts insafety measures provide safety instruction to Sales Drivers.

Sales Drivers who have received ride-along instruction from Safety Experts: 29,430
Trainees who have taken classes from safety expert lecturers: 37,488
Trainingof SalesDrivers

Education to improve skills

At all 69 District Branches in Japan, Yamato Transport appoints one instructor with expert knowledge, in each of threeareas: laws and regulations, practical traffic safety, and health and safety.

Safety information magazine and safety calendar
Yamato Transport (J) publishes the “Safety First” safety information magazine, the “Driver’s Safety Handbook” carried by all
Sales Drivers, and the “Safety Calendar,” which aids in preventing recurrence of traffic and occupational accidents throughanalysis of past incidents.

Zero Traffic Accidents
Campaign

Promotionof safety
awarenessamong
employees

Implementation of the Zero Traffic Accidents Campaign

P.15

The Yamato Group implements the Zero Traffic Accidents Campaign every spring and autumn. Yamato Transport (J) has
conducted the campaign continually since 1970. In the spring of fiscal 2014, the company commended 15 District Branches
that achieved zero at-fault accidents involving persons or property during the Zero Traffic Accidents Campaign period.

Long-Running No-Accident Commendation awardees: 10,399
Commendations and contests

Every year, Yamato Transport (J), Yamato Home Convenience, Yamato Global Express, and Yamato Multi Charter commend
Sales Drivers who excel in safe driving and who remain accident-free.

Yamato Transport Nationwide Safety MeetAt the third in-house safety meet held by Yamato Transport (J), 32 winners of meets at 10 branches nationwide and at
Okinawa Yamato Transport competed on safety consciousness and driving technique.

Toward the achievement ofsafe work environments

Occupational accident prevention initiatives
The Compliance and Risk Committee, in which all Yamato Group companies participate, drafts and promotes safetymeasures aimed at achieving safe workplace environments. In addition, all Group companies implement measures suchforklift safety seminars and the Safety Week event, which aims to improve safety consciousness.

Completion of construction of the Superworks Nagoya Plant vehicle maintenance plant“Superworks” refers to Yamato Autoworks’ 24-hour, 365-day maintenance plants that feature greatly enhanced work
efficiency. Of the company’s 71 plants nationwide, 22 have been designates Superworks.

Vehicle maintenance

Mechanics: About 840, including 530 with vehicle inspector qualifications
Yamato Autoworks actively supports its mechanics’ acquisition of vehicle inspector qualifications in addition to normal
mechanic qualifications. This enables the mechanics to perform completion inspections and confirm that vehicles conform tosafety standards following maintenance.

Maintenanceof equipment
and safetysystems

Adopting See-T Navi in delivery vehicles to support safe and Earth-friendly driving
Adoption of equipment andtools

The See-T Navi vehicular system developed by Yamato Transport supports safe driving.

Enforcing driver’s license checks through the adoption of IT systems
In addition to visual confirmation of licenses, Yamato Transport (J) uses IC card licenses to provide support for operation
management work and to enforce compliance.

Overseasrollout of
measures toassuresafetySafety measures
matched to local traffic
conditions

Drivers’ Contest safety meet in Malaysia and Singapore

P.17

This contest was held at Yamato Transport (M) and Yamato Transport (S).

4
1

2
3
1 Nationwide training for Safety Experts 2 Safety Experts ride along to provide guidance
3 Safety Meet competition for driving, inspection, and maintenance skills 4 Superworks Nagoya Plant, completed in April 2013

YAMATO GROUP CSR REPORT 201414

Safety

Aiming for “DAN-TOTSU”—“DAN-TOTSU”
Prevention of traffic accidents

Safety First,
Business Second.
Community streets and roads are the places where ourcompany carries out its business activities. Embodying
our basic spirit of keeping respect for human life as our
top priority, we strive to place safety first and businesssecond.
As such, we are working on a variety of programs suchas improvement of driving skills in the Sales Drivers(SD) who shoulder our TA-Q-BIN business, adoption ofsafe driving support systems, and enactment of programs
to commend exceptional SDs to demonstrate theSafety First.

Interviewee

Rikuou Osaka
Manager, Social Contribution
Hakodate District Branch,
Yamato Transport Co., Ltd.
Mr. Osaka is engaged in proposing andpromoting measures as Manager, Social
Contribution, to achieve zero accidents
in the Hakodate District Branch

Are there mechanisms in place for

Q accurately assessing the skills of
individual Sales Drivers?

A

Using our safety and ecological navigation
system, we thoroughly assess driving skills
by visualizing them through data. (Osaka)

The delivery vehicles of Yamato Transport in Japan (Yamato
Transport (J)) are equipped with our unique See-T Navi safety andecological navigation system. This creates data from SDs’ driving
and makes issues visual, by acquiring and recording speed,
distance, and time information. We evaluate driving skills based onthese data and rank skills on a seven-step scale from A to G. For
example, driving habits that present low risk of accidents and low
environmental impact, such as low-gear starts and observanceof safe driving speeds, raise the ranking. See-T Navi accurately
diagnoses SDs’ driving skills to support safer driving.
However, See-T Navi isn’t able to do the actual driving.
The workplace has to devise ways of making use of the recorded
data and evaluations.
The largest issue that the
Hakodate District Branch, towhich I belong, faced in fiscal
2013 was the low skill rankingof part-time SDs. In response,
we analyzed data gained from
See-T Navi to create and enact
instruction plans for safe driving.

See-T Navi installed ina delivery vehicle.

15

YAMATO GROUP CSR REPORT 2014

Shouldn’t these exemplary safety

Q initiatives be extended throughout
the company?

A
In ride-along instruction by Safety Experts, we emphasize
communication with SDs. We check their attitude toward workand their driving manners, among other things.

do you do to improve the driving
Q Whatskills of Sales Drivers?

A

We are working on a variety of programs
such as including the company-wide Zero
Traffic Accidents Campaign and measuresdevised at each District Branch. (Osaka)

Every spring and autumn, the Yamato Group conducts the Zero
Traffic Accidents Campaign. At the Hakodate District Branch,
we have maintained a record of zero accidents during theCampaign period, doing so for 9 times straight through fiscal
2013. To extend this record, from the second half of fiscal 2013
we’ve focused on guidance for part-time SDs, an issue that welearned of through analysis of data obtained from See-T Navi.
Part-time SDs’ working hours are limited, and even when
we release information related to safe driving, the SDs do not havethe time to fully digest the information. In response, the District
Branch as a whole prepared a system for man-to-man guidance
aimed at part-time SDs.
We also strengthened our instruction method by which
Safety Experts ride along with all SDs, not only part-time SDs.
In addition, Guest Operators (GOP) performing acceptance andother work created posters to make safety cautions anddangerous areas of roads easily understood. Everyone at theDistrict Branch worked as one to achieve zero accidents.
Moreover, during the Campaign period, we cooperated
with the Hokkaido police, the Hakodate Metropolitan Traffic
Safety Guide Association, and other external organizations toaddress traffic safety in the region as a whole.
As a result of thediligent activity by everyone
at the Hakodate District
Branch, the driving skills andsafety awareness of SDs,
including part-time SDs,
increased greatly. On topof that, in fiscal 2014 theHakodate District Branchachieved zero accidents
during the Campaign period
for the 10th time straight.

We use opportunities like Zero Accident
Commendation to present initiatives and bestpractices, so as to spread these to District
Branches nationwide. (Osaka)

Yamato Transport (J) has a Zero Accident Commendation system
to recognize outstanding District Branches.
In fiscal 2014, our Hakodate District Branch achieved the
top Diamond Award in Zero Accident Commendation. While
we’re proud of our ongoing zero-accident record itself, thesecommendations encourage us further and heighten our motivationto achieve safety. What we appreciated even more than theaward, though, was the presentation of our initiatives at thecommendation ceremony. The Social Contribution Managers ofother District Branches who heard the presentation eagerly took
notes so as to make use of our activities.
Achieving zero accidents is the goal of every one of over
190,000 employees in the Yamato Group. To achieve this, we hopethat District Branches will learn from the exemplary initiatives of otherDistrict Branches, and that best practices will spread nationwide.

Commendations in the Zero Traffic Accidents Campaign,
Fiscal 2014 Spring
Commendation

Recipient (District Branch)

Diamond Award

Yamagata, Hakodate, Eastern Tokyo, Gunma, Kochi,
Eastern Hokkaido, Akita, Oita

Gold Award

NaganoBronze Award

Aomori, Tokyo, Saitama, Yamanashi, Nagoya, Wakayama,
Tsuyama

Di t i t Branches
DistrictB
h receive
i the
th Di
DiamonddAAwardd ffor six
i or more consecutive
ti records
dof zero accidents during the Zero Traffic Accidents Campaign period, the Gold
Award for five, the Silver Award for four, and the Bronze Award for three.

From the Hakodate Metropolitan Traffic Safety Guidance Committee

Please keep up your communityrooted safety awareness activities.
Yoetsu Arashida
Branch Director
Hakodate Metropolitan Traffic Safety
Guidance Committee, Minamikayabe Branch
Minamikayabe, in the Eastern part of Hakodate City, has a robust
kombu (seaweed) farming industry. Light trucks are vital forcollection and transport of kombu. During the National Traffic
Safety Campaign held every spring and autumn, persons engaged
in kombu farming decorate their light truck beds with traffic safety
flags, and parade in a line through the streets. We call this theLight Truck Parade.
Every year, the Yamato Transport Hakodate District Branch’s
Minamikayabe Center participates in the parade with a two-ton
truck. We hope that the company will keep up its community-rooted
safety awareness activities.

Poster hand-made by GOP.

YAMATO GROUP CSR REPORT 201416

Safety

Aiming for “DAN-TOTSU”—“DAN-TOTSU”
Safety measures matched to local traffic conditions

Safety Firstin Malaysia
As the Yamato Group accelerates its
development overseas, it is growing
and expanding its TA-Q-BIN delivery
business in Shanghai, Singapore,
Malaysia, Hong Kong, and other partsof Asia. Across the ocean, too, we takeour principle of “Safety First, Business
Second” seriously.
SDs compete with each otheron their driving skills.

Do methods of delivery and skills

Q for safe driving differ according tothere opportunities to evaluate
Q Are
the skills of SDs?

Since traffic jams frequently occur in
Malaysia, motorbikes play an activerole here. (Fazroll)

Drivers competed on driving skills at
the “Drivers’ Contest” safety contest
held in 2013. (Fazroll)traffic conditions?

A

Traffic conditions and road conditions differ by country. But
regardless of the country, the Yamato Group’s principle of“Safety First, Business Second” remains unchanged.
In Malaysia, roads are under construction everywhere,
whether city or countryside. Maintenance of public transportationis also insufficient, and traffic jams occur frequently. Therefore,
40% of all delivery vehicles used by Yamato Transport (M) are
motorbikes, which are handy in traffic jams. This is a big
difference between Malaysia and Japan.
At Yamato Transport (M), Sales Driver Instructors (SDIs)
work to improve the driving skills of us Sales Drivers (SDs).
Managers in charge of safety also visit each branch to discusssafety with all SDs.

A

On November 18, 2013, the second safety-related Drivers’
Contest was held in Kuala Lumpur at Metro Driving Academy,
one of Malaysia’s largest driving schools. The Contest, which
has been held since 2012, represents one of the most advanced
initiatives within the Yamato Group overseas.
Gathering 20 SD representatives from all 7 branches in
Malaysia (10 branches as of August 2014), examinations were
held to test driving technique and knowledge in the divisions of
Trucks and Motorbikes. I entered the Contest as the Ipoh
Service Center representative in the Truck Division. It was avery fruitful day, as I was able to assess my own level throughpractical and paper tests, as well as exchange informationand ideas about safety with other participating SDs.
I gained more confidence by taking the top prize, and at
the same time felt the importance of responsibility.

Evaluation items in the Malaysia Drivers’ Contest
1. Practical test: Automobile and motorbike vehicle inspection skills
2. Practical test: Automobile and motorbike safe driving skills
3. Paper test: Knowledge of the TA-Q-BIN service,safety regulations, and general knowledge.
4. Practical test: Customer service (response methods)
5. Practical test: Driving aptitude check-up

Safe driving skills test
for motorbikes.

17

YAMATO GROUP CSR REPORT 2014

are your goals for
Q Whatthe future?

A

I plan to establish the principle“Safety First, Business Second” evenmore deeply. (Jookaplee)

Actually, the Drivers’ Contest in Malaysia was first proposed by
an SD in Yamato Transport (M), who suggested holding thesame sort of Drivers Contest conducted in Japan to improvesafety skills. It has been almost 3 years since the TA-Q-BIN
service started in Malaysia. I feel that the employees’ awarenesstowards safety has risen, and that the “Safety First, Business
Second” principle has taken root.
I’ve heard that Yamato Transport (S) in Singapore, too,launched a Zero Accidents Campaign similar to that in Japan.
Also, they began creating route maps, started interviews
between SDs and a person in charge of safety and held Drivers’
Contest twice since 2013.
Even if the country differs, the desire to treat safety with
importance is the same. I believe that letting this principle takefirm root, while adjusting the systems to local conditions, willlead to traffic safety in each country in Asia.

Interviewee

The second Drivers’ Contest
in Singapore featured 18 participating SDs.

From a Sales Driver Instructor

We’ll create a Malaysian-style“safety first, business second.”
Katsuhiro Gokan
Sales Driver Instructor (SDI)
Yamato Transport (M) Sdn. Bhd.
After gaining experience with Safety Instructors while working as
an SD in Japan, I was transferred to Malaysia in December 2010,
where I work as an SDI instructing local SDs.
Currently, Japanese staffs perform the role of SDIs, but inthe future we would like the local staff the role take over. Our
goal is to create a system letting local staff promote safety
initiatives on their own. Toward that end, I’m working hard to
train SDI candidates, in cooperation with Jookaplee, the Manager
in Charge of Safety and CSR.
My job is to firmly hand over the safety baton to my colleagues
who shoulder the TA-Q-BIN service in this region. My colleagues
and I will continue to create a Malaysian-style “safety first,
business second.”

Interviewee

Jookaplee Shaaibon

Fazroll Nizam Bin Razali

Manager in Charge of Safety and CSR
Yamato Transport (M) Sdn. Bhd.

Ipoh Service Center
Yamato Transport (M) Sdn. Bhd.

Mr. Shaaibon is planning andimplementing Drivers’ Contests as the
manager responsible for safety in
Malaysia as a whole.

Mr. Razali is the winner of the Truck
Division in the Second Malaysia Safety
Contest. Has worked as an SD for two
and a half years.

YAMATO GROUP CSR REPORT 201418

Environment

Under the key word “Necology,”
we are creating environmentallyfriendly logistics.
Yamato Group refers to our environmental conservation initiatives as “Necology” Environmental conservation
is a part of a corporation’s responsibility to society and we encourage every individual employee to beconstantly aware of environmental conservation as they conduct their daily tasks in addition to ensuring that
our corporate activities remain environmentally-friendly.
We establish environmentally-friendly logistics by thoroughly ensuring the environmental friendliness of all
aspects, especially for “packaging”, “transportation” and “delivery”.
We are committed to becoming a company that works hand in hand with the community to build a better
society through the provision of these environmentally-friendly products and services.
* Necology: “Neco” comes from the Japanese word for “cat,” found in the emblematic logo of the Yamato Group. We have given the name
“Necology” to the movement by which this “Neco” (i.e., Yamato) engages in “ecology,” and are communicating that name to society.

Eco-driving
Promotion of modal shift
Adoption of low-pollution vehicles, etc.

Eco intransport

Eco infacilities

Energy-saving initiatives
Utilization of the nature power
Reduction of waste volume“Necology”
Returnable materials
Work efficiency

19

YAMATO GROUP CSR REPORT 2014

Eco inproducts

Eco with
local
communities

Local environmental protection activities
Hosting of environmental classes, etc.

Major achievements and results in fiscal 2013
Initiatives

Eco intransport

Achievements and results

Every individual employee wll drive in anenvironmentally-friendly manner each day.

Adopting our unique safety and ecological navigation in delivery trucks

We strive to reduce gas emissions,such as
C02, by introducing low-emission vehicles andconducting pickup and delivery using handpushed trolleys and New three-wheelers(electric bicycle with a trailer).

Adoption of about 4,000 new three-wheelers (electric bicycles with trailers)

We strive to maximize the efficiency oflogistics by promoting joint operations
with other logistics providers and modal
shift using trains and seafaring vessels.

Total railway and marine transportation: About 510,000 tons
Environmental impact reduction through cooperative transport

Every individual employee will endeavor
to minimize energy consumption andpractice energy saving activities.

Eco infacilities

We utilize renewable energy sources andpromote the minimization of energy
consumption at our facilities.
We strive to reduce waste by promoting
green purchasing, recycling and apaperless office.

Eco inproducts

Eco with
local
communities

We develop and promote environmentallyfriendly products such as returnable
packaging materials.
We contribute to our customer’s efforts tominimize energy consumption by offeringsolutions to streamline their operations.

The unique See-T Navi vehicular system of Yamato Transport in Japan (Yamato Transport (J)) supports eco-driving.
Yamato Transport (J) is undertaking expansion of deliveries that do not use motor vehicles.

Adoption of about 21,000 low-emission vehicles (41.5% of all Yamato Group vehicles)
While pursuing deliveries with as little use of motor vehicles as possible, the Yamato Group is promoting the shift tolow-emission vehicles for those motor vehicles that are necessary.

P.23

The mobile management operation of the Fit Guard, Fit Board, and Fit Rack returnable materials used in the JITBOX
Charter service, jointly developed by Box Charter and Yamato Packing Technology Institute, has been well-received
and has earned the Prize for Technology Developed to Reduce the Environmental Impact of Freight Transport.

Displaying energy conservation posters at all Yamato Group workplaces
We worked to conserve energy by enforcing light clothing in summer and by reducing unneeded lighting.

Completion of construction of Haneda Chronogate, one of Japan’s largest integrated
logistics terminals
Incorporating cutting-edge environmental technology using natural energy, Haneda Chronogate is expected toreduce CO2 emissions by 46% compared with past facilities. In 2014, we were awarded the top prize at the 15th
Freight Industry Environmental Awards.

Green procurement rate: 80% or higher (improved from fiscal 2012)
Where possible, we select and purchase items with the lowest impact on the environment.

Development and promotion of environmentally-considerate packaging materials

P.21

We have developed packaging material that does not require package cushioning, as well as packaging material
that can be easily separated from other waste.

Provision of services that leverage information communication technology (ICT)We supported customers’ work efficiency improvements in a variety of industries.

As a member of local communities, weparticipate in community environmental
conservation initiatives.

Active participation in local cleanup campaigns

We represent the importance of the environmentby hosting events such as “environment class”.

We hosted the Kuroneko Yamato Environmental Class 241 times during the year, with
20,700 children participating.

Companies in the Yamato Group participate in local cleanup activities. As an example, on August 3, 2013, Safety
Guides and other staff at the Yamato Global Express Co., Ltd. Kanto District Branch took part in the beach cleanup
sponsored by the Yokohama Sports Association.

About CO2 emissions In the Yamato Group overall, electrical power cost increases and the construction of new facilities accompanying business expansion
resulted in an increase in CO2 emissions from fiscal 2012.
However, Yamato Transport’s CO2 emissions per parcel are decreasing year by year as we implement high efficiency in deliveries.

CO2 emissions in the Yamato Groupper one hundred million yen operating revenue(including internal transaction), compared to FY 2009

CO2 emissions from
Yamato Transport (J) vehicles
CO2 emissions (thousand t-CO2) *1
CO2 emissions per basic unit (g-CO2) *2

(%)
100

100

97.7

95

95.7

94.9

90
0

2009

2010

2011

2012

2013

484

500
400
300
200
0

95.8

(FY)

*· Data cover 31 companies of the Yamato Group in Japan (as of March 2014).
· Figures include those calculated by converting from expenses, and estimating theannual amount based on the amount of a specific month.
· Figures are calculated in accordance with the Ministerial Ordinance on Calculationof Greenhouse Gas Emissions Arising from Business Activities of Specified Emitters(Ministry of Economy, Trade and Industry and Ministry of the Environment Ordinance
No. 3, 2006).

455

459

268

245

217
1990

2002 2004 2006 2008 2010 2012 2013

(FY)

*1 Figures are calculated in accordance with the Ministerial Ordinance on Calculationof Greenhouse Gas Emissions Arising from Business Activities of Specified Emitters(Ministry of Economy, Trade and Industry and Ministry of the Environment Ordinance
No. 3, 2006).
*2 Total CO2 emissions
Number of parcels delivered via TA-Q-BIN service
Number of Kuroneko Mail + packs (TA-Q-BIN equivalent) CO2 emissions per basic unit

4
1

2
3
1 Deliveries using new three-wheelers 2 Uniforms made from recycled PET bottles
3 Participation in local cleanup activities 4 Hosting the Kuroneko Yamato Environmental ClassYAMATO GROUP CSR REPORT 201420

Environment

Aiming for “DAN-TOTSU”—“DAN-TOTSU”
Development and promotion of environmentally-considerate
packaging materials

Achieving“Necology”
with packaging
Packaging is a must when sending parcels.
Yamato Packing Technology Institute is engaged indevelopment of packaging materials that, while protecting
customers’ important parcels, are easy to use, have highloading efficiency, and are easily recycled after use.
The aim is to achieve ecology for logistics, ourcustomers, and society overall.

material something
Q Isthatpackaging
can be reduced?

A

We need to balance two types of protection
through reduction of packaging and changeof materials: protection of parcels andprotection of the environment. (Minami)

As an example, when transporting precision machinery orcommunication equipment, cushioning material to soften shocks
is a necessity. This increases the size of parcel boxes andreduces loading efficiency in transport. However, taking that asa reason to reduce packaging more than necessary, or casuallyswitching to other materials, can prevent packaging from playing
its important role in the protection of parcels from shocks.
In response, we conduct order-made development of
optimal packaging materials, matched to customers’ parcels
and transport methods, which balance protection of parcels withprotection of the environment. In particular, there is a growing
need to eliminate the foam packing that has been used, and toconfer shock mitigation capability on packaging using corrugatedboard only. A major reason for this is that corrugated board ismade from a material with established collection and recycling
routes, and is easy to recycle.

What have you devised to balance

Q protection of parcels with protectionof the environment?

A

We’re working to unify materials,
reduce volume, and secure shock
mitigation properties. (Minami)

Yokogawa Rental & Lease Corporation, which provides PCs tocompanies through rental and other means, expressed a desire
to get rid of the foam cushioning material they had been usingas packaging material and to switch entirely to corrugatedboard, while making materials more compact at the same time.
The company hoped to unify on corrugated board as a single
material to facilitate recycling, and to increase the efficiency ofstorage and loading by conserving space, thereby reducing
logistics costs and logistics-related CO2 emissions.
What the company adopted to meet this need was our
proposal to thermally bond a special film to corrugated board,
with laptop computers secured between the film and board. In
this way, PCs that have differing forms by model can bepackaged using a single type of material. We further doubled
the corrugated board lid, reducing the height of the exterior
box by 3 cm while maintaining the same shock mitigation
properties as foam cushioning material, and succeeded in
reducing the volume of the parcels overall by about 23%. This
made the repeated packaging material design changes andthe 100-plus hours of drop testing worthwhile.

Changes made to packaging materials
Secure product by bending corrugatedboard until film is stretched tight

PC placed
between film andcorrugated board

Bend both ends upward

Hold both ends and place insideassembled exterior box

In drop testing, we drop packaging materials from a varietyoof angles to measure the degree of shock transfer.

21

YAMATO GROUP CSR REPORT 2014

Put cushioning lid in place

Interviewee

Interviewee

Kana Ishikawa

Yohei Minami

Senior Associate Packaging Engineer,
Research and Development Division
Yamato Packing Technology Institute Co., Ltd.

Senior Associate Packaging Engineer,
Research and Development Division
Yamato Packing Technology Institute Co., Ltd.

Ms. Ishikawa joined the company four years ago. She aims
to create packaging materials with value, leveraging the design
knowledge and technology that she has learned.

Under the motto “simple is best,” Mr. Minami is
engaged in design and development aimed atminimizing packaging materials.

Q

Do the changes make the packaging
material more complex and difficult
to use?

A

We print procedures on the surface so thatanyone can perform the task without
mistakes. (Ishikawa)

We devised the packaging material that we proposed to
Yokogawa Rental & Lease Corporation so that the task procedures
can be conveyed easily. No matter how well designed packaging
material is, it can’t fully exhibit its functions if it’s not used properly.
For that reason, we used illustrations on the corrugated board
surface to explain assembly and how to put in the PC, to prevent
mistakes regardless of who performs the task.
Naturally, before making explanations easy to understand,we first put full consideration into ease of packaging. We believethat reduction of worker labor and appropriate provision of
information to end users, along with protection of parcels andprotection of the environment, are added values of packaging
materials.

We always design with consideration of
ow to make the explanation easy for end users to understand.
how

Two years have already passed since use of this packaging
material began. We have received a new request from thecustomer, asking whether we can create materials for packaging
several units at once – that is, a request for further reduction of
packaging materials. Shipments to large companies often
exceed 100 units at once. Success in developing packaging
materials to meet this need will let us further reduce workload
and environmental impacts, making this a worthwhile challenge.
From here on out, we will continue to achieve “Necology”
through Packaging.

From a customer

We have expectations for the Yamato Group’s
expertise in packaging materials.
Kazuo Kuroda
Group Leader
Hashimoto Tech,
On-Premise Logistics GroupIT Business Unit,
Rental Business Headquarters
Yokogawa Rental & Lease Corporation
Our company has set energy conservation and separation ofwastes as themes for environmental preservation. Within this, wehave positioned improvement of the packaging material we use
in large volumes as a particularly important theme. The new
packaging material proposed by the Yamato Packing Technology
Institute not only reduces size from previous materials, but also
allows easy packaging and easy folding of boxes. It has been
well received by customers and is proving useful in creating
differentiation from our competitors. The further reduction in size
is effective in reducing transport costs for our major accounts.
Light weight, low cost, high strength, and environmental
friendliness are the requirements for packaging materials.
Reducing transport costs is also an ongoing issue. We willcontinue to hold expectations for novel solutions that crystallize
the Yamato Group’s expertise.

YAMATO GROUP CSR REPORT 201422

Environment

Aiming for “DAN-TOTSU”—“DAN-TOTSU”
Environmental impact reduction through cooperative transport

Reducing CO2
through box-unit
charter service
Previously, transporting copiers and other large
precision equipment had required chartering an entire
truck, meaning reduced loading efficiency and higher
transport costs when cargo volume is low.
To eliminate this wastefulness, Box Charter developed
the JITBOX Charter service (JIT stands for “Just In
Time”) that operates on units of roll box pallets, nottrucks. This provides a service that is able to reduce
both costs and environmental impacts throughcooperative transport in cooperation with multiple
transport companies.

How does cooperative

Q transport in units of boxes
reduce costs and CO2?

A

It raises loading efficiency, whichallows us to reduce the numberof trucks. (Nagai)

JITBOX Charter service is an answer to customers who use
single-truck charter transport but find the empty space wasteful.
By transporting customers’ parcels in units of single roll box
pallets, the service is able to provide quality on par with charter
services, at reasonable cost.
In 2006, Yamato Holdings established Box Charter Co.,
Ltd. as a joint venture with 13 companies including Seino
Holdings and Nippon Express, and launched the JITBOX
Charter service. The companies accept parcels from customers
in units of roll box pallets, aggregate the parcels at sites forarterial transport, and ship to destinations around the country.
This method eliminates empty space in truck beds andreduces the number of
104cm(Interiortrucks on the road, allowing dimensions)
104cm
us to reduce both transport
cost and CO2 emissions
during transport.
170cm

Interviewee

Keiji Makimura

Toshihiro Murakami

Assistant Manager,
Keihin Terminal Branch
Seino Transportation Co., Ltd.

Leader of Network Planning
Box Charter Co., Ltd.

Mr. Makimura was involved in the
JITBOX Charter service launch asa Seino Transportation manager.

Mr. Murakami is undertaking
improvement of the transportquality that is the essence of ourservice, as well as thedevelopment of new services.

Roll box pallet(When used for “Fit Guard”
and “Fit Board”)

Interviewee

Yasuhito Nagai
Director of Network
Planning
Box Charter Co., Ltd.
Mr. Nagai is engaged in
improvement of transport quality.
He also worked on developmentof the “Fit Guard,” “Fit Board,”
and “Fit Rack” returnables-only
packaging materials.

23

YAMATO GROUP CSR REPORT 2014

are the next goals for the
Q WhatJITBOX Charter service?

A
The roll box pallets picked up by the companies aregathered at major sites of the transport companies
in charge of arterial transport.

Reasons for the high loading efficiency of
the JITBOX Charter service
Normal charter service

Charter companies’ trucksSpace
remains
open intruck bed

Company A picks up

Company B picks up

JITBOX Charter service

Transported by Company
Tr
A’s charter service
Transported
by Company
Tr
B’s charter service

Gathering the roll box pallets picked up
by sales companies

Company D

Company A
Arterial transportCompany B
Company C

Gather andCompany transport using
A siteCompanyy A truckk

Picked up by companies

Mixedcargo in one
company’s
trucksCompany
A siteCompany E

We want to incorporate the comments ofcustomers and employees, to make theservice more convenient and more usefulfor society. (Murakami)

The JITBOX Charter service has proven popular with customers.
Rather than be satisfied with this, though, we plan to incorporate
the opinions of customers and employees to enhance the qualityof the service.
For example, we’re considering making parcel location
information, which can now only be checked on PCs at offices,
also visible to drivers over a variety of devices. The ability ofdrivers to check the location of parcels in real time will lead to
improved service.
We don’t see JITBOX Charter service as having reached
its final form. We hope to develop it into a service that is moreconvenient and more useful for society.

Companies participating in JITBOX Charter service

Offices in charge ofeach area perform delivery

Loading efficiency is clearly

Q increased. But does this reducepackaging materials?

A

We’ve lined up a variety of specialty
materials that can be used repeatedly,
allowing us to reduce customers’
packaging materials. (Nagai)

In order to make JITBOX Charter service a more environmentallyfriendly service with higher transport quality, we’re developing avariety of optional services. An example is the “Fit Series” of
specialty materials that can be used repeatedly, which we jointly
developed with Yamato Packing Technology Institute.
These include “Fit Guard,” a reusable cushioning material
that makes use of the advanced form-fitting functions andshock-absorbing functions of the FLIX “magical wrapping cloth,”the “Fit Board” that uses belts to safely secure precision machinery
for transport in roll box pallets, and “Fit Rack,” which places
machinery components and other loads on shelves with stretch film,
without stacking the loads. The use of these removes the needfor strict packing of parcels by customers, and enables reductionof packaging materials. Our “Fit Guard,” “Fit Board,” “Fit Rack,” andreturnable mechanisms earned the Prize for Technology Developed
to Reduce the Environmental Impact of Freight Transport at the
14th Freight Industry Environmental Awards offered by the Japan
Federation of Freight Industries in 2013. We believe that “Necology”– that is, the ecology practiced by the Yamato Group – has been
well received for its packaging materials as well.

From a company participating in JITBOX Charter service

Developing business opportunities bycollaborating with transport companies.

Yasuo Sogo
Managing Director
and Deputy General Manager,
Sales Headquarters
Kurume Transportation Co., Ltd
As a transport company based in Kyushu, we operate our businessunder the motto “Transporting Sincerity.” Our business model ofoperating the JITBOX Charter Service together with major national
scale transport companies has turned out to be an innovative service.
On the whole, JITBOX Charter service has proven popularwith customers. To further boost customer satisfaction and service
volume, we plan to deepen our partnerships and informationexchange with other participating companies, and improvetransport service in line with the properties of individual parcels.
We hope that Box Charter will take the helm in making the
product even more compelling, so that we can operate theservice smoothly and can recommend and sell it to customers
with assurance.

YAMATO GROUP CSR REPORT 201424

Society

We aim to earn the trust and respondto expectations of society.
The Yamato Group seeks to be a company that develops in a sustainable manner together with in our society,by being aware of our social responsibility, while putting importance on dialogue with all of our stakeholders.
In addition, through our social contribution activities and businesses, we will continue to solve the problems
faced by local communities.

Customers

Local
peopleEmployees

Activities to fulfill
our responsibilities

Shareholders

25

YAMATO GROUP CSR REPORT 2014

Partners

Major Achievements and Results of FY2013
Efforts

Customers

Achievements and Results

Improvement of response
quality
Education / training andcareer development

Implementation of customer service response competition (for customer Service Center operators andGuest Operators)

We judge operators in contact with customers on a daily basis, screening their telephone / response skills (facial expressions,conduct, way of speaking, diction etc.), product knowledge, and communication skills, and award those with high marks.

Training that matches career plans
We conduct a variety of training including “Junior Leader School,” “Next Generation Leaders School,” and “Global Training”.

386 persons took childcare leave / 328 persons worked shorter hours for childcare
Work-Life Balance

At Yamato Transport in Japan (Yamato Transport (J)), employees can take childcare leave until the child become 14 months
old, if their spouses are on childcare leave and shorter working hours for childcare can be taken until the child finishes fourth
grade at elementary school.

Certified by Japan’s Ministry of Health, Labour and Welfare as a company that actively
supports the balance between work and family life.

Employees

Yamato System Development was certified in FY2011, followed by Yamato Logistics and Yamato Transport (J) in FY2013.

Promotion of programs for active engagement of female employees
Respect for diversity

P.29

We have taken initiatives including conducting career development programs, and the active appointment of female
employees in executive positions.

Employment of 1,999 persons with disabilities (Employment rate: 1.95%)
We will continue to create a workplace easier for people with disabilities to work in, such as a barrier-free work environment.

Partners

Fair and unbiased trading /Collaboration for safety andimproving service quality

Communication with about 240,000 TA-Q-BIN dealer stores

Shareholders

Appropriate and fair information
disclosure / Enhancement ofcommunication

Briefings for analysts held 4 times, and visiting institutional investors for briefing in North
America / Europe / Asia

Daily visits by Sales Drivers and issuing of information magazine “Kuroneko-Dayori”.

Music TA-Q-BIN “Kuroneko Family Concert” held total of 283 times, with a total attendanceof about 410,000 people.
Social education support“Children’s Traffic Safety Workshop”: held 2,013 times per year, with about 224,000 participants.
“Kuroneko Yamato Environmental Class”: held 241 times per year, 20,700 children participated.
“8th Yamato Transport Business Seminar for High School Students”: held at 15 schools
nationwide, with 74 participants (FY2013)

Local people

Promotion of CSV in
partnership with local
communities

Conducted “Shopping Assistance,” “Watch-Over Services for the Elderly” and “Crime andDisaster Prevention Support” all over Japan. Total number of cases: 630. Number ofagreements for cooperative work entered into with local governments: 138.
P.27
Through our main business, we made efforts for the creation of value that can be shared by enterprises and society (as ofJune 30, 2014)

Relocation promotion support for regional economic revitalization
Yamato Home Convenience provided discounts for moving / “Ienaka” (at-home) services, and was appointed as the “special
relocation support ambassador” for “Kochi-Ke”, the promotion campaign for relocating to Kochi Prefecture.

Assisted in creating a workplace in which people with disabilities can be economically independent
Support for economic
independence for people
with disabilities

Through the Yamato Welfare Foundation, we implemented the “Bridge to Dreams Project (Yume E No Kakehashi Project)” toassist the preparation of “economic independence”.

Operation of 28 “Swan Bakery” stores nationwide, where people with disabilities work.
Swan operates three directly managed stores and 25 chain stores of “Swan Bakery”.

69,510,000 yen collected through “Natsu No Kampa (summer donation)”
Donations were received from the 190,000 employees within the Yamato Group, which was donated to NPO Ashinaga andthe Yamato Welfare Foundation.

4
1

2
3

1 The Contact Center where Customers’ calls are received 2 Music TA-Q-BIN “Kuroneko
Kuroneko F
Family Concert” delivers a full-scale classic concert
3 The “Children’s Traffic Safety Class” carried out all over Japan 4 A “Swan Bakery” store where people with disabilities work

YAMATO GROUP CSR REPORT 201426

Society

Aiming for “DAN-TOTSU”—“DAN-TOTSU”
Promotion of CSV in partnership with local communities

Watching overthe elderly
through TA-Q-BIN.
Based on our idea of CSV (Creating Shared Value) ofenterprises creating common values with the community
through our main business, Yamato Transport in Japan(Yamato Transport (J)) is undertaking Watch-Over
Services for the Elderly, Shopping Assistance, andEmergency Transportation Support During Disasters incooperation with local governments all over Japan,
which have been named the “Project G (Government)
and promoted by the entire Yamato Group.
Depending on the regional characteristics and the needsof local governments, the form of these services varies,and so far we have entered into agreements with several
local governments nationwide. One of these is Kuroishi
City, in Aomori, where we have been successful in
implementing Watch-Over Support Services for the
Elderly, which could become a model for the rest ofJapan in the future.

What is the Watch-Over Support that

Q Yamato Transport (J) has been

undertaking in various locations?

A

For example, in Kuroishi City, Aomori wedeliver periodicals for elderly people living
alone, and report to the local government if
an elderly person is not at home for a certain
length of time. (Koshida)In the area the Aomori District Branch is in charge of, which
includes Kuroishi City, Aomori, more than a quarter of the
population is 65 years of age or older. Indeed, about 10% of allhouseholds here are elderly people living alone. There has been
a lot of media coverage of elderly people dying alone recently,
and to prevent this, we need to regularly visit elderly people withno family, and care for them. However, in Kuroishi City, social
workers that would normally do this are aging, and there is a
shortage in human resource. Therefore the city had been asking
private enterprises for cooperation to solve this problem.
So, in April 2013, Yamato Transport started the“Watch-Over Support Services for the Elderly”. We deliver by
TA-Q-BIN monthly periodicals published by the City aimed atelderly people living alone. As the Sales Drivers (SD) deliver these
TA-Q-BIN in person to the elderly people, each SD could checkto see if they are at home, and if they have any health problems.
We report to the local government if an elderly person has notbeen at home for a certain length of time.
Kuroishi City highly appreciates this service, saying it can,‘get regular insight into the status of elderly people living alone’,and the elderly people who use the service also appreciate theservice saying, ‘we have peace of mind because the sameSDs comes around the same time each month’. Some SDs havecommented saying, ‘it makes our job worth while because weknow there are people waiting for us’. Its no easy task for 10
SDs to cover nearly 1,000 homes, but the sense of duty that weare supporting elderly people keeps us inspired.

Interviewee

Mitsuru Koshida
Branch Manager,
Aomori-Minami Area Branch,
Aomori District Branch,
Yamato Transport Co., Ltd.
Mr. Koshida came up with the plan for
the “Watch-Over Support Services for
the Elderly” in cooperation with
Kuroishi City, when he was the Kuroishi
Branch Manager. Currently, he serves
as the Branch Manager in theneighboring Aomori-Minami Area
Branch.

27

YAMATO GROUP CSR REPORT 2014

The monthly periodicals for elderly people
published by Kuroishi City.

Mechanism for Watch-Over Support Services for the Elderly
Periodicals

City Office consigns
Yamato Transport todeliver periodicals(monthly)

YamatoTransportdelivers
periodicals

When at home

SD Elderly
peopleReport monthly to the City
Office collective
City Office
information ofCity Office requests
elderly peoplesocial workers
to make visits

When not at homeSD

SD: Sales Drivers

Report to the City Officeanyone who is not at home
for more than two days

Social workers

Yamato Transport meets regularly with
Kuroishi City to address new issues.

the cost for Watch-OverQ Isn’t
Support really high?

A

Being able to detect any anomalies reliably,
without difficulty, and at a low cost: That was
the intention of the Watch-Over Support
Services for the Elderly designed by Kuroishi
City. (Koshida)

As Yamato Transport has been engaged in the watch-overoperations through repeated trial and error all over Japan, somechallenges had emerged.
For example, for the service that the SD informs the local
governmental agency when something wrong is found during
delivery of items shopped by senior citizens, the challenge is that
only those who received the delivery can be seen, and othersenior citizens cannot be checked. On the other hand, for theservice that the SD informs local governmental agency of any
anomaly found with elderly people at home during regular delivery
service, it’s an extra service and the burden on the SD is too large.
So, in this case, Yamato Transport asked Kuroishi City to
publish a monthly periodical for elderly people living alone, anddelivered it to the elderly people’s home with fees borne by
the city according to the number of deliveries. In this way, bytargeting the elderly people who need to be watched over, andby limiting the work of SDs only to the delivery and the reportingof absence information to the City Office, Yamato Transport has
been able to create a mechanism by which local governmental
agency can detect any anomalies reliably, without difficulty, andat a low cost.

Is the “Watch-Over Support Services for

Q the Elderly” of Kuroishi City sought afterin other areas?

A

Yes. We would like to continue toexpand the Kuroishi City modelacross the country. (Koshida)

For this initiative, by deciding on the rough visiting dates
area-by-area, we were able to incorporate the delivery of
periodicals into our TA-Q-BIN operation, which is our corebusiness. I think the mechanism of Watch-Over for the Elderlythat can be operated without difficulty is something that isrequired in other regions as well. Therefore, I am very pleased
that our initial plan, which we always thought was an amazing
breakthrough, and something we wanted to be successful with,is finally being realized.
Our goal for the future is to spread the Kuroishi City model
all over Japan, and make it even better. Kuroishi City has asked
us whether we can increase the visits to twice a month insteadof just once.
It’s been more than a year since we started the Watch-Over
Support Services for the Elderly. Going forward we want toimprove the Kuroishi City model together with the City Office.

From the Kuroishi City OfficeThis has been very helpful inunderstanding the status of
the elderly people.
Hideyoshi Muramoto
Manager, Health and Welfare Department,
Kuroishi City Office
T unattended death of elderly people has been considered aThesocial problem for several years now, and we have taken measuressow
where we can, including the installment of watch-over terminals
in households. The proposal of the Watch-Over Support Services
for the Elderly by Yamato Transport definitely matched the needs
foof our city. Over a period of months we discussed how we
implement it at a reasonably low cost. And then we started ourimcollaboration.
co
Even though it is “Watch-Over” services, we do not want theelderly people to be too aware that they are being monitored.
e
We know there are some who do not like being monitored.
W
The complete information provided by Yamato Transport has
Tbeen very helpful to us at the City Office to understand thebsituation of elderly citizens.
si

SDs hand over the packages in person, and checkon the state of the elderly.

YAMATO GROUP CSR REPORT 201428

Society

Aiming for “DAN-TOTSU”—“DAN-TOTSU”
Creation of workplaces to motivate employees

The power ofwomen, the powerof Yamato.
About 67,000 women work within the Yamato Group.
This means about 35% of all employees in our group arefemale.
At Yamato Transport in Japan (Yamato Transport (J)),
women are active in a variety of jobs, such as Guest
Operators who correspond with customers at TA-Q-BIN
Center, Sales Drivers responsible for the collection anddelivery of packages, and operators working at Contact
Centers. We continue to create a workplace that utilizes
the power of such female employees.

kind of jobs are the women
Q Whatof Yamato Transport active in?

A

We are active in various jobs suchas Guest Operators and Sales Drivers.
(Aoki)

There are about 13,000 women who work as Guest Operators(GOP) like us at Yamato Transport. This is a job where most of
the women work, but there are a variety of jobs besides GOP.
There are also about 12,000 women who work as Sales Drivers(SD), and there are female SDs working cheerfully at the
Otsu-Ojiyama TA-Q-BIN Center where I work. Regardless of
their working hours and job type, each and every woman at
Yamato Transport can demonstrate their abilities, and I thinkthat there is a culture that respects that in our company.
The main task of us GOPs is answering inquiries by telephoneor customers who bring in packages to the TA-Q-BIN Centers.
In particular, in dealing with customers on the phone where wecannot see them face-to-face, we try to answer by understanding
the customer’s point of view, while always being aware of what itis they want to know.

Tablets are used for the “NekoPit” terminals,
making it even more convenient as customers
can use handwriting for inputting information.

do you feel that yourQ Whenwork is rewarding?

A

When our customers express that a service
is convenient as a result of some idea I cameup with. (Hosokawa)

I’ve worked for Yamato Transport for about 17 years, and I feelthese days that my job as GOP is rewarding and I enjoy it much
more than ever before. Because when I come up with some idea
for work, it makes the customers happy.
When elderly customers are struggling with filling out labels,
I always recommend them to register as a “Kuroneko Member,”which allows them to easily printout a label on the “NekoPit”
terminal. The customers love this system saying, “it’s simple
and convenient”, and the NekoPit usage at the Sahodai-Nishi“TA-Q-BIN” Center has increased to about 85%.
These down-to-earth efforts were praised at the “Smile
Solution Campaign*” targeted at GOPs and held within the
Kansai Regional Headquarters. Our Sahodai-Nishi TA-Q-BIN
Center became number one in NekoPit utilization in the entire
Kansai Regional Headquarters district. The award certificate I
got at that time has become a piece of treasure for me.
Wanting our customers to use TA-Q-BIN more conveniently:
That was the simple thought behind this bit of ingenuity, andnow that idea has turned into this achievement. This provedthat I too was able to literally offer solutions to solve the needsof our customers.
* Smile Solution Campaign: An initiative to improve customer satisfaction
through ideas by all TA-Q-BIN Center. It is held twice a year within the
Kansai Regional Headquarters.

GOPs often strike up a conversation withregular customers when receiving packages.

29

YAMATO GROUP CSR REPORT 2014

From our superiors

do you balance your work
Q How
and “life” such as child rearing?

A

I want the employees to invigorate
the branches so customers becomefans of Yamato Transport.

The company and we ourselves constantly
create a system and environment where
we can continue to work in. (Aoki)

The Ministry of Health, Labour and Welfare certified companies
within our group as “a company that actively supports the balance
between work and family life” based on the Next Generation
Nurturing Support Measures Promotion Law. This certificate wasawarded to Yamato System Development in 2011, Yamato
Logistics in 2013, and Yamato Transport in 2014. Our in-housesupport systems are well equipped, and such systems are
explained in an easy-to-understand manner, and are easy to use.
Employees also participate in the development of thesesystems. When I attended the “Nadeshiko School”, workshops
for female employees within the Kansai Regional Headquarters,
we discussed the theme of “building a workplace and system
where women can work comfortably.” We talked about maternity
leave and childcare leave and how it should be for the young
people who will join the company in the future. These discussions
have been utilized in the system.
I myself had to take sick leave
for about a month after I had
finished raising my children. I wasable to return to my job with thecooperation and understanding of
the people around me, and am
grateful to them for that.
“Kurumin” Next-Generation

Koji Onishi
Branch Manager,
Horen Area Branch, Nara District Branch
Yamato Transport Co., Ltd.
I want the employees who work as Guest Operators to invigorate
the workplace of the branches, so all the customers who visit us
become fans of Yamato Transport. In that respect, Ms. Hosokawa
voluntarily goes around the other TA-Q-BIN Centers within the
Nara District Branch, to give guidance and advice to GOPs, andthis has been very helpful.
Yamato Transport has about 6,000 TA-Q-BIN Centers acrossthe country. Rather than just relying on the system that the company
makes, we want to continue to create a workplace where everyone
can work comfortably, by every workplace coming up with theirown ingenious ideas.

A trusting relationshipexists between
employees and theirsuperiors, where
they can discuss
anything.

Certification MarkInterviewee

Interviewee

Hiroe Aoki

Maki Hosokawa

Otsu-Ojiyama TA-Q-BIN Center,
Shiga District Branch,
Yamato Transport Co., Ltd.

Sahodai-Nishi TA-Q-BIN Center,
Nara District Branch,
Yamato Transport Co., Ltd.

Ms. Aoki is in her 15th year now as
GOP. She always keeps careful
support towards customers in mind.

Ms. Hosokawa has assisted incollection and delivery, andcurrently works as a GOP.

YAMATO GROUP CSR REPORT 201430

GovernanceWe aim to continue as a corporate group in which
each individual holds a high sense of ethics.

Corporate Governance
Making the securing of sound management, and theachievement of prompt and accurate decision-making
and business execution, our basic policy
Yamato Holdings, a pure holding company, and its Group
companies make the securing of sound management, and theachievement of prompt and accurate decision-making andbusiness execution, the basic policy upon which we are working
to strengthen corporate governance.
Yamato Holdings has established the Board of Directors,
the Management Advisory Committee, and the Executive
Committee as business management organizations involved ingroup-wide managerial decision-making, execution and supervisionin order to ensure prompt and proper decision-making onimportant matters.
The Board of Directors consists of 7 directors (including 2
outside directors), who are supposed to serve a one-year term inorder to clarify the responsibility of the management for eachbusiness year. The Audit & Supervisory Board consists of 1
full-time member of the Audit & Supervisory Board and 2 outside
members of the Audit & Supervisory Board, who audit theperformance of directors’ duties by attending important meetings.
In addition, they periodically hold a group member of the Audit &Supervisory Board liaison conference where they discuss audit
policy and methods with full-time members of the Audit &Supervisory Board from major group companies with the aim ofenhancing group-wide auditing. All outside directors and outside

General Meeting of Shareholders
Elect

The Audit & Audit
Elect
Supervise Supervisory
Board

ReportReportInternal
audit

Audit Division

Legal Advisor

Board of Directors

Make decisions/Supervise

Independent
AuditorAccounting
audit

Elect

Executebusiness

Nomination andCompensation
Committee
Management
Advisory Committee

ReportExecutive Committee
Conference

Legal andCSR Division

Present/
ReportPresent/
ReportGroup Companies

Establishing a Southeast Asia regional headquarters
in Singapore. The Yamato Group has strengthened
its governance in the Southeast Asia region.
In January 2014, the Yamato Group established Yamato Asia
Pte Ltd. in Singapore to act as our Southeast Asia regional
headquarters. We also integrated three companies in the same
country into Yamato Transport (S).
While conducting regionally-appropriate market researchand business development, we aim to strengthen our governanceof companies in the region.

31

YAMATO GROUP CSR REPORT 2014

Compliance
Strengthening internal control for the Group overall
The Yamato Group has established an internal control system inorder to promote sound corporate culture in the group a whole,and to enable employees to perform their duties effectively andefficiently without any misbehavior or mistake.
Yamato Holdings has stipulated its basic policy on theinternal control system in accordance with the Companies Act,and each group company is working on strengthening internal
controls.
In addition, in order to respond to the internal control reportsystem pursuant to the Financial Instruments and Exchange Act,
which went into effect in April 2008, we created a post ofinternal control manager in major group companies, and havemade efforts to review business rules and standardize operations.
Also, we have established a system in which the auditing sectionof our company and the internal control section of each majorgroup company can check whether operations have beeneffectively performed in accordance with the rules, and can seek
immediate improvement if they find any deviations.
Internal control over the financial reporting of the YamatoGroup as of March 31, 2014 as considered valid, and a report
was submitted to the Kanto Local Finance Bureau.

Setting the establishment of compliance management
as our highest-priority issue

Corporate governance promotion frameworkElectmembers of the Audit & Supervisory Board are independent
officers pursuant to the Tokyo Stock Exchange Regulations, andtheir names are registered at the Tokyo Stock Exchange.

To construct a framework to prevent corporate misconduct inaccordance with the laws and regulations and corporate ethics,
the Yamato Group is making efforts to ensure compliancemanagement as a top-priority issue for CSR promotion.
We have formulated the Group Corporate philosophy thatsummarizes the Yamato Group’s corporate responsibility for andstance toward society, and have announced our Declaration ofCompliance under which we declare our observance of the laws
and regulations, corporate ethics, etc. In all business offices ofeach group company, a poster of our Declaration of Compliancehas been put up to give a clear explanation in case of violations
using illustrations. It helps to raise employees’ awareness andcall their attention to compliance.
Officers and employees of the Yamato Group are required
to act in good faith in accordance with the above-mentioned
corporate philosophy. The departments responsible for compliancerisk management of group companies, centering on the Complianceand Risk Committee of Yamato Holdings are working to ensure
their observance.
We have also set up a Compliance Hotline and a Suggestion
Box as points of contact in our whistle-blowing system, whichenable us to directly obtain information on risks in the company
by means of notification and consultation by phone or e-mail.
They contribute to prevention of compliance violations.

Information Security

Compliance and risk management framework
Customers, shareholders, media, etc.

Groupcompanies

Information disclosure

Whistle-blowing
systemIR/PR
Department

President
Suggestion Box(e-mail, letter, intranet)

Audit

Outside lawyer Advice
Whistle-blowing
systemGroup company employees

Compliance audit

The Audit &Supervisory
Board

Audit
Division(Outside attorneyof the committee)

Compliance Hotline

ComplianceandRisk
Committee

Legal andCSR Division

Grasp ofefforts

Department responsible forcompliance risk management

Direction

Executive
Committee(secretariat of the committee)

Awareness-raisingand promotion

Board ofDirectors

Authorization for
direct correction Direction
advicePresident ofa group company

Concerning inappropriate temperature managementin Cool TA-Q-BIN service
In October 2013, Yamato Transport received a report that sortingof parcels in violation of internal rules had been performed in
the Cool TA-Q-BIN service. Investigation revealed that sites not
thoroughly following rules, including those having made even one
violation, numbered 1,269. We immediately launched a Cool
TA-Q-BIN Service Quality Improvement Headquarters with
President Masaki Yamauchi as head, and drafted measures todiscover the causes of the violations and prevent recurrence.
Specifically, we created an action structure by establishinga Cool TA-Q-BIN Service Quality Improvement Department, assigning
Quality Training Directors nationwide, and appointing Cool TA-Q-BIN
Work Leaders at each site. In addition, we are putting personnel,
equipment, and materials in place that are appropriate to the volumeof arriving parcels, and are implementing controls over modes oftransport. We are also engaged in concrete consideration of adoptionof a “total volume management system” to assess in advancethe total volume of Cool TA-Q-BIN parcels that can be handledeach day, and to accept parcels within that scope of total volume.
See the Yamato Transport website for details.
http://www.kuronekoyamato.co.jp/info/info_131128.html

Business Continuity Plan (BCP)
Leveraging our experience in the Great East Japan
Earthquake to effect improvements that will enableappropriate response to major earthquakes
The Yamato Group offers the TA-Q-BIN service as social
infrastructure, and is expected to keep offering the steadyservice even under unforeseeable circumstances. In the wake ofthe emergence of novel influenza strain (H1N1) in May 2009, we
formulated a business continuity plan (BCP).
Based on this BCP, formulated according to response
guidelines focusing on maximum priority on human life andon continuation of the TA-Q-BIN business, we addressed the
problems caused by the Great East Japan Earthquake that
occurred in 2011. Our aim is to prepare for an earthquake
occurring directly beneath the Tokyo Metropolitan Area and anearthquake along the Nankai Trough, which are likely to occur inthe future and are expected to cause large-scale damage.

Putting forth our Information Security Assurance
Declaration and promoting the acquisitionof certifications
The Yamato Group handles important personal information ofmany customers. We had always maintained strict control oversuch information, and in March 2003, we announced our“Declaration on Ensuring Information Security” in view of thesocial situation including frequent leakage of personal informationfrom a company. Since then, we have reinforced information
security with an emphasis on “protection of personal information”,“confidentiality of corporate information”, and “prohibition offalsification and concealment”.
For the purpose of ensuring proper and safe handling of
personal information, we will strive to familiarize employees with
the information security rules, and to increase their educational
opportunities. By doing so, we believe we will be able to improvecustomer trust in our group.
In order to meet social needs, we are actively working toacquire various certifications regarding information security.

Security-related certifications acquiredby group companies (as of June 2014)
Certification, Company name
JISQ15001 (Privacymark System)
Yamato System Development Co., Ltd.
Yamato Financial Co., Ltd.
Yamato Contact Service Co., Ltd.
Head Office
Ikebukuro Call Center
Adachi-Saitama Call Center
Miyakonojo Intelligent Contact Center
Wakayama Call Center
Tottori Intelligent Contact Center
Tome Contact Center
Kanto Mother Center
Yamato Web Solutions Co., Ltd.
Yamato Logistics Co., Ltd.
Yamato Multi-maintenance Solutions Co., Ltd.
Yamato Management Service Co., Ltd.
ISO27001
Yamato System Development Co., Ltd.
Shin-Tokyo IDC
Osaka IDC
Contactless credit card data processing services for large-scale affiliate stores
Credit card terminal installation application form acceptance center operation
CAT joint usage system
Sorting and sending of account transfer request documents
Member contact service
Joint usage-type online statement notification service
Proxy service for emergency invalidation procurement
Yamato Packing Service Co., Ltd.
Head Office (human resources/general affairs, productivity/quality)
Documents Logistics Company (Tokyo Plant, Saitama Plant)
Yamato Contact Service Co., Ltd.
Head Office
Ikebukuro Call Center
Adachi-Saitama Call Center
Miyakonojo Intelligent Contact Center
Wakayama Call Center
Tottori Intelligent Contact Center
Yamato Packing Technology Institute Co., Ltd.
Kanto No. 1 Branch, Operation Center, Business Management Division,
Research and Development Office
ISO20000
Yamato System Development Co., Ltd.
PCIDSS
Yamato System Development Co., Ltd.
Credit card settlement service
Web billing service
Registration of Information Security Auditing Firms
Yamato System Development Co., Ltd.

Year ofacquisition
1999
2006
2006
2011
2007
2010
2012
2013
2013
2014
2007
2010
2010
2011

2004
2002
2009
2012
2013
2013
2014
2014
2014
2005
2005
2007
2011
2007
2010
2012
2013

2009
2006

2006
2011
2004

YAMATO GROUP CSR REPORT 201432

Third-party opinion

Hiroshi Ishida
Executive Director, Caux Round Table Japan
Visiting Professor, Graduate School of Economics,
Kyushu University

The Yamato Group has continued steady growth, centered on
its delivery business. Now aiming to expand the sales ratio of its
overseas-related business, the company is constructing a CSR
system and activities geared to the global context, and has now
reached a stage of foundation development able to respond topotential risks.
In particular, business development overseas, we must
recognize that we face intense public scrutiny not only ofenvironmental aspects, but also of whether our labor practices,
including practices in our supply chain, have negative impacts
on human rights. Companies are now expected to assess,through appropriate processes including stakeholder
engagement, their own business activities and the economic,
environmental, and social impacts created by these, and then toreport on the process of appropriately addressing these issues.
With the above in mind, I would like to comment on YamatoGroup’s fiscal 2013 CSR activities.

Points for evaluation
The Top Message makes the declaration that the company will
“Evolve Logistics into a Mode of Value Creation” in order tocontribute to Japan’s growth strategies. This indicates that the
Yamato Group will not only take up the challenge of addressing
social issues through the logistics business, but will also generate
new added value. In particular, its “value networking” design istied to the idea of CSV (Creating Shared Value); I hope this will
go beyond the reduction of social costs and also spur innovation
in society.
With regard to the temperature management issue that
occurred in the Cool TA-Q-BIN service, the apologies from top
management and the enactment of improvement measures toprevent recurrence display a stance of sincerity. The key fromhere on out will be whether the company can continue performing
and communicating its activities aimed at restoring trust.
Among its activities, Yamato Group is already engaged inthose involving “business and human rights” in the context ofglobal CSR.
First, the Shopping Assistance and the Watch-Over
Services for the Elderly, which the company performs inpartnership with local governments around the country, could
be termed a collaborative project (with other organizations) thatinvolves CSV aimed at resolving problems of the aging society.
In addition, the Swan Bakery shops, now numbering 28
nationwide, are an initiative aimed at the “equal opportunity” thatprovides lifestyle opportunities to societally disadvantaged
persons. This win-win cooperation, which seeks to bring
independence to persons with disabilities, is deserving of praise.
The company is working actively to support activity by
women, who are working creatively in a variety of workplaces.
Women now make up about 35% of all employees. This canbe seen as demonstrating the company’s progress towardachieving diversity.

33

YAMATO GROUP CSR REPORT 2014

Future expectations
While continuing to achieve its management strategies andgrow, the Yamato Group use this report to explain, in easily
understood fashion, how it will respond to the expectations andconcerns of stakeholders. It will become more and more
important for the company to identify the scope of and the key
issues in its CSR activities, and to advance those activities in
the Yamato Group’s own way.
With the signing of the UN Global Compact in April 2014,
Yamato Group has taken a new step forward. However, fromhere on out, the company’s specific activities will be ofparticular importance. Currently, many companies are startingto perform human rights due diligence in their own value chains,based on the UN Guiding Principles on Business and Human
Rights formulated by the UN Human Rights Council. Whenaiming to achieve a goal of 20% of sales from overseas-related
business as stated in the DAN-TOTSU Management Plan 2019,
Yamato Group must recognize its social responsibilities asthese expand in proportion to the company’s growth. In
particular, in the Asian region where the company aims to
expand its business, it is vital that the company accurately
assesses inherent potential risks and, where necessary,
enacts preventive measures against these.
I believe that the company, with consideration of its supply
chain as well, should in particular properly recognize the following
concerns of society with respect to the logistics industry.
• Treatment in the workplace (long working hours; health andsafety)• Discriminatory treatment (differences in treatment based on
gender, educational background, nationality, etc.)• Freedom of association and right to collective bargaining• Relationships with countries with low recognition of humanrights• Bribery and corruption (facilitation payments)• Risk of direct involvement in transport of victims of humantrafficking
The first step is to hold dialogs with stakeholders to properly
grasp their expectations and concerns, and to understandrelated social issues. The next step is to thoroughly examine
whether the results of the dialogs mesh with the company’s
existing initiatives, then to take inventory of these and identify
key issues concerning the future.
In the company’s fiscal 2013 CSR activities, there are areasin which the reciprocal connections among initiatives remaindifficult to see. Connecting individual activities will enable the
Yamato Group overall to deliver a more clear message.
In line with the globalization of the Yamato Group’s business,
I hope that its CSR activities will also develop in a form matched
to global context, and will lead to the capture of further trust by
stakeholders.

Comments on the opinion

Yamato Group CSR, Web version
List of content items (Japanese Only)
CSR News
Message from the President(pages 3-6 in this report)

Haruo Kanda
Representative Director and Senior
Executive Officer
Yamato Holdings Co., Ltd.

Thank you very much for your valuable opinions and suggestions
about the CSR Report of the Yamato Group.
To deepen understanding concerning the stance andinitiatives of the Yamato Group with respect to CSR (corporatesocial responsibility), in the report we covered a number of
specific episodes in the form of responses to questions fromstakeholders.
The special feature introduced the “value networking” designfor “Evolving Logistics into a Mode of Value Creation”, as well as
the added value that will be provided by the Haneda Chronogate,a key facility in the “value networking” design and one of thelargest integrated logistics terminals in Japan. Moreover, toresolve issues in communities such as depopulation and theaging of society, we are working to provide a platform for local
revitalization and services for citizens in the form of Project G(Government). Within this, our Magokoro TA-Q-BIN service thatprovides Shopping Assistance and Watch-Over Support for the
Elderly received the Grand Prize and the Minister for Internal
Affairs and Communications Prize at the 2nd “Platinum Award”
sponsored by the Platinum Concept Network and the Platinum
Award Steering Committee. We are very pleased to have such an
initiative recognized as a “business and human rights” activity inline with the context of global CSR.
From here on out, we will respond to the risks that
accompany our business development, and, having reviewed the
key issues facing the Yamato Group together with changes in the
structure of society, will make our individual CSR activities
relevant to these as we actively pursue their execution. Neverforgetting the spirit of “for the benefit of the world and of society”
that we have carried on since our founding, we aim to become“the company most loved and trusted by society”.
Finally, we would appreciate it if any readers could give us
their candid opinions and comments on this report.

Our Major Initiatives in
Safety, the Environment, andSociety (pages 7-8 in this report)
Business overview of the Yamato Group
Our CSR vision
Management plans
Yamato Group corporate philosophy

TopicsCreation of value through the “value networking”
design (pages 9-12 in this report)
EconomySafetyAiming for “DAN-TOTSU”
Prevention of traffic accidents (pages 15-16 in this report)
Aiming for “DAN-TOTSU”
Safety measures matched to local traffic conditions(pages 17-18 in this report)

Formulation of safety plans
Training of Sales Drivers
Promotion of safety awareness among employees
Maintenance of equipment and safety systems
Occupational health and safety

Environment
Aiming for “DAN-TOTSU”
Development and promotion of environmentallyconsiderate packaging materials(pages 21-22 in this report)

Aiming for “DAN-TOTSU”
Environmental impact reduction throughcooperative transport (pages 23-24 in this report)
Environmental management promotion structure
Overall picture of “Necology” activities
Global warming countermeasures
Yamato Transport’s three rules for reducing CO2
from transport
Initiatives in driving and transport
Initiatives at workplaces

Resource recycling
Environmental communication

Society
Aiming for “DAN-TOTSU”
Promotion of CSV in partnership with local
communities (pages 27-28 in this report)
Aiming for “DAN-TOTSU”
Creation of workplaces to motivate employees(pages 29-30 in this report)

Together with customers
Improvement of response quality

Editor’s noteThank you very much for reading this “Yamato Group CSR
Report 2014”.
In addition to summarizing the four pillars of safety,
environment, society, and economy, this year we also wrote
about the creation of value through the “value networking”
design. Moreover, to further increase understanding of the
Yamato Group, we structured the report to introduce a list ofactivity results and detailed case studies.
Our CSR activities are made possible by the cooperationof stakeholders, whom we would like to thank here. We also
hope that you can visit the company website to see additionalcase studies not included in this report. We will strive to enrich
the CSR report reflecting the opinions we receive. Your continued
support will be greatly appreciated.
Yamato Group CSR Report Editorial Team

Responding to customers’ needs

Together with employees
Together with business and other partners
Together with shareholders and investors
Stakeholder communication
Social contribution activities
Initiatives for CSV
Safety education
Education support
Contribution to environmental protection
Support for economic independence for disabled persons
Hosting of, cooperation with, and participation in events
Other regional contribution

Governance (pages 31-32 in this report)
Policy for Publishing CSR Information
Third-party Opinion (page 33 in this report)
Comparative table of guidelines

YAMATO GROUP CSR REPORT 201434

[Highlights Version]
This report describes major CSR
activities conducted by the YamatoGroup as a highlights version.
For further details about activities,
please visit our corporate website.
For more information about this report, please feel free to contact us.

Legal and CSR Division, Yamato Holdings Co., Ltd.
Address: 16-10, Ginza 2-chome, Chuo-ku, Tokyo 104-8125, Japan
Telephone: +81-3-3541-4141
Facsimile: +81-3-5565-3427
URL: http://www.yamato-hd.co.jp
E-mail: csr-report@kuronekoyamato.co.jp

This brochure was printed
with vegetable-based inks.