Company Profile
Corporate Social Responsibility Report 2015

Aiming to become a company
most loved and trusted by society

Table of Contents
Yamato Group at a Glance ································· 01
Message from the President ······························· 05
Our Major Initiatives ······································· 09
Feature Article
Aiming to become a company most loved andtrusted by society—the Yamato Group’s CSV ··········· 1112
SafetyYamato Group at a Glance

Aiming to be Asia’s No. 1
Company Overview (As of March 31, 2015)
Headquarters

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

Expanding the scope of the distributionof agricultural, forestry and fisheries products
from Aomori Prefecture ························ 15

Established

November 29, 1919

Capital127,234 million yen

Stock

Total number of authorized shares: 1,787,541,000
Total number of shares outstanding: 454,684,992
Number of shareholders: 37,059

Business lines

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

Major Achievements and Results in Fiscal 2014··· 25
EnvironBuilding and Town Management Services ····· 27
ment
Reusing and Recycling Unwanted Articles ····· 29
Society

Major Achievements and Results in Fiscal 2014··· 31
Business Seminar for High School Students ··· 33
Diversity ········································ 35

Governance

We Aim to Continue as a Corporate Groupin which Each Individual Holds
a High Sense of Ethic ·························· 37

Overview and Major Indicators of
Economy the Medium-term Management Plan
“DAN-TOTSU Three-Year Plan STEP” ·········· 39

This report is created to deepen our stakeholders’
understanding of the Yamato Group’s stance andinitiatives regarding corporate social responsibility (CSR).
At present, the Yamato Group is working as
one to advance our long-term “DAN-TOTSUManagement Plan 2019.” This report shows how ouremployees 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 tomake the report easy to read and understandthrough the format of employees’ responses tostakeholders’ questions.
The contents of this report, as well as activities
and detailed data that are not contained in thisreport, are available on our corporate website (a listof information available online is shown on Page 40).
Please also refer to the website.

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

Period covered in report
Fiscal 2014 (April 2014 - March 2015)
Performance data is as of the end of March 2015,
unless noted otherwise. (Some information frombefore the target fiscal year and after April 2015 isincluded in reporting on activities.)
Scope of report
Safety, environmental, social, and economic aspectsof the activities of the Yamato Group.
Publication
October 2015 (scheduled next publication: October
2016)

North America

Europe25 offices

12 offices

6,893 offices
Main office of overseas subsidiary
Major baseGroup companies: 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 Staff Supply Co., Ltd. / Yamato(China) Transport Co., Ltd. / Yamato Transport (HK) Ltd.

International

Japan

Number of TA-Q-BIN parcels
handled annually(including Taiwan)

Market share

1st at 45.4 %Number of TA-Q-BIN parcels
handled annually

1,622.04 million

Approx.

1,100(Fiscal year ended March 2015)

Sales drivers

TA-Q-BIN Centers

Approx.

Financial Business66.6 billion yen

Autoworks Business27.1 billion yen

e-Business40.4 billion yen

Other businesses
8.6 billion yen

Non-delivery
businesses
295.2 billion yen

We also provide the same highly reliable TA-Q-BIN
services as in Japan in many parts of Asia, including Taiwan
where services started in October 2010, Shanghai andSingapore in January 2010, Hong Kong in February 2011,
and Malaysia in September 2011.

Sales drivers

Operating revenue by business

BIZ-logistics
Business
103.8 billion yen

The small parcel delivery business—most recognized for our
TA-Q-BIN services—and domestic air cargo transportation
business represent the driving force behind the collective
strengths of the Yamato Group.
With a domestic network that covers every part ofJapan, we have continually worked to modify services sothat they deliver even greater convenience for boththe sender and recipients.

(Fiscal year ended March 2015)

Asia

Home Convenience
Business
48.4 billion yen

International

111.21 millionJapan

103 offices

Japan

TA-Q-BIN services delivering new forms of convenience in Japan and in Asia

International Presence

Editorial Policy

01

Delivery BusinessCompany name YAMATO HOLDINGS CO., LTD.

Providing greater peace of mind
to elderly living alone ·························· 13

Major Achievements and Results in Fiscal 2014··· 19
Ensuring Long Distance Transport Safety ······ 21
Ensuring Air Cargo Safety ······················ 23

solutions provider in distribution and lifestyle support

50 locations

Approx.
Japan

Shanghai

TA-Q-BIN Centers

Approx.
Hong Kong

60,0006,000 locations

TaiwanFiscalyear ended
March 2015

13,967(¥100 million)

Delivery Business

1,101.4 billion yen

Malaysia
Singapore

Number of employees by business (consolidated)
Financial Business
863 people

Autoworks Business
1,897 people

e-Business
4,912 people

Other businesses
11,878 people

Home Convenience
Business
5,191 people
BIZ-logistics
Business
5,584 people
Non-delivery
businesses
30,325 people

Fiscalyear ended
March 2015

197,056(people)Origin of the Corporate Logo

We will transport parcels as carefully as mother cat carries her kitten
Delivery Business
166,731 people

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 the company’s permission,a person in charge of public relations designed the first corporate logo. The design the person chose was actually inspired by a drawing ofa cat made by their child.

02

Table of Contents
Yamato Group at a Glance ································· 01
Message from the President ······························· 05
Our Major Initiatives ······································· 09
Feature Article
Aiming to become a company most loved andtrusted by society—the Yamato Group’s CSV ··········· 1112
SafetyYamato Group at a Glance

Aiming to be Asia’s No. 1
Company Overview (As of March 31, 2015)
Headquarters

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

Expanding the scope of the distributionof agricultural, forestry and fisheries products
from Aomori Prefecture ························ 15

Established

November 29, 1919

Capital127,234 million yen

Stock

Total number of authorized shares: 1,787,541,000
Total number of shares outstanding: 454,684,992
Number of shareholders: 37,059

Business lines

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

Major Achievements and Results in Fiscal 2014··· 25
EnvironBuilding and Town Management Services ····· 27
ment
Reusing and Recycling Unwanted Articles ····· 29
Society

Major Achievements and Results in Fiscal 2014··· 31
Business Seminar for High School Students ··· 33
Diversity ········································ 35

Governance

We Aim to Continue as a Corporate Groupin which Each Individual Holds
a High Sense of Ethic ·························· 37

Overview and Major Indicators of
Economy the Medium-term Management Plan
“DAN-TOTSU Three-Year Plan STEP” ·········· 39

This report is created to deepen our stakeholders’
understanding of the Yamato Group’s stance andinitiatives regarding corporate social responsibility (CSR).
At present, the Yamato Group is working as
one to advance our long-term “DAN-TOTSUManagement Plan 2019.” This report shows how ouremployees 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 tomake the report easy to read and understandthrough the format of employees’ responses tostakeholders’ questions.
The contents of this report, as well as activities
and detailed data that are not contained in thisreport, are available on our corporate website (a listof information available online is shown on Page 40).
Please also refer to the website.

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

Period covered in report
Fiscal 2014 (April 2014 - March 2015)
Performance data is as of the end of March 2015,
unless noted otherwise. (Some information frombefore the target fiscal year and after April 2015 isincluded in reporting on activities.)
Scope of report
Safety, environmental, social, and economic aspectsof the activities of the Yamato Group.
Publication
October 2015 (scheduled next publication: October
2016)

North America

Europe25 offices

12 offices

6,893 offices
Main office of overseas subsidiary
Major baseGroup companies: 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 Staff Supply Co., Ltd. / Yamato(China) Transport Co., Ltd. / Yamato Transport (HK) Ltd.

International

Japan

Number of TA-Q-BIN parcels
handled annually(including Taiwan)

Market share

1st at 45.4 %Number of TA-Q-BIN parcels
handled annually

1,622.04 million

Approx.

1,100(Fiscal year ended March 2015)

Sales drivers

TA-Q-BIN Centers

Approx.

Financial Business66.6 billion yen

Autoworks Business27.1 billion yen

e-Business40.4 billion yen

Other businesses
8.6 billion yen

Non-delivery
businesses
295.2 billion yen

We also provide the same highly reliable TA-Q-BIN
services as in Japan in many parts of Asia, including Taiwan
where services started in October 2010, Shanghai andSingapore in January 2010, Hong Kong in February 2011,
and Malaysia in September 2011.

Sales drivers

Operating revenue by business

BIZ-logistics
Business
103.8 billion yen

The small parcel delivery business—most recognized for our
TA-Q-BIN services—and domestic air cargo transportation
business represent the driving force behind the collective
strengths of the Yamato Group.
With a domestic network that covers every part ofJapan, we have continually worked to modify services sothat they deliver even greater convenience for boththe sender and recipients.

(Fiscal year ended March 2015)

Asia

Home Convenience
Business
48.4 billion yen

International

111.21 millionJapan

103 offices

Japan

TA-Q-BIN services delivering new forms of convenience in Japan and in Asia

International Presence

Editorial Policy

01

Delivery BusinessCompany name YAMATO HOLDINGS CO., LTD.

Providing greater peace of mind
to elderly living alone ·························· 13

Major Achievements and Results in Fiscal 2014··· 19
Ensuring Long Distance Transport Safety ······ 21
Ensuring Air Cargo Safety ······················ 23

solutions provider in distribution and lifestyle support

50 locations

Approx.
Japan

Shanghai

TA-Q-BIN Centers

Approx.
Hong Kong

60,0006,000 locations

TaiwanFiscalyear ended
March 2015

13,967(¥100 million)

Delivery Business

1,101.4 billion yen

Malaysia
Singapore

Number of employees by business (consolidated)
Financial Business
863 people

Autoworks Business
1,897 people

e-Business
4,912 people

Other businesses
11,878 people

Home Convenience
Business
5,191 people
BIZ-logistics
Business
5,584 people
Non-delivery
businesses
30,325 people

Fiscalyear ended
March 2015

197,056(people)Origin of the Corporate Logo

We will transport parcels as carefully as mother cat carries her kitten
Delivery Business
166,731 people

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 the company’s permission,a person in charge of public relations designed the first corporate logo. The design the person chose was actually inspired by a drawing ofa cat made by their child.

02

Yamato Group at a Glance
BIZ-logistics Business

Japan

International

Helping corporate customers find solutions to their various logistics challenges
Our services and solutions focus on
the efficient storage and flow of goods.
Through close collaboration with our
network of international subsidiaries wedeliver integrated transport services andprovide lifestyle support solutions, while
in Japan we offer support with productrecalls and logistics for pharmaceuticals.

Financial BusinessJapan

Providing a host of essential settlement services for product shipment,
including COD, e-money, and credit card payments
The Yamato Group offers collections,
integrated leasing and credit finance atthe time of product shipment. We also
help customers access increased sales
opportunities by facilitating settlements
for mail order businesses and B2B
logistics.

Group companies: 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 Transport(s) Pte. Ltd. / Yamato International Logistics Co., Ltd. /Yamato Transport (M) Sdn. Bhd. / Yamato Logistics India Pvt. Ltd. / Yamato Transport Mexico S.A.de C.V. / Yamato
Logistics Vietnam Co., Ltd. / Shanghai Wai Gao Qiao Bonded Logistics Zone Yamato Warehouse Co., Ltd. / Yamato Unyu
(Thailand) Co., Ltd. / Pt. Yamato Indonesia

Home Convenience BusinessGroup companies: Yamato Financial Co., Ltd. / Yamato Credit & Finance Co., Ltd. / Yamato Lease Co., Ltd. / Yamato
Payment Service (HK) Ltd.

Autoworks Business

Japan

Japan

Supporting all aspects of living, with a focus on moving as well as furniture/homeelectronics deliveries and set up

Delivering a broad range of services for transport providers, from vehicle
management to logistics facility maintenance
The Yamato Group offers advanced
vehicle maintenance solutions andleveraging this experience we provide
integrated support to truck and bus
operators. Our services also include
the supply of fuel, automotive insurance,and logistics facility maintenance,
among others.

We deliver a host of lifestyle support
services, including moving as well as
the delivery and setup of household items.
We also help to make people’s lives
richer by eliminating inconveniences athome or at work, including delivering rare
and unique products from across Japan
directly from producer to customer.

Group companies: Yamato Autoworks Co., Ltd. / Yamato Autoworks Hokushinetsu Co., Ltd. / Yamato Autoworks
Okinawa Co., Ltd. / Yamato Autoworks Iwate Co., Ltd. / Yamato Autoworks Shikoku Co., Ltd.

Group companies: Yamato Home Convenience Co., Ltd.

e-Business

International

Japan

Harnessing ICT to streamline customer business processes
We deliver services within and outside
the Yamato Group under the three key
words tracing (leveraging our refined
traceability capabilities in logistics)
security (delivering added peace ofmind), and packaging (aiding early
introduction and implementation).

Other businesses

Japan

International

Organizations

We engage in the arterial transport business, box charterbusiness as well as provide shared services.

These organizations provide welfare services and offer
benefit programs within the group.

Group companies: Box Charter Co., Ltd. / Yamato Box Charter 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.

Pension Fund of Yamato Group / Yamato Group Health Insurance Societies / Yamato
Welfare Foundation / Yamato Self-support Center

Visit the following link to learn more about
our business segments.
http://www.yamato-hd.co.jp/english/business/index.html
Group companies: Yamato System Development Co., Ltd. / Yamato Web Solutions Co., Ltd.

03

04

Yamato Group at a Glance
BIZ-logistics Business

Japan

International

Helping corporate customers find solutions to their various logistics challenges
Our services and solutions focus on
the efficient storage and flow of goods.
Through close collaboration with our
network of international subsidiaries wedeliver integrated transport services andprovide lifestyle support solutions, while
in Japan we offer support with productrecalls and logistics for pharmaceuticals.

Financial BusinessJapan

Providing a host of essential settlement services for product shipment,
including COD, e-money, and credit card payments
The Yamato Group offers collections,
integrated leasing and credit finance atthe time of product shipment. We also
help customers access increased sales
opportunities by facilitating settlements
for mail order businesses and B2B
logistics.

Group companies: 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 Transport(s) Pte. Ltd. / Yamato International Logistics Co., Ltd. /Yamato Transport (M) Sdn. Bhd. / Yamato Logistics India Pvt. Ltd. / Yamato Transport Mexico S.A.de C.V. / Yamato
Logistics Vietnam Co., Ltd. / Shanghai Wai Gao Qiao Bonded Logistics Zone Yamato Warehouse Co., Ltd. / Yamato Unyu
(Thailand) Co., Ltd. / Pt. Yamato Indonesia

Home Convenience BusinessGroup companies: Yamato Financial Co., Ltd. / Yamato Credit & Finance Co., Ltd. / Yamato Lease Co., Ltd. / Yamato
Payment Service (HK) Ltd.

Autoworks Business

Japan

Japan

Supporting all aspects of living, with a focus on moving as well as furniture/homeelectronics deliveries and set up

Delivering a broad range of services for transport providers, from vehicle
management to logistics facility maintenance
The Yamato Group offers advanced
vehicle maintenance solutions andleveraging this experience we provide
integrated support to truck and bus
operators. Our services also include
the supply of fuel, automotive insurance,and logistics facility maintenance,
among others.

We deliver a host of lifestyle support
services, including moving as well as
the delivery and setup of household items.
We also help to make people’s lives
richer by eliminating inconveniences athome or at work, including delivering rare
and unique products from across Japan
directly from producer to customer.

Group companies: Yamato Autoworks Co., Ltd. / Yamato Autoworks Hokushinetsu Co., Ltd. / Yamato Autoworks
Okinawa Co., Ltd. / Yamato Autoworks Iwate Co., Ltd. / Yamato Autoworks Shikoku Co., Ltd.

Group companies: Yamato Home Convenience Co., Ltd.

e-Business

International

Japan

Harnessing ICT to streamline customer business processes
We deliver services within and outside
the Yamato Group under the three key
words tracing (leveraging our refined
traceability capabilities in logistics)
security (delivering added peace ofmind), and packaging (aiding early
introduction and implementation).

Other businesses

Japan

International

Organizations

We engage in the arterial transport business, box charterbusiness as well as provide shared services.

These organizations provide welfare services and offer
benefit programs within the group.

Group companies: Box Charter Co., Ltd. / Yamato Box Charter 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.

Pension Fund of Yamato Group / Yamato Group Health Insurance Societies / Yamato
Welfare Foundation / Yamato Self-support Center

Visit the following link to learn more about
our business segments.
http://www.yamato-hd.co.jp/english/business/index.html
Group companies: Yamato System Development Co., Ltd. / Yamato Web Solutions Co., Ltd.

03

04

Message from the President
Yamato Group Corporate Philosophy
Structural Diagram of the 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

Customers
Local
peopleShareholders

Management Philosophy

Employees

Partners

Management Philosophy
Corporate Stance
Employee Code of Conduct

Yamato Group Corporate
Philosophy
Company Precepts
Founding spirit

We will continue to generate new value together withpeople around the world by creating services that act associal infrastructure and help solve the world’s challenges
The phrase “for the benefit of the world and ofsociety” represents our underlying commitment
to innovation that creates new value
In January 2016 the Yamato Group will celebrate the 40th
anniversary of its TA-Q-BIN business. Today, TA-Q-BIN has
become a ubiquitous form of social infrastructure in Japanthat is truly indispensible to society in a similar fashion as
utilities such as electricity, water and gas. We are well awarethe major responsibilities that go along with it. Over theyears, the Yamato Group has always reviewed its businesses
very rigorously not only in terms of economics, but also
safety, the environment and society and dedicated a great
deal of efforts to fulfilling its corporate social responsibilities(CSR). We recognize that even greater efforts will be neededin the future because our role and presence continues toexpand as we gain more customers in international markets.
Since launching TA-Q-BIN, we have come up with awide range of related services including TA-Q-BIN Collect,

05

Cool TA-Q-BIN, and Golf TA-Q-BIN, among others. No
matter the time period, we have continued to innovate inpursuit of Creating Shared Value (CSV) that delivers both
economic and social value while solving challenges faced bycustomers, which has enabled us to continually create andlaunch all-new services one after another. At the root ofthese efforts is the backbone of our corporate philosophy,“for the benefit of the world and of society,” which has been
passed down as the founding spirit of our company.
Japan is faced with major challenges that include anaging society and regional depopulation. Given thissituation, as our form of CSV, we are combining the uniqueinformation technologies (IT), logistics technologies (LT), andfinancial technologies (FT) of each Yamato Group company
for use by customers as a platform for solving theirchallenges. Among these, we are focusing efforts on “Project
G (Government),” which seeks to solve social issues withthe assistance of local governments in providing lifestylesupport, which includes shopping assistance services and

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.

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 protection
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

watch-over services for the elderly, and sales promotion
support, which includes helping customer expand sales
channels for unique local specialty products. As of July
2015, we had reviewed 1,198 solutions and of these 288
are now in use as actual services. As we implement “Project
G,” our goal is to create services that can serve as new
forms of social infrastructure and in the process contributeto communities around the world (see pages 11 to 18).
At the same time, as of March 31, 2015 we eliminatedthe Kuroneko Mail-Bin service that was used to shipcatalogues and pamphlets. The reason for this is that while
the definition for “confidential correspondence” is vague anddifficult to comprehend, customers sending “confidential
correspondence” using Kuroneko Mail-Bin by mistake werestill exposed to possible punishment for violation of the
Postal Act. Actually, there were a total of 8 cases since July2009 where customers who used Kuroneko Mail-Bin tosend “confidential correspondence” were interviewed bypolice or had their cases sent to the Public Prosecutor.
Leaving customers unaware of a possible legal
violation exposed to the risk of becoming suspects goesagainst the Yamato Group’s corporate stance and social
responsibilities. Thus, we made the unfortunate decision toeliminate the Kuroneko Mail-Bin service based on thedetermination that it would be difficult to continually balanceuser convenience with a safe and secure user environment.
To ensure customers are not negatively affected by thisservice termination, we have created an alternative service
called Kuroneko DM-Bin and will continue to develop
services that meet new needs, such as TA-Q-BIN Compact
and NEKOPOSU, among others, while remaining firmly
committed to our customer-first stance.

Watching over elderly customers living alone who use TA-Q-BIN

Revitalizing local economies by helping to expand sales channels of uniquelocal specialty products

06

Message from the President
Yamato Group Corporate Philosophy
Structural Diagram of the 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

Customers
Local
peopleShareholders

Management Philosophy

Employees

Partners

Management Philosophy
Corporate Stance
Employee Code of Conduct

Yamato Group Corporate
Philosophy
Company Precepts
Founding spirit

We will continue to generate new value together withpeople around the world by creating services that act associal infrastructure and help solve the world’s challenges
The phrase “for the benefit of the world and ofsociety” represents our underlying commitment
to innovation that creates new value
In January 2016 the Yamato Group will celebrate the 40th
anniversary of its TA-Q-BIN business. Today, TA-Q-BIN has
become a ubiquitous form of social infrastructure in Japanthat is truly indispensible to society in a similar fashion as
utilities such as electricity, water and gas. We are well awarethe major responsibilities that go along with it. Over theyears, the Yamato Group has always reviewed its businesses
very rigorously not only in terms of economics, but also
safety, the environment and society and dedicated a great
deal of efforts to fulfilling its corporate social responsibilities(CSR). We recognize that even greater efforts will be neededin the future because our role and presence continues toexpand as we gain more customers in international markets.
Since launching TA-Q-BIN, we have come up with awide range of related services including TA-Q-BIN Collect,

05

Cool TA-Q-BIN, and Golf TA-Q-BIN, among others. No
matter the time period, we have continued to innovate inpursuit of Creating Shared Value (CSV) that delivers both
economic and social value while solving challenges faced bycustomers, which has enabled us to continually create andlaunch all-new services one after another. At the root ofthese efforts is the backbone of our corporate philosophy,“for the benefit of the world and of society,” which has been
passed down as the founding spirit of our company.
Japan is faced with major challenges that include anaging society and regional depopulation. Given thissituation, as our form of CSV, we are combining the uniqueinformation technologies (IT), logistics technologies (LT), andfinancial technologies (FT) of each Yamato Group company
for use by customers as a platform for solving theirchallenges. Among these, we are focusing efforts on “Project
G (Government),” which seeks to solve social issues withthe assistance of local governments in providing lifestylesupport, which includes shopping assistance services and

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.

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 protection
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

watch-over services for the elderly, and sales promotion
support, which includes helping customer expand sales
channels for unique local specialty products. As of July
2015, we had reviewed 1,198 solutions and of these 288
are now in use as actual services. As we implement “Project
G,” our goal is to create services that can serve as new
forms of social infrastructure and in the process contributeto communities around the world (see pages 11 to 18).
At the same time, as of March 31, 2015 we eliminatedthe Kuroneko Mail-Bin service that was used to shipcatalogues and pamphlets. The reason for this is that while
the definition for “confidential correspondence” is vague anddifficult to comprehend, customers sending “confidential
correspondence” using Kuroneko Mail-Bin by mistake werestill exposed to possible punishment for violation of the
Postal Act. Actually, there were a total of 8 cases since July2009 where customers who used Kuroneko Mail-Bin tosend “confidential correspondence” were interviewed bypolice or had their cases sent to the Public Prosecutor.
Leaving customers unaware of a possible legal
violation exposed to the risk of becoming suspects goesagainst the Yamato Group’s corporate stance and social
responsibilities. Thus, we made the unfortunate decision toeliminate the Kuroneko Mail-Bin service based on thedetermination that it would be difficult to continually balanceuser convenience with a safe and secure user environment.
To ensure customers are not negatively affected by thisservice termination, we have created an alternative service
called Kuroneko DM-Bin and will continue to develop
services that meet new needs, such as TA-Q-BIN Compact
and NEKOPOSU, among others, while remaining firmly
committed to our customer-first stance.

Watching over elderly customers living alone who use TA-Q-BIN

Revitalizing local economies by helping to expand sales channels of uniquelocal specialty products

06

Message from the President

The Yamato Group, under its long-term management plancalled “DAN-TOTSU Management Plan 2019,” is aiming tobecome “Asia’s No. 1 solutions provider in distribution andlifestyle support” by 2019 when it will celebrate its 100th
anniversary. At the same time, under our medium-term
management plan called “DAN-TOTSU Three-Year Plan
STEP,” we are promoting the “Value Networking” design andthe fostering of a sound corporate culture.
In recent years, the business environment in Japanand in international markets has undergone great change,
which requires we change in order to achieve steady
growth going forward.
The “Value Networking” design concept will seek to
evolve logistics from a cost to a means for generating value
by restructuring our network in Japan and international
markets in an effort to support Japan’s growth strategy
through logistics restructuring that involves all customer
business segments and sizes.
In 2013, we opened Haneda Chronogate as thecenterpiece of this concept. This facility will transformcustomers’ businesses by providing value-added functions
such as in-house repairs, assembly, processing, andcleaning, in addition to speedy transport taking advantage ofits favorable location for linking regions around the country.
We are also moving forward with plans to construct
gateway logistics terminals in every major region of Japan.
These facilities will have high efficiency sorting capabilities
that enable sorting at the same time as shipping andreceiving 24 hours a day, which will make it possible forsame-day deliveries between major cities and to alleviatelabor shortages through reduced transport costs andmanpower. In 2013, we opened the Atsugi Gateway for the
Kanto Region and we plan on opening the Mikawa Gateway
for the Chubu Region in fiscal 2016 and a new gateway in
the Kansai Region in fiscal 2017.
In terms of overseas shipments, we have utilized thefunctions of our Okinawa International Logistics Hub, which
offers 24-hour a day custom clearance and a central
location in East Asia, to help expand exports of Japanese
agricultural, forestry and fisheries products. We have also
expanded International Cool TA-Q-BIN services to include
Hong Kong, Taiwan, and Singapore so that Japan’s freshseasonal foods can be shipped in small lots at frequent intervals
to maintain straight-from-the-producer freshness. Moving

In April 2015 we launched TA-Q-BIN Compact, ideal for home delivery ofsmall parcels, and a new mail service called NEKOPOSU

All repair work has been centralized at Haneda Chronogate and information
digitized to increase operating efficiencies

Promoting “Value Networking” design tosupport Japan’s growth strategies

Medium-term Management DAN-TOTSU Three-Year Plan STEP (Fiscal 2014 – Fiscal 2016)

forward, under the “Value Networking” design, we will seek toincrease the speed of customer distribution like never before
and while cutting costs and improving quality. In August 2015,
we became an official partner of the Tokyo 2020 Olympic andParalympic Games. As the official domestic shipping partner,
we will work to facilitate the smooth administration of thegames as well as help make the Tokyo 2020 Games one of
the best in history from the standpoint of high value added
logistics that balances efficiency and safety and reduced
environmental impacts.

Promoting initiatives for important CSR issues
in safety, the environment and governanceThe concept of a sound corporate culture cited in “DAN-TOTSU
Three-Year Plan STEP” refers particularly to the fulfillment ofour corporate social responsibilities. The Yamato Group’s
CSR is defined as living up to the trust and expectations of
all stakeholders by fulfilling responsibilities in the four areasof safety, the environment, society and the economy, whileworking to expand our businesses by realizing our long-term
management plan following the 10 aspects of our corporate
stance, including “respect for human life,” “promoting
environmental protection,” and “a corporation trusted by the
local community,” which form the heart of the Yamato Group
Corporate Philosophy. Based on this, we are working toaddress important issue with consideration given to our impacts
on stakeholders and society as whole (see pages 9 and 10).
In particular, with regards to safety, we operate a fleet of
more than 50,000 vehicles and use public roads as part of ourtransport operations, which makes community-friendly driving
as well as ensuring safety on the road of paramount concern.
This is why everyone at the Yamato Group is working with astrong conviction to achieving zero traffic accidents and zero
occupational accidents (see pages 19 to 24).
In terms of the environment, we refer to environmental
protection activities carried out across the Yamato Group as

Representative Director, President
and Executive Officer

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

Concept

Promote “Value Networking” design and the fostering of a sound corporate culture

Environment

SafetyBasic Group Strategy (1)Basic Group Strategy (2)Restructure network to create higher added value
business models

Strengthening Governance andPromoting CSR

Seamlessly integrate our core competence of last one mile services in Japan and Asia toenhance customer satisfaction underpinned by customer-driven solutions and costcompetiveness

Reinforce foundation for business growth andmitigate risks associated with business expansion

Customer-driven
solutions07

Customersatisfaction

Cost
competitiveness

Masaki Yamauchi

The Yamato Group’s CSR

Vision for 2019

Basic Group
Strategies“Necology.” In addition to the packaging, transport anddelivery process of logistics, we are also working diligently
to make our other business activities as eco-friendly as
possible to ensure that logistics have less of an impact on
the environment (see pages 25 to 30).
As we move forward with the globalization of ourbusinesses, we became a signatory to the UN Global
Compact, a framework advocated by the UN for achieving
sustainable growth, in April 2014 and stated our support for
the four fields of focus (human rights, labor, the environment
and anti-corruption) and 10 principles.
We also recognize the corporate value extends beyond
mere financial assessments such as operating income toinclude customer satisfaction, shareholder satisfaction, andemployee satisfaction. We believe that enhancing overall
corporate value including CSR activities will link with thecontinual and sustained growth of the Yamato Group. Goingforward, the Yamato Group will make further efforts tobecome a company most loved and trusted by society.
Your continued support is greatly appreciated.

Society’s
satisfaction
Employeesatisfaction
Shareholder
satisfaction

Provide reliable quality with peaceof mindFurther entrench corporate
philosophy
Sound financial standing

Society

EconomyLong-Term
Management
Plan
Yamato Group
Corporate Philosophy

The Yamato Group’s CSR activities are deployed with a focus onsafety, the 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 Group to continue
operations indefinitely into the future. For this reason, we are committed
to leveraging our collective strengths to promote CSR.

08

Message from the President

The Yamato Group, under its long-term management plancalled “DAN-TOTSU Management Plan 2019,” is aiming tobecome “Asia’s No. 1 solutions provider in distribution andlifestyle support” by 2019 when it will celebrate its 100th
anniversary. At the same time, under our medium-term
management plan called “DAN-TOTSU Three-Year Plan
STEP,” we are promoting the “Value Networking” design andthe fostering of a sound corporate culture.
In recent years, the business environment in Japanand in international markets has undergone great change,
which requires we change in order to achieve steady
growth going forward.
The “Value Networking” design concept will seek to
evolve logistics from a cost to a means for generating value
by restructuring our network in Japan and international
markets in an effort to support Japan’s growth strategy
through logistics restructuring that involves all customer
business segments and sizes.
In 2013, we opened Haneda Chronogate as thecenterpiece of this concept. This facility will transformcustomers’ businesses by providing value-added functions
such as in-house repairs, assembly, processing, andcleaning, in addition to speedy transport taking advantage ofits favorable location for linking regions around the country.
We are also moving forward with plans to construct
gateway logistics terminals in every major region of Japan.
These facilities will have high efficiency sorting capabilities
that enable sorting at the same time as shipping andreceiving 24 hours a day, which will make it possible forsame-day deliveries between major cities and to alleviatelabor shortages through reduced transport costs andmanpower. In 2013, we opened the Atsugi Gateway for the
Kanto Region and we plan on opening the Mikawa Gateway
for the Chubu Region in fiscal 2016 and a new gateway in
the Kansai Region in fiscal 2017.
In terms of overseas shipments, we have utilized thefunctions of our Okinawa International Logistics Hub, which
offers 24-hour a day custom clearance and a central
location in East Asia, to help expand exports of Japanese
agricultural, forestry and fisheries products. We have also
expanded International Cool TA-Q-BIN services to include
Hong Kong, Taiwan, and Singapore so that Japan’s freshseasonal foods can be shipped in small lots at frequent intervals
to maintain straight-from-the-producer freshness. Moving

In April 2015 we launched TA-Q-BIN Compact, ideal for home delivery ofsmall parcels, and a new mail service called NEKOPOSU

All repair work has been centralized at Haneda Chronogate and information
digitized to increase operating efficiencies

Promoting “Value Networking” design tosupport Japan’s growth strategies

Medium-term Management DAN-TOTSU Three-Year Plan STEP (Fiscal 2014 – Fiscal 2016)

forward, under the “Value Networking” design, we will seek toincrease the speed of customer distribution like never before
and while cutting costs and improving quality. In August 2015,
we became an official partner of the Tokyo 2020 Olympic andParalympic Games. As the official domestic shipping partner,
we will work to facilitate the smooth administration of thegames as well as help make the Tokyo 2020 Games one of
the best in history from the standpoint of high value added
logistics that balances efficiency and safety and reduced
environmental impacts.

Promoting initiatives for important CSR issues
in safety, the environment and governanceThe concept of a sound corporate culture cited in “DAN-TOTSU
Three-Year Plan STEP” refers particularly to the fulfillment ofour corporate social responsibilities. The Yamato Group’s
CSR is defined as living up to the trust and expectations of
all stakeholders by fulfilling responsibilities in the four areasof safety, the environment, society and the economy, whileworking to expand our businesses by realizing our long-term
management plan following the 10 aspects of our corporate
stance, including “respect for human life,” “promoting
environmental protection,” and “a corporation trusted by the
local community,” which form the heart of the Yamato Group
Corporate Philosophy. Based on this, we are working toaddress important issue with consideration given to our impacts
on stakeholders and society as whole (see pages 9 and 10).
In particular, with regards to safety, we operate a fleet of
more than 50,000 vehicles and use public roads as part of ourtransport operations, which makes community-friendly driving
as well as ensuring safety on the road of paramount concern.
This is why everyone at the Yamato Group is working with astrong conviction to achieving zero traffic accidents and zero
occupational accidents (see pages 19 to 24).
In terms of the environment, we refer to environmental
protection activities carried out across the Yamato Group as

Representative Director, President
and Executive Officer

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

Concept

Promote “Value Networking” design and the fostering of a sound corporate culture

Environment

SafetyBasic Group Strategy (1)Basic Group Strategy (2)Restructure network to create higher added value
business models

Strengthening Governance andPromoting CSR

Seamlessly integrate our core competence of last one mile services in Japan and Asia toenhance customer satisfaction underpinned by customer-driven solutions and costcompetiveness

Reinforce foundation for business growth andmitigate risks associated with business expansion

Customer-driven
solutions07

Customersatisfaction

Cost
competitiveness

Masaki Yamauchi

The Yamato Group’s CSR

Vision for 2019

Basic Group
Strategies“Necology.” In addition to the packaging, transport anddelivery process of logistics, we are also working diligently
to make our other business activities as eco-friendly as
possible to ensure that logistics have less of an impact on
the environment (see pages 25 to 30).
As we move forward with the globalization of ourbusinesses, we became a signatory to the UN Global
Compact, a framework advocated by the UN for achieving
sustainable growth, in April 2014 and stated our support for
the four fields of focus (human rights, labor, the environment
and anti-corruption) and 10 principles.
We also recognize the corporate value extends beyond
mere financial assessments such as operating income toinclude customer satisfaction, shareholder satisfaction, andemployee satisfaction. We believe that enhancing overall
corporate value including CSR activities will link with thecontinual and sustained growth of the Yamato Group. Goingforward, the Yamato Group will make further efforts tobecome a company most loved and trusted by society.
Your continued support is greatly appreciated.

Society’s
satisfaction
Employeesatisfaction
Shareholder
satisfaction

Provide reliable quality with peaceof mindFurther entrench corporate
philosophy
Sound financial standing

Society

EconomyLong-Term
Management
Plan
Yamato Group
Corporate Philosophy

The Yamato Group’s CSR activities are deployed with a focus onsafety, the 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 Group to continue
operations indefinitely into the future. For this reason, we are committed
to leveraging our collective strengths to promote CSR.

08

Our Major Initiatives

SafetyEnvironment

Society

The Yamato Group has identified as well as
carries out initiative to manage and maintainmateriality based on its unique businesses, strategies,
and impacts on society.
The YamatoGroup’s major
CSR initiatives

Achieving safe
workplaceenvironment

SO2

Initiatives duringtransport

Reduction of wastes

Initiatives at facilities

Initiatives to reuse andrecycleEN3, 6, 15, 18, 30

Initiative to reduce

Activities to fulfill responsibilities toward stakeholders

EN1, 2Label
recycling
Proper handlingof confidential
information(TA-Q-BIN, etc.)

International

BIZ-logistics
Improving logistics andstorage solutions

Assistance withproduct recalls

International

Safetymeasuresmatched to
local traffic
conditions

Home Convenience
Moving services anddelivery and setup
of household items

Eco-driving

Promotion ofmodal shift

Ensuring Air
cargo safety
P23

Prevention ofoccupational
accidents

Home security

Mental health
care

Japan

Truck, bus andother vehicle
management
and maintenancesolutions

Autoworks
Vehicle management
servicesJapan

Customers

Improving quality and customer satisfaction

Use ofuniforms
made fromrecycled PET
bottles

Adoption of
low emission
vehiclesPrevention of
traffic
accidents
P21

Non-delivery

Japan

Society We aim to earn the trust and respond to expectations of stakeholders.

CO2 emission reductions

Providing security
and peace of mind

Delivery businesses
Small parcels

Japan

Environ- we are creating environmentally
ment friendly logistics.

LA6

Businesses

As we satisfy our CSR in terms of safety, the environment,
society, and economy, we have decided the details of ourinitiatives based on their materiality to the Yamato Group andto our stakeholders, their impact on society, and other factors.
In order to advance our information disclosure in the
future, in fiscal 2014 we examined information we disclose
for important initiatives referencing the Sustainability
Reporting Guidelines Version 4 *1.

Under the key word “Necology,”

With respect for human life as our top priority,

Safety we are always striving to achieve safety.
Accident prevention

The Yamato Group is working hard 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 implement this long-term management plan, theresponsibilities that we must fulfill, the expectations of our
stakeholders, and our impacts on society will all grow larger.

Environmental
impactreduction
throughcooperativetransport

Confidential
document
recycling
service

Product development based on customer needs (TA-Q-BIN Compact and NEKOPOSU, etc.)
Initiatives to improve customer service quality

Employees

P35

Creation of workplaces to motivate

Developing
eco-friendly
packagingmaterials

LA3,10

Education and career development
Work-Life Balance

Respect for diversity

Partners

Fair and unbiased trading / Collaboration for safety and improving service quality
Communication with TA-Q-BIN sarvice partner

Energy-saving
initiatives

Centralized
logistics within
large
mixed-usedbuildings
P27

Utilization ofnatural energy

Shareholders

Reusing andrecycling
unwanted
articles P29

Appropriate and fair information disclosure / Enhancement of communication
Publication of the annual report and booklets for shareholders
Earnings presentations and investor briefings held inside and outside Japan

Local people

Recyclingused tires

Reusingrainwater

Supporting society and education

SO1

Music TA-Q-BIN Kuroneko Family Concert
Children’s Traffic Safety Workshop
Kuroneko Yamato Environmental Class”

e-BusinessInformation systemdevelopment

Yamato Transport Business Seminar for High School Students

Financial
Financial services
including payments
Japan

Promotion of CSV in partnership with local communities

Securing
information
security for
products andservices

Japan

P33

Lifestyle support, sales promotion support and tourism promotion supportGoing
paperless

SO1
Feature article P11

Support for economic independence for people with disabilities
Initiatives by the Yamato Welfare Foundation
Operation of “Swan Bakery” stores, where people with disabilities work.
Donations by employees

International

Compliance / Business Continuity Plan (BCP) / Information Security /Governance

Information Disclosure and Communication*1 Sustainability Reporting Guidelines: A set of international guidelines that apply to the creation of CSR/sustainability reports.
SO2

Operations with significant potential or actual negative impacts on local communities /number of work-related fatalities, by region and by gender /(GHG) emissions (Scope 1) /

09

EN18

EN3

LA6

Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total

Direct energy consumption within the organization /Greenhouse gas (GHG) emissions intensity /

EN30

EN6

Reduction of energy consumption /EN15

Direct greenhouse gas

Significant environmental impacts of transporting product and other goods and materials used for theorganization’s operations, and transporting members of the workforce /
LA3

EN1

Return to work and retention rates after parental leave, by gender /assist them in managing career endings /SO1

Materials used by weight or volume /
LA10

EN2

Percentage of materials used that are recycled input materials /Programs for skills management and lifelong learning that support the continued employability of employees andPercentage of operations with implemented local community engagement, impact assessments, and development programs

10

Our Major Initiatives

SafetyEnvironment

Society

The Yamato Group has identified as well as
carries out initiative to manage and maintainmateriality based on its unique businesses, strategies,
and impacts on society.
The YamatoGroup’s major
CSR initiatives

Achieving safe
workplaceenvironment

SO2

Initiatives duringtransport

Reduction of wastes

Initiatives at facilities

Initiatives to reuse andrecycleEN3, 6, 15, 18, 30

Initiative to reduce

Activities to fulfill responsibilities toward stakeholders

EN1, 2Label
recycling
Proper handlingof confidential
information(TA-Q-BIN, etc.)

International

BIZ-logistics
Improving logistics andstorage solutions

Assistance withproduct recalls

International

Safetymeasuresmatched to
local traffic
conditions

Home Convenience
Moving services anddelivery and setup
of household items

Eco-driving

Promotion ofmodal shift

Ensuring Air
cargo safety
P23

Prevention ofoccupational
accidents

Home security

Mental health
care

Japan

Truck, bus andother vehicle
management
and maintenancesolutions

Autoworks
Vehicle management
servicesJapan

Customers

Improving quality and customer satisfaction

Use ofuniforms
made fromrecycled PET
bottles

Adoption of
low emission
vehiclesPrevention of
traffic
accidents
P21

Non-delivery

Japan

Society We aim to earn the trust and respond to expectations of stakeholders.

CO2 emission reductions

Providing security
and peace of mind

Delivery businesses
Small parcels

Japan

Environ- we are creating environmentally
ment friendly logistics.

LA6

Businesses

As we satisfy our CSR in terms of safety, the environment,
society, and economy, we have decided the details of ourinitiatives based on their materiality to the Yamato Group andto our stakeholders, their impact on society, and other factors.
In order to advance our information disclosure in the
future, in fiscal 2014 we examined information we disclose
for important initiatives referencing the Sustainability
Reporting Guidelines Version 4 *1.

Under the key word “Necology,”

With respect for human life as our top priority,

Safety we are always striving to achieve safety.
Accident prevention

The Yamato Group is working hard 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 implement this long-term management plan, theresponsibilities that we must fulfill, the expectations of our
stakeholders, and our impacts on society will all grow larger.

Environmental
impactreduction
throughcooperativetransport

Confidential
document
recycling
service

Product development based on customer needs (TA-Q-BIN Compact and NEKOPOSU, etc.)
Initiatives to improve customer service quality

Employees

P35

Creation of workplaces to motivate

Developing
eco-friendly
packagingmaterials

LA3,10

Education and career development
Work-Life Balance

Respect for diversity

Partners

Fair and unbiased trading / Collaboration for safety and improving service quality
Communication with TA-Q-BIN sarvice partner

Energy-saving
initiatives

Centralized
logistics within
large
mixed-usedbuildings
P27

Utilization ofnatural energy

Shareholders

Reusing andrecycling
unwanted
articles P29

Appropriate and fair information disclosure / Enhancement of communication
Publication of the annual report and booklets for shareholders
Earnings presentations and investor briefings held inside and outside Japan

Local people

Recyclingused tires

Reusingrainwater

Supporting society and education

SO1

Music TA-Q-BIN Kuroneko Family Concert
Children’s Traffic Safety Workshop
Kuroneko Yamato Environmental Class”

e-BusinessInformation systemdevelopment

Yamato Transport Business Seminar for High School Students

Financial
Financial services
including payments
Japan

Promotion of CSV in partnership with local communities

Securing
information
security for
products andservices

Japan

P33

Lifestyle support, sales promotion support and tourism promotion supportGoing
paperless

SO1
Feature article P11

Support for economic independence for people with disabilities
Initiatives by the Yamato Welfare Foundation
Operation of “Swan Bakery” stores, where people with disabilities work.
Donations by employees

International

Compliance / Business Continuity Plan (BCP) / Information Security /Governance

Information Disclosure and Communication*1 Sustainability Reporting Guidelines: A set of international guidelines that apply to the creation of CSR/sustainability reports.
SO2

Operations with significant potential or actual negative impacts on local communities /number of work-related fatalities, by region and by gender /(GHG) emissions (Scope 1) /

09

EN18

EN3

LA6

Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total

Direct energy consumption within the organization /Greenhouse gas (GHG) emissions intensity /

EN30

EN6

Reduction of energy consumption /EN15

Direct greenhouse gas

Significant environmental impacts of transporting product and other goods and materials used for theorganization’s operations, and transporting members of the workforce /
LA3

EN1

Return to work and retention rates after parental leave, by gender /assist them in managing career endings /SO1

Materials used by weight or volume /
LA10

EN2

Percentage of materials used that are recycled input materials /Programs for skills management and lifelong learning that support the continued employability of employees andPercentage of operations with implemented local community engagement, impact assessments, and development programs

10

Feature Article

The Yamato Group’s goal is to become “Asia’s No. 1 solutions provider in distribution and lifestyle support” and“a company most loved and trusted by society” by 2019 when it will celebrate its 100th anniversary.
To co-exist with and give back to local communities and economies, the Yamato Group is expanding its
Creating Shared Value (CSV) initiatives that seek to create value shared by local communities and thecompany through its core businesses. Until now, services supporting the lifestyles and livelihoods of people in
the local community were mainly shouldered by local governments.
However, these services have been reduced or in some cases the future called into question because of thedeteriorating finances of local governments, an increase in the elderly population, and graying of social workers.
Japan is also faced with a growing gap between cities and rural areas, the depopulation of regions, and a
decline in local industry.
Under “Project G,” which stands for government, we are working together with the local governments to help
solve community issues by providing a platform that combines the Yamato Groups information technologies (IT),logistics technologies (LT) and financial technologies (FT) for use by local community members, producers,
NPOs and companies closely rooted in the community involved in the same business.

Yamato Group’s
management resources

Social issues

Aging society and declining
birthrate
Increase in the number of elderly
living alone
Increase in the number of shoppingdisadvantaged people
Elimination of public transportation
services

Natural disasters
Secure transport for emergency relief
supplies following a disaster
Management of relief supplies fordisaster-affected areas
People living in temporary housing
or evacuation shelters
Deteriorating environment

Decline of local industries
Weaker profitability
Aging and shortage of successors
Increase in deserted arable land

Goals

Support models

Lifestyle support

Interviews held about
each issue

Aiming to become a company most loved
and trusted by society— the Yamato Group’s CSV

Goals of “Project G”

Shopping support
Watch-over support

Provide living
environment where
people can live withpeace of mind

Natural disaster support
Transport of emergency relief
supplies
Holding of outdoor markets

Yamato Group
Face-to-face contact with manycustomers through collection anddelivery services

Sales promotion and productdelivery support
Product sales support
Overseas sales channel expansion
supportSales drivers that play an integralrole in the community
IT, LT, and FTTourism promotion support
Nationwide TA-Q-BIN network

Revitalization of
local economies

Temporary storage and same-day
delivery of luggage
Operation of tourism information
centers
Services in different languages

Local economies
Acceleration in local store closures
Less information sharing or efforts
to attract visitors
Services for non-Japanese visitors

Local community support
Support running events
Support “hometown tax” payment“Project G” update

1,198
288
226
Partner agreements
Total solutions
Solutions now in use
as actual services(As of July 31, 2015)

Watch-over support(Kuroishi City, Aomori Prefecture)

Product sales support(Shunan City, Yamaguchi Prefecture)

We are helping to watch over elderly residents bydelivering local government publications once amonth as TA-Q-BIN.

We collect freshly picked vegetables in the morningand deliver them immediately to roadside stations,
helping to motivate farmers who could not deliver
their produce on their own.

Shopping support services(Otoyo Town, Kochi Prefecture)
We take care of the shopping needs of people
who cannot travel to the nearest store. In thecase of the elderly, we also check to see how
they are doing as part of our watch-over service.

Tourism promotion support(Osaka City, Osaka Prefecture)
We opened a luggage storage and delivery service center at OCAT,
one of the gateways to Osaka directly connected to JR Namba Stationin order to assist travelers to enjoy sightseeing and shopping without
their luggage. Fifteen of our similar outlets have been certified by
the Japan Tourism Agency as service centers for “hands-free travel.”

Information
published online
View videos
Yamato Group’s CSV(Japanese language only)

11

12

Feature Article

The Yamato Group’s goal is to become “Asia’s No. 1 solutions provider in distribution and lifestyle support” and“a company most loved and trusted by society” by 2019 when it will celebrate its 100th anniversary.
To co-exist with and give back to local communities and economies, the Yamato Group is expanding its
Creating Shared Value (CSV) initiatives that seek to create value shared by local communities and thecompany through its core businesses. Until now, services supporting the lifestyles and livelihoods of people in
the local community were mainly shouldered by local governments.
However, these services have been reduced or in some cases the future called into question because of thedeteriorating finances of local governments, an increase in the elderly population, and graying of social workers.
Japan is also faced with a growing gap between cities and rural areas, the depopulation of regions, and a
decline in local industry.
Under “Project G,” which stands for government, we are working together with the local governments to help
solve community issues by providing a platform that combines the Yamato Groups information technologies (IT),logistics technologies (LT) and financial technologies (FT) for use by local community members, producers,
NPOs and companies closely rooted in the community involved in the same business.

Yamato Group’s
management resources

Social issues

Aging society and declining
birthrate
Increase in the number of elderly
living alone
Increase in the number of shoppingdisadvantaged people
Elimination of public transportation
services

Natural disasters
Secure transport for emergency relief
supplies following a disaster
Management of relief supplies fordisaster-affected areas
People living in temporary housing
or evacuation shelters
Deteriorating environment

Decline of local industries
Weaker profitability
Aging and shortage of successors
Increase in deserted arable land

Goals

Support models

Lifestyle support

Interviews held about
each issue

Aiming to become a company most loved
and trusted by society— the Yamato Group’s CSV

Goals of “Project G”

Shopping support
Watch-over support

Provide living
environment where
people can live withpeace of mind

Natural disaster support
Transport of emergency relief
supplies
Holding of outdoor markets

Yamato Group
Face-to-face contact with manycustomers through collection anddelivery services

Sales promotion and productdelivery support
Product sales support
Overseas sales channel expansion
supportSales drivers that play an integralrole in the community
IT, LT, and FTTourism promotion support
Nationwide TA-Q-BIN network

Revitalization of
local economies

Temporary storage and same-day
delivery of luggage
Operation of tourism information
centers
Services in different languages

Local economies
Acceleration in local store closures
Less information sharing or efforts
to attract visitors
Services for non-Japanese visitors

Local community support
Support running events
Support “hometown tax” payment“Project G” update

1,198
288
226
Partner agreements
Total solutions
Solutions now in use
as actual services(As of July 31, 2015)

Watch-over support(Kuroishi City, Aomori Prefecture)

Product sales support(Shunan City, Yamaguchi Prefecture)

We are helping to watch over elderly residents bydelivering local government publications once amonth as TA-Q-BIN.

We collect freshly picked vegetables in the morningand deliver them immediately to roadside stations,
helping to motivate farmers who could not deliver
their produce on their own.

Shopping support services(Otoyo Town, Kochi Prefecture)
We take care of the shopping needs of people
who cannot travel to the nearest store. In thecase of the elderly, we also check to see how
they are doing as part of our watch-over service.

Tourism promotion support(Osaka City, Osaka Prefecture)
We opened a luggage storage and delivery service center at OCAT,
one of the gateways to Osaka directly connected to JR Namba Stationin order to assist travelers to enjoy sightseeing and shopping without
their luggage. Fifteen of our similar outlets have been certified by
the Japan Tourism Agency as service centers for “hands-free travel.”

Information
published online
View videos
Yamato Group’s CSV(Japanese language only)

11

12

Case Study 1

Lifestyle Support

Watch-over Support

Providing greater peace of mind to elderly living alone

Initiatives to look after the elderly utilizing
our extensive TA-Q-BIN network
Yamato Transport has expanded a number of initiatives for looking after elderly across Japan since 2010 as part of “Project G,”
with this process involving a much trial and error.
One such initiative launched in Kuroishi City in Aomori Prefecture in April 2013 has been praised by the local government
and local community members as a low cost, easy-to-implement initiative that delivers added peace of mind. Recently, we havestarted a similar initiative in Fukaura Town, Aomori Prefecture, modeled after the one in Kuroishi City. Some 41.1% of the town’s
population is over the age of 65, which is the third highest ratio among any municipality in the prefecture. The town is also facedwith a shortage of social workers, which has made it difficult to make individual visits to elderly residents living alone.
As a result, the town has been unable to monitor the health condition of elderly living alone and even unable toknow whether these people have changed residences. To assist the town, Yamato Transport concluded anagreementwith Fukaura Town Government to provide watch-over services for elderly residents living alone thatgbusiness. Under this agreement, Yamato Transport has begun looking after someare linked to its TA-Q-BIN busine
550 elderly residents living
g alone in the town who are mainly over the age of 70.

Fukaura Town, Nishi Tsugaru
County, Aomori Prefecture

Quick and easy implementation using Yamato
Transport’s existing TA-Q-BIN network
Initially, the Fukaura Town Government considered hiring temporary
employees to look after its elderly residents. However, it was
unable to immediately increase its workforce with new employees
and even if it was able to there was still the time and efforts
needed to train them. Yamato Transport’s initiative for looking
after the elderly utilizing its TA-Q-BIN services represented an
immediate solution to the town’s problem. One of the appealing
aspects of this service is that it can be implemented easily andquickly using the company’s existing TA-Q-BIN network.
The town now distributes its monthly publications for theelderly through TA-Q-BIN as part of its everyday shipping operations.
The results of each Sales Driver (SD)’s visit is collected andreported to the regional support center for the elderly operated

These publications are delivered onroutes along with other parcels

by the Fukaura Town Government. Simply by sending out its
publications as usual, Fukaura Town Government can now
check whether elderly living alone are in good health or ifthey are still living at their registered address simply and withcertainty. Since launching this service, Yamato Transport foundthat about 50 elderly individuals had moved and no longer
require follow up.
This service was introduced in Fukaura Town’s newsletter,
which has helped to steadily raise its visibility as a grassroots
service for watching over elderly in the community.
Yamato Transport’s goal is to provide this service continually
without additional cost or burden placed on local governments.
Going forward, this service will be tailored to suit the needs ofother communities so that new value can continually be generated
together with local communities.

Local governments provide publications with useful living information toelderly residents

Mechanism for Watch-Over Support Services for the Elderly

Town
Government
Yamato Transport delivers
TA-Q-BIN

Prepares publications for theelderly and requests delivery
by Yamato Transport (monthly)SD

Checks to see if they
are home

13

Not at home

Message from Fukaura Town

Message from Yamato Transport

Immediate implementation using Yamato Transport’s
network was a deciding factor

Aspiring to provide even better services

Information
published online

Josuke Abe
Sales Drivers (SD) check inon elderly residents during
their deliveries

Town
Government

The town government calls the homes of
elderly who have not been home for an
extended period of time (visit by social worker)

SD

View videos
Watch-over support(Japanese language only)

ElderlypeopleResults arecompiled into data
and reported

Senior Public Health Nurse
Regional Support Center for the Elderly
Fukaura Town Government

The fact that Yamato Transport’s
Sales Drivers are out in the community
every day delivering TA-Q-BIN showedthat we could immediately introduce
a watch-over service utilizing thisnetwork. This ability to hit the groundrunning proved to be a deciding factor.
We have also worked on ways
to notify residents about this newservice, which has steadily facilitatedimplementation.
I look forward to working with
the Yamato Group in the future toleverage its expertise in solving someof the issues our town faces.

Masaharu Takahashi
Branch Manager
Tsugaru Nishi Branch
Aomori District Branch
Yamato Transport Co., Ltd.

We prepared in various ways toimplement this service. One included
having all of our Sales Drivers at the
Fukaura Center participate in aseminar on how to deal with elderlywith dementia.
There was some trial and error
after we initially launched the service,
but we have made great progresswith refining the service while solving
issues as they have come up. We
hope to provide an even better service
going forward.

14

Case Study 1

Lifestyle Support

Watch-over Support

Providing greater peace of mind to elderly living alone

Initiatives to look after the elderly utilizing
our extensive TA-Q-BIN network
Yamato Transport has expanded a number of initiatives for looking after elderly across Japan since 2010 as part of “Project G,”
with this process involving a much trial and error.
One such initiative launched in Kuroishi City in Aomori Prefecture in April 2013 has been praised by the local government
and local community members as a low cost, easy-to-implement initiative that delivers added peace of mind. Recently, we havestarted a similar initiative in Fukaura Town, Aomori Prefecture, modeled after the one in Kuroishi City. Some 41.1% of the town’s
population is over the age of 65, which is the third highest ratio among any municipality in the prefecture. The town is also facedwith a shortage of social workers, which has made it difficult to make individual visits to elderly residents living alone.
As a result, the town has been unable to monitor the health condition of elderly living alone and even unable toknow whether these people have changed residences. To assist the town, Yamato Transport concluded anagreementwith Fukaura Town Government to provide watch-over services for elderly residents living alone thatgbusiness. Under this agreement, Yamato Transport has begun looking after someare linked to its TA-Q-BIN busine
550 elderly residents living
g alone in the town who are mainly over the age of 70.

Fukaura Town, Nishi Tsugaru
County, Aomori Prefecture

Quick and easy implementation using Yamato
Transport’s existing TA-Q-BIN network
Initially, the Fukaura Town Government considered hiring temporary
employees to look after its elderly residents. However, it was
unable to immediately increase its workforce with new employees
and even if it was able to there was still the time and efforts
needed to train them. Yamato Transport’s initiative for looking
after the elderly utilizing its TA-Q-BIN services represented an
immediate solution to the town’s problem. One of the appealing
aspects of this service is that it can be implemented easily andquickly using the company’s existing TA-Q-BIN network.
The town now distributes its monthly publications for theelderly through TA-Q-BIN as part of its everyday shipping operations.
The results of each Sales Driver (SD)’s visit is collected andreported to the regional support center for the elderly operated

These publications are delivered onroutes along with other parcels

by the Fukaura Town Government. Simply by sending out its
publications as usual, Fukaura Town Government can now
check whether elderly living alone are in good health or ifthey are still living at their registered address simply and withcertainty. Since launching this service, Yamato Transport foundthat about 50 elderly individuals had moved and no longer
require follow up.
This service was introduced in Fukaura Town’s newsletter,
which has helped to steadily raise its visibility as a grassroots
service for watching over elderly in the community.
Yamato Transport’s goal is to provide this service continually
without additional cost or burden placed on local governments.
Going forward, this service will be tailored to suit the needs ofother communities so that new value can continually be generated
together with local communities.

Local governments provide publications with useful living information toelderly residents

Mechanism for Watch-Over Support Services for the Elderly

Town
Government
Yamato Transport delivers
TA-Q-BIN

Prepares publications for theelderly and requests delivery
by Yamato Transport (monthly)SD

Checks to see if they
are home

13

Not at home

Message from Fukaura Town

Message from Yamato Transport

Immediate implementation using Yamato Transport’s
network was a deciding factor

Aspiring to provide even better services

Information
published online

Josuke Abe
Sales Drivers (SD) check inon elderly residents during
their deliveries

Town
Government

The town government calls the homes of
elderly who have not been home for an
extended period of time (visit by social worker)

SD

View videos
Watch-over support(Japanese language only)

ElderlypeopleResults arecompiled into data
and reported

Senior Public Health Nurse
Regional Support Center for the Elderly
Fukaura Town Government

The fact that Yamato Transport’s
Sales Drivers are out in the community
every day delivering TA-Q-BIN showedthat we could immediately introduce
a watch-over service utilizing thisnetwork. This ability to hit the groundrunning proved to be a deciding factor.
We have also worked on ways
to notify residents about this newservice, which has steadily facilitatedimplementation.
I look forward to working with
the Yamato Group in the future toleverage its expertise in solving someof the issues our town faces.

Masaharu Takahashi
Branch Manager
Tsugaru Nishi Branch
Aomori District Branch
Yamato Transport Co., Ltd.

We prepared in various ways toimplement this service. One included
having all of our Sales Drivers at the
Fukaura Center participate in aseminar on how to deal with elderlywith dementia.
There was some trial and error
after we initially launched the service,
but we have made great progresswith refining the service while solving
issues as they have come up. We
hope to provide an even better service
going forward.

14

Case Study 2

Sales Promotion and Product Delivery Support

Product Sales Support

Overseas Sales Channel Expansion Support

Expanding the scope of the distribution of agricultural, forestry and fisheries products
from Aomori Prefecture

Helping to dynamically expand sales channels
by using Cool TA-Q-BIN to transport products
throughout Japan and to international markets
Aomori Prefectures is the northernmost prefecture on the island of Honshu in Japan. The prefecture’s food self sufficiency
ratio is near 120%, which is almost three times the national average. Aomori Prefecture boasts Japan’s largest yield of apples,garlic, greater burdock, and nagaimo, and it is also famous for its seafood such as flounder, scallops, and sea urchin, among
others. As one way to revitalize the local economy, Aomori Prefecture has announced its intention to more aggressively market
its agriculture, forestry and fisheries industries in order to expand sales channels to every corner of Japan and to international markets.
However, conventional distributions systems have limited the service area for next-day delivery of the prefecture’s local
fresh seafood and greengrocery. In response to this issue facing Aomori Prefecture, Yamato Transport utilized its Cool TA-Q-BIN
service to propose a new approach to distribution that significantly expands the next-day delivery service coverage to help
deliver the prefecture’s fresh agricultural products and seafood nationwide in Japan and beyond to international markets.

Increased the ratio of products that could bedelivered by the morning of the next day
from 7.5% to 84.7%
In July 2014, Yamato Transport and Aomori Prefecture concluded
a partnership agreement for building an integrated transport
platform for the prefecture, which marked the beginning ofefforts to achieve expedited deliveries of fresh agricultural
products and seafood.
First, Yamato Transport established a new arterial routeconnecting Aomori and Sendai, in addition to its conventional
arterial transport routes for TA-Q-BIN. Additionally, shipmentsbound for Chubu and Kyushu for which next-day delivery was
extremely difficult now use the air cargo route connecting Sendai
and Osaka, with ground transport used from Osaka. Thissignificantly increased the ratio of products that can be shipped
anywhere in Japan by the morning of the next day from 7.5%
to 84.7%. This has also made it possible to deliver parcels to

A sticker denoting the parcel is to be
shipped via “A! Premium”

Hong Kong and Taiwan, via Okinawa from Osaka, as quickly as
the next day.
This service, which greatly expands the distribution
potential of Aomori Prefecture products both domestically andinternationally through high added-value logistics that maintains
freshness and quality with Cool TA-Q-BIN and shortens transit
times, was named “A! Premium” and officially launched on April
27, 2015.
The service has seen a steady increase in the number ofbusiness users since Aomori Prefecture has actively announced“A! Premium” through presentations as a solution for gaining
new business opportunities and for producers and fishermen toincrease their income. Business users of the service have been
impressed with the benefits that can be gained from small-lot
shipments and the joy of delivering their own produce directly
to consumers.

Foods requiring freshness are transported via refrigerated trucks
Listening to
the various needsof customers

Changes in delivery coverage achieved with Yamato Transport’s services

BeforePercentage of parcels that
could be delivered by the%morning of the next day (Population coverage ratio)

7.5

Next-day morning delivery
Some regions required
2 days for domestic delivery

Hokkaido/Tohoku Region

Ground route

Air route

Percentage of parcels thatcan be delivered by the%morning of the next day (Population coverage ratio)

84.7

After

Next-day morning delivery
As quick as
next-day delivery
Hokkaido to all of Honshu(morning to afternoon)
Hong Kong andTaiwan, etc.
Next-day delivery possible
for parts of Asia

Aomori

Second day delivery

Next-dayafternoon delivery

Chubu and west

Information
published online
View videos
Product Sales Support
Overseas Sales Channel
Expansion Support(Japanese language only)

15

AomoriSendaiKyushu Region
Kanto Region

Osaka

Next-day afternoon delivery
Okinawa16

Case Study 2

Sales Promotion and Product Delivery Support

Product Sales Support

Overseas Sales Channel Expansion Support

Expanding the scope of the distribution of agricultural, forestry and fisheries products
from Aomori Prefecture

Helping to dynamically expand sales channels
by using Cool TA-Q-BIN to transport products
throughout Japan and to international markets
Aomori Prefectures is the northernmost prefecture on the island of Honshu in Japan. The prefecture’s food self sufficiency
ratio is near 120%, which is almost three times the national average. Aomori Prefecture boasts Japan’s largest yield of apples,garlic, greater burdock, and nagaimo, and it is also famous for its seafood such as flounder, scallops, and sea urchin, among
others. As one way to revitalize the local economy, Aomori Prefecture has announced its intention to more aggressively market
its agriculture, forestry and fisheries industries in order to expand sales channels to every corner of Japan and to international markets.
However, conventional distributions systems have limited the service area for next-day delivery of the prefecture’s local
fresh seafood and greengrocery. In response to this issue facing Aomori Prefecture, Yamato Transport utilized its Cool TA-Q-BIN
service to propose a new approach to distribution that significantly expands the next-day delivery service coverage to help
deliver the prefecture’s fresh agricultural products and seafood nationwide in Japan and beyond to international markets.

Increased the ratio of products that could bedelivered by the morning of the next day
from 7.5% to 84.7%
In July 2014, Yamato Transport and Aomori Prefecture concluded
a partnership agreement for building an integrated transport
platform for the prefecture, which marked the beginning ofefforts to achieve expedited deliveries of fresh agricultural
products and seafood.
First, Yamato Transport established a new arterial routeconnecting Aomori and Sendai, in addition to its conventional
arterial transport routes for TA-Q-BIN. Additionally, shipmentsbound for Chubu and Kyushu for which next-day delivery was
extremely difficult now use the air cargo route connecting Sendai
and Osaka, with ground transport used from Osaka. Thissignificantly increased the ratio of products that can be shipped
anywhere in Japan by the morning of the next day from 7.5%
to 84.7%. This has also made it possible to deliver parcels to

A sticker denoting the parcel is to be
shipped via “A! Premium”

Hong Kong and Taiwan, via Okinawa from Osaka, as quickly as
the next day.
This service, which greatly expands the distribution
potential of Aomori Prefecture products both domestically andinternationally through high added-value logistics that maintains
freshness and quality with Cool TA-Q-BIN and shortens transit
times, was named “A! Premium” and officially launched on April
27, 2015.
The service has seen a steady increase in the number ofbusiness users since Aomori Prefecture has actively announced“A! Premium” through presentations as a solution for gaining
new business opportunities and for producers and fishermen toincrease their income. Business users of the service have been
impressed with the benefits that can be gained from small-lot
shipments and the joy of delivering their own produce directly
to consumers.

Foods requiring freshness are transported via refrigerated trucks
Listening to
the various needsof customers

Changes in delivery coverage achieved with Yamato Transport’s services

BeforePercentage of parcels that
could be delivered by the%morning of the next day (Population coverage ratio)

7.5

Next-day morning delivery
Some regions required
2 days for domestic delivery

Hokkaido/Tohoku Region

Ground route

Air route

Percentage of parcels thatcan be delivered by the%morning of the next day (Population coverage ratio)

84.7

After

Next-day morning delivery
As quick as
next-day delivery
Hokkaido to all of Honshu(morning to afternoon)
Hong Kong andTaiwan, etc.
Next-day delivery possible
for parts of Asia

Aomori

Second day delivery

Next-dayafternoon delivery

Chubu and west

Information
published online
View videos
Product Sales Support
Overseas Sales Channel
Expansion Support(Japanese language only)

15

AomoriSendaiKyushu Region
Kanto Region

Osaka

Next-day afternoon delivery
Okinawa16

Case Study 2

Sales Promotion and Product Delivery Support

Product Sales Support

Overseas Sales Channel Expansion Support

Expanding the scope of the distribution of agricultural, forestry andfisheries products from Aomori Prefecture

Helping to dynamically expand sales channels
by using Cool TA-Q-BIN to transport products
throughout Japan and to international markets
Delivering highly competitive Japanese foods
to Hong Kong, Taiwan and Singapore via
International Cool TA-Q-BIN
The “A! Premium” has opened up sales channels not only inJapan, but also in international markets where new commercial
distribution opportunities are being born.
In February 2015, the trial period for the “A! Premium,” ana high end Japanese restaurant chain in Hong Kong used
International Cool TA-Q-BIN to source live scallops from Aomori
Prefecture. The restaurant chain’s head was so surprised at the
freshness and delicious taste of the scallops delivered to Hong
Kong and they began sourcing live scallops, flounder, and live
sea urchin from Aomori Prefecture when the “A! Premium” service
was officially launched in June 2015. The restaurant chain alsoorganized an Aomori Fair. The restaurant’s sashimi, which wasmarketed for its freshness received rave reviews from patrons
even though the price was around 20% higher than normal.
Yamato Transport launched the world’s first international
integrated small-lot cold transport service called International
Cool TA-Q-BIN for Hong Kong in October 2013, and in 2015 it
expanded the service coverage to Taiwan and Singapore. This
makes it possible for fresh agricultural products and seafood tobe sold nationwide in Japan and to international markets.

Live scallops from Aomori Prefecture delivered to a Japanese restaurant in Hong Kong

Message from the head of a Japanese restaurant chainin Hong Kong

Surprised by the freshness and deliciousness

Ben YuSenior Manager, Sen-ryo
MAXIM’S CATERERS LTD.

17

I was surprised by the freshness ofthe products because they arrived
in Hong Kong on the next day after
being shipped from Japan. Despite
the price of the live scallop higher
than normal, it is being a popular
item in the menu with 30 orders
per day. I believe the freshness ofthe scallops help us to differentiate
from other restaurants.
We plan on importing new
ingredients in the future, so I verymuch look forward to the new
products that will be arriving.

Fresh sashimi
shimi served in Hong Kongm live Aomori scallops
made from

However, conventional distribution systems were only able tocover nearby areas mainly in the Tohoku Region for next-day
delivery of fresh seafood or produce. To help Aomori Prefecturewith this issue, Yamato Transport proposed to utiliz its Cool
TA-Q-BIN service usher in a revolution in logistics that significantly
expands the next-day service area coverage for fresh local
agricultural produce and seafood to every corner of Japan andbeyond to international markets.
This initiative to expand sales to international markets isbeing promoted to other local governments facing the samechallenge. For example, in March 2015, Kumamoto Prefecture,
together with Yamato Transport, launched a dedicatede-commerce site called Kumamoto Bishoku Club, which sells
strawberries, tomatoes, red sea bream and other local
products from Kumamoto Prefecture. Yamato Transport has
also signed agreements with Ehime Prefecture and Miyazaki
Prefecture to expand the distribution of local products tonationwide in Japan and to international markets.
Starting in June 2015, Minamiuonuma City in Niigata
Prefecture began showcasing and selling mangos grown inlocal greenhouses using the heat of hot springs on an
e-commerce site in Hong Kong. For these overseas sales,
Yamato Transport is providing assistance with not only themoney collection, but also the procedures of quarantine
and customs clearance and document preparation.
In the future, we will continue to support producers andlocal governments looking to revitalize the local economy byproviding multifaceted support utilizing the “function” and“network” of Yamato Group companies.

Message from Yamato Transport (HK) Ltd.

Demand for Japanese food and beverages continue
to trend upwards.

Peggy Cheung
Sales Executive
Yamato Transport (HK) Ltd.

The number of Hong Kong visitors toJapan has been increasing in recent
years. As the Hong Kong visitors
enjoyed the Japanese cuisine verymuch during their travelling, there isa growing demand for Japanese foodin Hong Kong as a result.
There are more and more
Japanese restaurants have been openedin Hong Kong especially those which
serve sushi and fresh seafood earned
the favor of Hong Kong people. The
live scallops delivered via International
Cool Ta-Q-Bin have been rated very
high by Sen-ryo Sushi.

A Yamato Transport (HK) truck out delivering parcels to customers in Hong Kong

World’s first international integrated small-lot cold transport service for Hong Kong – International Cool TA-Q-BIN
Delicious agricultural produce and seafood from Aomori Prefecture can be delivered fresh to Hong Kong via carefully temperature-controlled cold (cold or frozen)transport and shortened lead times using the Okinawa International Logistics Hub that offers customs clearance 24-hours a day 365 days a year.

Day of shipment

Next day

Okinawa International Logistics Hub

Yamato Transport
Sendai Airport
Osaka International Airport
Aomori District (Miyagi Prefecture) kansai International Airport
Branch(Osaka Prefecture)

Naha Airport(Okinawa Prefecture)
Export customs
clearance

Hong Kong
International Airport

Yamato Transport (HK)Restaurant

Import customs
clearance

Message from the Governor of Aomori Prefecture

Now more people can enjoy great local products
from Aomori Prefecture
Aomori Prefecture, because of its distance from major consumer centers such as Tokyo,
faces the three kinds of logistics challenges of time, distance and cost. In the past, wehave been unable to deliver great tasting Aomori products to customers outside theregion the way we wanted to. Since becoming governor, I have pushed forward with anaggressive approach to marketing agriculture, forestry and fisheries products and in July
2014 we concluded an agreement with Yamato Transport to receive assistance withthese issues in terms of logistics.
Under this agreement, in April 2015 we launched “A! Premium,” an all new transport service
that leverages the speed and integrated cold transport capabilities of Yamato Transport
to deliver products made in Aomori Prefecture earlier, quicker, cheaper, and to moredistant markets than ever before. A! Premium has helped us to overcome the geographic
handicap of Aomori Prefecture and make it possible to deliver fresh and delicious vegetables,
fruit and seafood from the prefecture to the rest of Japan and to customer in international
markets. This achievement is something I am very grateful for. I hope to invigorate efforts
across the entire prefecture to ensure that we can maximize this great opportunity.

Shingo Mimura

Governor of Aomori Prefectur18

Case Study 2

Sales Promotion and Product Delivery Support

Product Sales Support

Overseas Sales Channel Expansion Support

Expanding the scope of the distribution of agricultural, forestry andfisheries products from Aomori Prefecture

Helping to dynamically expand sales channels
by using Cool TA-Q-BIN to transport products
throughout Japan and to international markets
Delivering highly competitive Japanese foods
to Hong Kong, Taiwan and Singapore via
International Cool TA-Q-BIN
The “A! Premium” has opened up sales channels not only inJapan, but also in international markets where new commercial
distribution opportunities are being born.
In February 2015, the trial period for the “A! Premium,” ana high end Japanese restaurant chain in Hong Kong used
International Cool TA-Q-BIN to source live scallops from Aomori
Prefecture. The restaurant chain’s head was so surprised at the
freshness and delicious taste of the scallops delivered to Hong
Kong and they began sourcing live scallops, flounder, and live
sea urchin from Aomori Prefecture when the “A! Premium” service
was officially launched in June 2015. The restaurant chain alsoorganized an Aomori Fair. The restaurant’s sashimi, which wasmarketed for its freshness received rave reviews from patrons
even though the price was around 20% higher than normal.
Yamato Transport launched the world’s first international
integrated small-lot cold transport service called International
Cool TA-Q-BIN for Hong Kong in October 2013, and in 2015 it
expanded the service coverage to Taiwan and Singapore. This
makes it possible for fresh agricultural products and seafood tobe sold nationwide in Japan and to international markets.

Live scallops from Aomori Prefecture delivered to a Japanese restaurant in Hong Kong

Message from the head of a Japanese restaurant chainin Hong Kong

Surprised by the freshness and deliciousness

Ben YuSenior Manager, Sen-ryo
MAXIM’S CATERERS LTD.

17

I was surprised by the freshness ofthe products because they arrived
in Hong Kong on the next day after
being shipped from Japan. Despite
the price of the live scallop higher
than normal, it is being a popular
item in the menu with 30 orders
per day. I believe the freshness ofthe scallops help us to differentiate
from other restaurants.
We plan on importing new
ingredients in the future, so I verymuch look forward to the new
products that will be arriving.

Fresh sashimi
shimi served in Hong Kongm live Aomori scallops
made from

However, conventional distribution systems were only able tocover nearby areas mainly in the Tohoku Region for next-day
delivery of fresh seafood or produce. To help Aomori Prefecturewith this issue, Yamato Transport proposed to utiliz its Cool
TA-Q-BIN service usher in a revolution in logistics that significantly
expands the next-day service area coverage for fresh local
agricultural produce and seafood to every corner of Japan andbeyond to international markets.
This initiative to expand sales to international markets isbeing promoted to other local governments facing the samechallenge. For example, in March 2015, Kumamoto Prefecture,
together with Yamato Transport, launched a dedicatede-commerce site called Kumamoto Bishoku Club, which sells
strawberries, tomatoes, red sea bream and other local
products from Kumamoto Prefecture. Yamato Transport has
also signed agreements with Ehime Prefecture and Miyazaki
Prefecture to expand the distribution of local products tonationwide in Japan and to international markets.
Starting in June 2015, Minamiuonuma City in Niigata
Prefecture began showcasing and selling mangos grown inlocal greenhouses using the heat of hot springs on an
e-commerce site in Hong Kong. For these overseas sales,
Yamato Transport is providing assistance with not only themoney collection, but also the procedures of quarantine
and customs clearance and document preparation.
In the future, we will continue to support producers andlocal governments looking to revitalize the local economy byproviding multifaceted support utilizing the “function” and“network” of Yamato Group companies.

Message from Yamato Transport (HK) Ltd.

Demand for Japanese food and beverages continue
to trend upwards.

Peggy Cheung
Sales Executive
Yamato Transport (HK) Ltd.

The number of Hong Kong visitors toJapan has been increasing in recent
years. As the Hong Kong visitors
enjoyed the Japanese cuisine verymuch during their travelling, there isa growing demand for Japanese foodin Hong Kong as a result.
There are more and more
Japanese restaurants have been openedin Hong Kong especially those which
serve sushi and fresh seafood earned
the favor of Hong Kong people. The
live scallops delivered via International
Cool Ta-Q-Bin have been rated very
high by Sen-ryo Sushi.

A Yamato Transport (HK) truck out delivering parcels to customers in Hong Kong

World’s first international integrated small-lot cold transport service for Hong Kong – International Cool TA-Q-BIN
Delicious agricultural produce and seafood from Aomori Prefecture can be delivered fresh to Hong Kong via carefully temperature-controlled cold (cold or frozen)transport and shortened lead times using the Okinawa International Logistics Hub that offers customs clearance 24-hours a day 365 days a year.

Day of shipment

Next day

Okinawa International Logistics Hub

Yamato Transport
Sendai Airport
Osaka International Airport
Aomori District (Miyagi Prefecture) kansai International Airport
Branch(Osaka Prefecture)

Naha Airport(Okinawa Prefecture)
Export customs
clearance

Hong Kong
International Airport

Yamato Transport (HK)Restaurant

Import customs
clearance

Message from the Governor of Aomori Prefecture

Now more people can enjoy great local products
from Aomori Prefecture
Aomori Prefecture, because of its distance from major consumer centers such as Tokyo,
faces the three kinds of logistics challenges of time, distance and cost. In the past, wehave been unable to deliver great tasting Aomori products to customers outside theregion the way we wanted to. Since becoming governor, I have pushed forward with anaggressive approach to marketing agriculture, forestry and fisheries products and in July
2014 we concluded an agreement with Yamato Transport to receive assistance withthese issues in terms of logistics.
Under this agreement, in April 2015 we launched “A! Premium,” an all new transport service
that leverages the speed and integrated cold transport capabilities of Yamato Transport
to deliver products made in Aomori Prefecture earlier, quicker, cheaper, and to moredistant markets than ever before. A! Premium has helped us to overcome the geographic
handicap of Aomori Prefecture and make it possible to deliver fresh and delicious vegetables,
fruit and seafood from the prefecture to the rest of Japan and to customer in international
markets. This achievement is something I am very grateful for. I hope to invigorate efforts
across the entire prefecture to ensure that we can maximize this great opportunity.

Shingo Mimura

Governor of Aomori Prefectur

18

Safety

SafetyEnvironment

Society

EconomyMajor Achievements and Results in Fiscal 2014
SO2
LA6

Formulation of safety plans
Plans to assure transport safety

288

GovernanceItems with notable negative impacts (real and potential) on communities
Type of injury, ratio of injuries / number of illnesses on the job / number of days of leave /absences and number of deaths on the job (by region, by gender)

Promotion of safety awareness among employees
SO2

Commendations and contests

LA6

Safety Experts stationed nationwide

At every District Branch, Yamato Transport Co., Ltd. hasstationed safety training directors. These experts in safetymeasures provide safety instruction to Sales Drivers.

Acquisition of the Excellent Safe Driving Business“G-Mark” at 2,402 offices
Yamato Transport (J) is working to become a safer company byacquiring the G-Mark* at its offices.

4

Yamato Transport Nationwide Safety Meetmajor accidents

At this safety meet held by Yamato Transport (J), 45 winners of meets at
branches nationwide, at Okinawa Yamato Transport, and at Yamato Global
Express competed on safety consciousness and driving technique.

4 major traffic accidents in the group overall,
0 major occupational accidents

Long-Running No-Accident
Commendation awardees

The Yamato Group aims to reduce traffic accidents
to zero. Every year, Yamato Transport (J) formulates
a plan to assure transport safety, and displays posters
providing information on safety goals and initiatives
at all offices.

* Symbol mark for an Excellent Safe Driving Business awarded by theJapan Trucking Association.

8,620

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 Meet

Poster for plans to assure transport safety

Maintenance of equipment and safety systems
Training of sales drivers

Adoption of equipment and tools

Vehicle maintenance
Vehicle maintenanceplant Superworks

Education to improve skills
Sales Drivers who have received
ride-along instruction from Safety Experts

22

sites

Superworks are Yamato Autoworks’ 24-hour,
365-day maintenance plants that feature greatly
enhanced work efficiency. Of the company’s 71
plants nationwide, 22 have been designatedSuperworks.

26,166
Trainees who have taken classes fromsafety expert lecturers

Mechanics About880(including 650 with vehicle inspector qualifications)
Yamato Autoworks actively supports its mechanics’acquisition of vehicle inspector qualifications inaddition to normal mechanic qualifications. This
enables the mechanics to perform completion
inspections and confirm that vehicles conform tosafety standards following maintenance.

Enforcing driver’s license checks throughthe adoption of IT systems
In addition to visual confirmation of licenses,
Yamato Transport (J) uses portable information
devices to check IC card licenses, providing
support for operation management work andenforcing compliance through IT.

Adopting See-T Navi in delivery vehicles
to support safe and Earth-friendly driving

About46,61732,000vehicles (cumulative)

The See-T Navi vehicular system developed by
Yamato Transport (J) supports safe driving withfeatures including the digitizing of completedelivery route maps.

At all 69 District Branches in Japan, Yamato
Transport (J) appoints three instructors withexpert knowledge, one in each of three skills:
laws and regulations, practical traffic safety, andhealth and safety.

Safety information magazine and safety calendar
Yamato Transport (J) publishes the safety
information magazine “Safety First” with safe
driving tips and other information for Sales
Drivers, the “Driver's Safety Handbook” carriedby all Sales Drivers, and the "Safety Calendar"that aids in training to improve risk sensitivity.
Ride-along instruction by Safety Experts
Vehicle maintenance at a Superworks plant

Promotion of safety awareness among employees

19

Implementation of the Zero Traffic
Accidents Campaign

Initiatives to prevent occupational
accidents

The Yamato Group implements the Zero Traffic
Accidents Campaign every spring and autumn.
Yamato Transport (J), which has conducted thecampaign continually since 1970, conducted theautumn fiscal 2014 Zero Traffic Accidents Campaign
with the aim of achieving zero accidents under thetheme of enforcing basic rules and being protectiveof children, the elderly, bicycles, and motorcycles.

The Yamato Group performs internal sharing of
information on near-miss incidents that can lead tomajor accidents, and formulates and carries out
measures to achieve safe workplace environments.
In addition, all group companies implement measures
such as forklift safety seminars and Safety Week,
which aims to improve safety consciousness.

See-T Navi installed in a delivery vehicle

Overseas rollout of measures
to assure safety
Safety measures matched to local
traffic conditions
Our company holds a Drivers’ Contest safety meet in Singapore
and Malaysia, and also participates in safety events.

Drivers’ Contest in Singapore

Road Safety Carnival in Malaysia

Autumn 2014 Zero Traffic Accidents Campaign poster

20

Safety

SafetyEnvironment

Society

EconomyMajor Achievements and Results in Fiscal 2014
SO2
LA6

Formulation of safety plans
Plans to assure transport safety

288

GovernanceItems with notable negative impacts (real and potential) on communities
Type of injury, ratio of injuries / number of illnesses on the job / number of days of leave /absences and number of deaths on the job (by region, by gender)

Promotion of safety awareness among employees
SO2

Commendations and contests

LA6

Safety Experts stationed nationwide

At every District Branch, Yamato Transport Co., Ltd. hasstationed safety training directors. These experts in safetymeasures provide safety instruction to Sales Drivers.

Acquisition of the Excellent Safe Driving Business“G-Mark” at 2,402 offices
Yamato Transport (J) is working to become a safer company byacquiring the G-Mark* at its offices.

4

Yamato Transport Nationwide Safety Meetmajor accidents

At this safety meet held by Yamato Transport (J), 45 winners of meets at
branches nationwide, at Okinawa Yamato Transport, and at Yamato Global
Express competed on safety consciousness and driving technique.

4 major traffic accidents in the group overall,
0 major occupational accidents

Long-Running No-Accident
Commendation awardees

The Yamato Group aims to reduce traffic accidents
to zero. Every year, Yamato Transport (J) formulates
a plan to assure transport safety, and displays posters
providing information on safety goals and initiatives
at all offices.

* Symbol mark for an Excellent Safe Driving Business awarded by theJapan Trucking Association.

8,620

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 Meet

Poster for plans to assure transport safety

Maintenance of equipment and safety systems
Training of sales drivers

Adoption of equipment and tools

Vehicle maintenance
Vehicle maintenanceplant Superworks

Education to improve skills
Sales Drivers who have received
ride-along instruction from Safety Experts

22

sites

Superworks are Yamato Autoworks’ 24-hour,
365-day maintenance plants that feature greatly
enhanced work efficiency. Of the company’s 71
plants nationwide, 22 have been designatedSuperworks.

26,166
Trainees who have taken classes fromsafety expert lecturers

Mechanics About880(including 650 with vehicle inspector qualifications)
Yamato Autoworks actively supports its mechanics’acquisition of vehicle inspector qualifications inaddition to normal mechanic qualifications. This
enables the mechanics to perform completion
inspections and confirm that vehicles conform tosafety standards following maintenance.

Enforcing driver’s license checks throughthe adoption of IT systems
In addition to visual confirmation of licenses,
Yamato Transport (J) uses portable information
devices to check IC card licenses, providing
support for operation management work andenforcing compliance through IT.

Adopting See-T Navi in delivery vehicles
to support safe and Earth-friendly driving

About46,61732,000vehicles (cumulative)

The See-T Navi vehicular system developed by
Yamato Transport (J) supports safe driving withfeatures including the digitizing of completedelivery route maps.

At all 69 District Branches in Japan, Yamato
Transport (J) appoints three instructors withexpert knowledge, one in each of three skills:
laws and regulations, practical traffic safety, andhealth and safety.

Safety information magazine and safety calendar
Yamato Transport (J) publishes the safety
information magazine “Safety First” with safe
driving tips and other information for Sales
Drivers, the “Driver's Safety Handbook” carriedby all Sales Drivers, and the "Safety Calendar"that aids in training to improve risk sensitivity.
Ride-along instruction by Safety Experts
Vehicle maintenance at a Superworks plant

Promotion of safety awareness among employees

19

Implementation of the Zero Traffic
Accidents Campaign

Initiatives to prevent occupational
accidents

The Yamato Group implements the Zero Traffic
Accidents Campaign every spring and autumn.
Yamato Transport (J), which has conducted thecampaign continually since 1970, conducted theautumn fiscal 2014 Zero Traffic Accidents Campaign
with the aim of achieving zero accidents under thetheme of enforcing basic rules and being protectiveof children, the elderly, bicycles, and motorcycles.

The Yamato Group performs internal sharing of
information on near-miss incidents that can lead tomajor accidents, and formulates and carries out
measures to achieve safe workplace environments.
In addition, all group companies implement measures
such as forklift safety seminars and Safety Week,
which aims to improve safety consciousness.

See-T Navi installed in a delivery vehicle

Overseas rollout of measures
to assure safety
Safety measures matched to local
traffic conditions
Our company holds a Drivers’ Contest safety meet in Singapore
and Malaysia, and also participates in safety events.

Drivers’ Contest in Singapore

Road Safety Carnival in Malaysia

Autumn 2014 Zero Traffic Accidents Campaign poster

20

Safety

SafetyEnvironment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Engaging in long-distance arterial transport and B2B
logistics based on “safety first, business second”
We are firmly committed to the principle “safety first, business second” in various aspects of long distancearterial transport connecting Japan’s cities through TA-Q-BIN and B2B logistics that includes charter services.
Our female sales drivers continue to play a more integral role in our operations and we have spearheaded unique“safety first” efforts for these drivers.

Initiatives by the numbers

Long-running no-accident
commendation awardees*

8,620(fiscal 2014)* Every year, Sales Drivers who excel in safe
driving and who remain accident-free arecommended or awarded based on the numberof years and distance driven accident free.

Q What is needed to ensure long distance transportation safety?
schedule that is not overly demanding of Sales Drivers
A Aandwork
Sales Drivers who won’t push themselves too far (Yamamoto).
Whenever I say I’m a driver for the Yamato Group most people think of TA-Q-BIN,
but I actually work for Yamato Multi Charter, so I drive 10-ton trucks on inter-urban
arterial routes. I drive around to Yamato Transport’s branches in the Kansai area tocollect parcels and then use arterial routes to drive to major parcel sorting terminals
called “bases” that are located throughout Japan.
For example, when driving from Kyoto to the Atsugi Gateway in Kanagawa
Prefecture I’ll cover a distance of about 480km. I leave Kyoto at night and arrive thenext morning in Atsugi. After a half day off, I’m back on the road that night leaving
Atsugi and arriving in Kyoto the next morning. Overall my work schedule is a total ofthree days. When driving I’m required by law to take a 30 minutes rest every four hours,
so I stop at parking areas or other places along the expressway where I take a quick
power nap.
When on the road I always make it a point not to push too hard. I leave adequate
space between the vehicle in front of me and make it a point to avoid the passing lane
whenever possible. I make it a point to practice the Yamato Group’s principle of “safety
first, business second.”

Work schedule for long-distance arterial transport (Kyoto to Atsugi)
Kyoto

Q How do you learn safe driving practices?
information from past accidents and take part
A Iinstudy
driving skill competitions (Minami).

Message from the Kyoto Prefectural
Trucking Association

The Yamato Group’s drivers have boththe skills and manners of professionals

Unlike Ms. Yamamoto, I drive 2-ton trucks to collect and deliver charter service
parcels between companies in urban areas. Although our workplaces are different,
my commitment to safety is exactly the same. I’ve been a truck driver for many years,
but my awareness of safety has increased a great deal since joining the Yamato Group.
After driving in the same neighborhoods every day you get to know where you need toeven greater attention such as school zones. Being constantly aware of these locations
where extra attention is needed means that instead of not speeding I can no longer
speed. Case studies of actual traffic accidents are shared with employees, so I use thisknowledge to improve my driving.
Participating in outside driving skill competitions has also improved my safe
driving practices. In 2013 and 2014 I won the Female Driver 2-ton Vehicle Categoryof the Kyoto Prefectural Truck Driver Contest and took part in the national competition.
At the national competition, I was able to watch and learn the driving practices ofleading drivers from across Japan and also talk with them about driving. This refined
my driving skills and has boosted my motivation even further.

The Kyoto Prefectural Trucking Association
is an organization whose members comprisetrucking companies located in the prefecture.
Every year in June we host the Kyoto
Prefectural Truck Driver Contest in an effort
to improve drivers’ skills and prevent traffic
accidents. Participants from the YamatoGroup always exemplify the skills andmanners of professionals that serve as amodel for other companies to follow. Every
year these drivers score highly.
In the future, in addition to traffic safety,
we will encourage companies to obtain the
G-Mark*, which is a standard used to selecttruck companies that offer customers highlevels of safety and peace of mind. We also
hope to gain the cooperation of customers
in spreading the word about these activities
to make them more widely visible.

Q What are some of the future challenges female drivers face?
to maintain safe driving habits while being fully
A Striving
aware of one’s important responsibilities as a driver (Yamamoto).

Operations Section
Business Improvement Department
Kyoto Prefectural Trucking Association

Hirohata Komatsu

Whenever I’m walking with my children along the road I feel scared every time a large
truck passes by. This is why I always drive with pedestrians close in mind. You can’t
rush when driving, and when parking I maneuver the truck very carefully and cautiously.
Passersby who’ve seen me driving this way have praised me for being a kind driver.
In the future, the Yamato Group plans on opening the Mikawa Gateway in the
Chubu Region and a new gateway in the Kansai Region as well, to complement the
Atsugi Gateway, a major logistics terminal, with the goal of realizing same-day deliveries
in the Tokyo, Nagoya and Osaka areas. As the frequency of arterial transport used
to connect these major terminals increases, our jobs will become even more important.
I will live up to the principle of “safety first, business second” and continually strive topractice safe driving habits.

* Symbol mark for an Excellent Safe Driving
Business awarded by the Japan Trucking
Association

Information
published online
Ensuring Long Distance Transport
Safety as seen in pictures

Atsugi Gateway

Mariko Yamamoto
Takako Minami
Day 2 - Morning

Day 1 - Evening
30-minute rest every 4 hours

Half-day breakDay 3 - Morning

Breathalyzer tests areadministered prior shifts to measure the amountof alcohol in a driver’s breath

21

BC Kyoto Branch
Yamato Multi Charter Co., Ltd.
20 years of experience as a truck driver
Joined the company in 2013

Kyoto Branch
Yamato Multi Charter Co., Ltd.
14 years of experience as a truck driver
Obtained her truck license in 1998
Joined the company in 2013

Day 2 - Evening

IInspection of wheel bolts prior to leaving

Expr
Expressways
are
esse
essential to long-distance transport

22

Safety

SafetyEnvironment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Engaging in long-distance arterial transport and B2B
logistics based on “safety first, business second”
We are firmly committed to the principle “safety first, business second” in various aspects of long distancearterial transport connecting Japan’s cities through TA-Q-BIN and B2B logistics that includes charter services.
Our female sales drivers continue to play a more integral role in our operations and we have spearheaded unique“safety first” efforts for these drivers.

Initiatives by the numbers

Long-running no-accident
commendation awardees*

8,620(fiscal 2014)* Every year, Sales Drivers who excel in safe
driving and who remain accident-free arecommended or awarded based on the numberof years and distance driven accident free.

Q What is needed to ensure long distance transportation safety?
schedule that is not overly demanding of Sales Drivers
A Aandwork
Sales Drivers who won’t push themselves too far (Yamamoto).
Whenever I say I’m a driver for the Yamato Group most people think of TA-Q-BIN,
but I actually work for Yamato Multi Charter, so I drive 10-ton trucks on inter-urban
arterial routes. I drive around to Yamato Transport’s branches in the Kansai area tocollect parcels and then use arterial routes to drive to major parcel sorting terminals
called “bases” that are located throughout Japan.
For example, when driving from Kyoto to the Atsugi Gateway in Kanagawa
Prefecture I’ll cover a distance of about 480km. I leave Kyoto at night and arrive thenext morning in Atsugi. After a half day off, I’m back on the road that night leaving
Atsugi and arriving in Kyoto the next morning. Overall my work schedule is a total ofthree days. When driving I’m required by law to take a 30 minutes rest every four hours,
so I stop at parking areas or other places along the expressway where I take a quick
power nap.
When on the road I always make it a point not to push too hard. I leave adequate
space between the vehicle in front of me and make it a point to avoid the passing lane
whenever possible. I make it a point to practice the Yamato Group’s principle of “safety
first, business second.”

Work schedule for long-distance arterial transport (Kyoto to Atsugi)
Kyoto

Q How do you learn safe driving practices?
information from past accidents and take part
A Iinstudy
driving skill competitions (Minami).

Message from the Kyoto Prefectural
Trucking Association

The Yamato Group’s drivers have boththe skills and manners of professionals

Unlike Ms. Yamamoto, I drive 2-ton trucks to collect and deliver charter service
parcels between companies in urban areas. Although our workplaces are different,
my commitment to safety is exactly the same. I’ve been a truck driver for many years,
but my awareness of safety has increased a great deal since joining the Yamato Group.
After driving in the same neighborhoods every day you get to know where you need toeven greater attention such as school zones. Being constantly aware of these locations
where extra attention is needed means that instead of not speeding I can no longer
speed. Case studies of actual traffic accidents are shared with employees, so I use thisknowledge to improve my driving.
Participating in outside driving skill competitions has also improved my safe
driving practices. In 2013 and 2014 I won the Female Driver 2-ton Vehicle Categoryof the Kyoto Prefectural Truck Driver Contest and took part in the national competition.
At the national competition, I was able to watch and learn the driving practices ofleading drivers from across Japan and also talk with them about driving. This refined
my driving skills and has boosted my motivation even further.

The Kyoto Prefectural Trucking Association
is an organization whose members comprisetrucking companies located in the prefecture.
Every year in June we host the Kyoto
Prefectural Truck Driver Contest in an effort
to improve drivers’ skills and prevent traffic
accidents. Participants from the YamatoGroup always exemplify the skills andmanners of professionals that serve as amodel for other companies to follow. Every
year these drivers score highly.
In the future, in addition to traffic safety,
we will encourage companies to obtain the
G-Mark*, which is a standard used to selecttruck companies that offer customers highlevels of safety and peace of mind. We also
hope to gain the cooperation of customers
in spreading the word about these activities
to make them more widely visible.

Q What are some of the future challenges female drivers face?
to maintain safe driving habits while being fully
A Striving
aware of one’s important responsibilities as a driver (Yamamoto).

Operations Section
Business Improvement Department
Kyoto Prefectural Trucking Association

Hirohata Komatsu

Whenever I’m walking with my children along the road I feel scared every time a large
truck passes by. This is why I always drive with pedestrians close in mind. You can’t
rush when driving, and when parking I maneuver the truck very carefully and cautiously.
Passersby who’ve seen me driving this way have praised me for being a kind driver.
In the future, the Yamato Group plans on opening the Mikawa Gateway in the
Chubu Region and a new gateway in the Kansai Region as well, to complement the
Atsugi Gateway, a major logistics terminal, with the goal of realizing same-day deliveries
in the Tokyo, Nagoya and Osaka areas. As the frequency of arterial transport used
to connect these major terminals increases, our jobs will become even more important.
I will live up to the principle of “safety first, business second” and continually strive topractice safe driving habits.

* Symbol mark for an Excellent Safe Driving
Business awarded by the Japan Trucking
Association

Information
published online
Ensuring Long Distance Transport
Safety as seen in pictures

Atsugi Gateway

Mariko Yamamoto
Takako Minami
Day 2 - Morning

Day 1 - Evening
30-minute rest every 4 hours

Half-day breakDay 3 - Morning

Breathalyzer tests areadministered prior shifts to measure the amountof alcohol in a driver’s breath

21

BC Kyoto Branch
Yamato Multi Charter Co., Ltd.
20 years of experience as a truck driver
Joined the company in 2013

Kyoto Branch
Yamato Multi Charter Co., Ltd.
14 years of experience as a truck driver
Obtained her truck license in 1998
Joined the company in 2013

Day 2 - Evening

IInspection of wheel bolts prior to leaving

Expr
Expressways
are
esse
essential to long-distance transport

22

Safety

SafetySociety

Governance

EconomyAiming for “DAN-TOTSU”—

Dangerous Goods/Security Promotion Masters helping
to prevent undeclared dangerous goods from being
loaded onto aircraft
Yamato Global Express engages in the air express business and international TA-Q-BIN business. Starting in 2009,
the company began training employees to become Dangerous Goods/Security Promotion Masters to support safe
air transport operations. The role of these professionals is increasing in importance with the rise in the number of
air express shipments.

Initiatives by the numbers

Dangerous Goods/Security
Promotion Masters*(Yamato Global Express Co., Ltd.)73

Environment(As of June 2015)* Employees with sufficient knowledge andunderstanding of dangerous goods andsecurity and who can instruct and train others

Q What are some goods that cannot be shipped by air?
ice, cans of hair spray and other dangerous
A Dry
goods (Miura).
Air express services are used by a large number of customers as a quick and convenient
way to send parcels. However, senders need to know that certain goods not considereddangerous on the ground are considered to be dangerous goods under the Civil Aeronautics
Act. For example, high pressure spray cans used for cosmetics or hair spray cannot be
shipped via air. Also, the Enforcement Ordinance of the Civil Aeronautics Act stipulates
that dry ice used to keep goods cold cannot be shipped by air unless it is declared andsatisfies certain conditions. Therefore, when using air express services, I ask customers
to check the back of their label and other information provided to customers and if theirparcel contains dangerous goods, then I ask them to remove them from the parcel orto declare it in advance.
In addition, the Yamato Group is strives to ensure that undeclared dangerous goods
do not make it onto airplanes to ensure safe air transport. Specifically, the declaredcontents are checked and outside packaging inspected at the time of Sales Drivercollection, when a parcel is shipped from a service window and when sorting parcels.
Yamato Global Express, as a handler of air cargo, also uses an x-ray machine to inspect
parcels. If undeclared dangerous goods are found, the sender is contacted and asked
how to address the matter. Within these efforts, the 73 Dangerous Goods/Security
Promotion Masters stationed nationwide in Japan (as of June 2015) play an integral role.

Q What is the role of a Dangerous Goods/Security Promotion Master?
make sure undeclared dangerous goods are not loaded andA We
support the convenience and safety of air express services (Ando).
Dangerous Goods/Security Promotion Masters are expert employees who have passed
in-house testing and at least one is assigned to work for every location that accepts air
cargo shipments. Our role is to conduct x-ray screening of parcels and detect and remove
dangerous goods in order to protect the safety of air transport. In addition, we also train
and educate other employees about dangerous goods and how to spot one.
We have to pay attention to air cargo in various ways, but when it comes tospeed nothing beats air express services. I’m in charge of loading the final flight out ofHaneda Airport and customers have raved about the convenience of having parcel
delivered by 9:00am the next morning. To respond to such customer needs, Dangerous
Goods/Security Promotion Masters take the lead in ensuring the undeclared dangerous
goods do not make it onto the airplane to ensure safe air transport.

Q What is your future goal?
to hone my knowledge and skills to contribute more to
A Iairhope
safety and security (Maruyama).
I became a Dangerous Goods/Security Promotion Master in 2009 and even since I havemaintained a doubly strong commitment to ensure safety in air transport. Every day atwork I have to be on my toes to ensure that not only myself, but other staff that I supervise,too, don’t miss an undeclared dangerous goods. My daily work has made me keenly awareof the importance of Dangerous Goods/Security Promotion Masters.
I took part in our company’s first dangerous goods prevention contest held in
June 2015 as a representative of the Kanto District Branch, where I competed with
Dangerous Goods/Security Promotion Masters selected from across Japan in terms of
our skills and knowledge. Unfortunately I didn’t win, but I found myself motivated at thesight of other competitors’ accurate and speedy techniques. In the future, I will hone
my knowledge and skills further to make even greater contributions to air transport
safety and security.

Message fromANA Cargo Inc.

We expect that a initiative driving
safety in the air cargo industry
ANA Cargo uses its domestic and international
networks flown by cargo and commercial
airplanes to deliver global air cargo services.
We receive parcel from the Yamato Group toplace on our aircraft for airborne shipments.
Since introducing the Dangerous Goods/Security
Promotion Master Program in 2009, we have
yet to find even one parcel from the YamatoGroup with an undeclared dangerous goods,
which demonstrates to me the effectivenessof this program.
The Yamato Group’s dangerous goods
prevention contest started in 2015 and otherinitiatives represent a driving force behindsafety in the air cargo industry. I expect the
Yamato Group to share and promote these
initiatives as a model for other companies in
the industry to follow.

Noriaki Kajima
Senior Vice President
General Manager
Domestic Cargo
ANA Cargo Inc.

Information
published online
Ensuring Air Cargo Safety as seenin pictures

Parcel handling for air express services
Customer

Shipment center

Arrival center
Departure airport

DeliveryArrival airport

Pictured from left

Satoshi Ando and
Mei Maruyama
Dangerous Goods/Security
Promotion Masters

Check performed
to see if dangerous
goods are inside

Parcels delivered from thecenter are loaded
into containers

Keiichi Miura

Base accepting
air cargo

Base Head

Employee training
and instruction

Kanto Chronogate Base
Kanto District Branch
Yamato Global Express Co., Ltd.
We work to ensure safe transport at
the Kanto Chronogate Base, whichsorts air express parcels bound for
Haneda Airport.

Checking each parcel with an x-ray machine

23

Loading parcels that pa
passedassed the inspection into
an air cargo container

24

Safety

SafetySociety

Governance

EconomyAiming for “DAN-TOTSU”—

Dangerous Goods/Security Promotion Masters helping
to prevent undeclared dangerous goods from being
loaded onto aircraft
Yamato Global Express engages in the air express business and international TA-Q-BIN business. Starting in 2009,
the company began training employees to become Dangerous Goods/Security Promotion Masters to support safe
air transport operations. The role of these professionals is increasing in importance with the rise in the number of
air express shipments.

Initiatives by the numbers

Dangerous Goods/Security
Promotion Masters*(Yamato Global Express Co., Ltd.)73

Environment(As of June 2015)* Employees with sufficient knowledge andunderstanding of dangerous goods andsecurity and who can instruct and train others

Q What are some goods that cannot be shipped by air?
ice, cans of hair spray and other dangerous
A Dry
goods (Miura).
Air express services are used by a large number of customers as a quick and convenient
way to send parcels. However, senders need to know that certain goods not considereddangerous on the ground are considered to be dangerous goods under the Civil Aeronautics
Act. For example, high pressure spray cans used for cosmetics or hair spray cannot be
shipped via air. Also, the Enforcement Ordinance of the Civil Aeronautics Act stipulates
that dry ice used to keep goods cold cannot be shipped by air unless it is declared andsatisfies certain conditions. Therefore, when using air express services, I ask customers
to check the back of their label and other information provided to customers and if theirparcel contains dangerous goods, then I ask them to remove them from the parcel orto declare it in advance.
In addition, the Yamato Group is strives to ensure that undeclared dangerous goods
do not make it onto airplanes to ensure safe air transport. Specifically, the declaredcontents are checked and outside packaging inspected at the time of Sales Drivercollection, when a parcel is shipped from a service window and when sorting parcels.
Yamato Global Express, as a handler of air cargo, also uses an x-ray machine to inspect
parcels. If undeclared dangerous goods are found, the sender is contacted and asked
how to address the matter. Within these efforts, the 73 Dangerous Goods/Security
Promotion Masters stationed nationwide in Japan (as of June 2015) play an integral role.

Q What is the role of a Dangerous Goods/Security Promotion Master?
make sure undeclared dangerous goods are not loaded andA We
support the convenience and safety of air express services (Ando).
Dangerous Goods/Security Promotion Masters are expert employees who have passed
in-house testing and at least one is assigned to work for every location that accepts air
cargo shipments. Our role is to conduct x-ray screening of parcels and detect and remove
dangerous goods in order to protect the safety of air transport. In addition, we also train
and educate other employees about dangerous goods and how to spot one.
We have to pay attention to air cargo in various ways, but when it comes tospeed nothing beats air express services. I’m in charge of loading the final flight out ofHaneda Airport and customers have raved about the convenience of having parcel
delivered by 9:00am the next morning. To respond to such customer needs, Dangerous
Goods/Security Promotion Masters take the lead in ensuring the undeclared dangerous
goods do not make it onto the airplane to ensure safe air transport.

Q What is your future goal?
to hone my knowledge and skills to contribute more to
A Iairhope
safety and security (Maruyama).
I became a Dangerous Goods/Security Promotion Master in 2009 and even since I havemaintained a doubly strong commitment to ensure safety in air transport. Every day atwork I have to be on my toes to ensure that not only myself, but other staff that I supervise,too, don’t miss an undeclared dangerous goods. My daily work has made me keenly awareof the importance of Dangerous Goods/Security Promotion Masters.
I took part in our company’s first dangerous goods prevention contest held in
June 2015 as a representative of the Kanto District Branch, where I competed with
Dangerous Goods/Security Promotion Masters selected from across Japan in terms of
our skills and knowledge. Unfortunately I didn’t win, but I found myself motivated at thesight of other competitors’ accurate and speedy techniques. In the future, I will hone
my knowledge and skills further to make even greater contributions to air transport
safety and security.

Message fromANA Cargo Inc.

We expect that a initiative driving
safety in the air cargo industry
ANA Cargo uses its domestic and international
networks flown by cargo and commercial
airplanes to deliver global air cargo services.
We receive parcel from the Yamato Group toplace on our aircraft for airborne shipments.
Since introducing the Dangerous Goods/Security
Promotion Master Program in 2009, we have
yet to find even one parcel from the YamatoGroup with an undeclared dangerous goods,
which demonstrates to me the effectivenessof this program.
The Yamato Group’s dangerous goods
prevention contest started in 2015 and otherinitiatives represent a driving force behindsafety in the air cargo industry. I expect the
Yamato Group to share and promote these
initiatives as a model for other companies in
the industry to follow.

Noriaki Kajima
Senior Vice President
General Manager
Domestic Cargo
ANA Cargo Inc.

Information
published online
Ensuring Air Cargo Safety as seenin pictures

Parcel handling for air express services
Customer

Shipment center

Arrival center
Departure airport

DeliveryArrival airport

Pictured from left

Satoshi Ando and
Mei Maruyama
Dangerous Goods/Security
Promotion Masters

Check performed
to see if dangerous
goods are inside

Parcels delivered from thecenter are loaded
into containers

Keiichi Miura

Base accepting
air cargo

Base Head

Employee training
and instruction

Kanto Chronogate Base
Kanto District Branch
Yamato Global Express Co., Ltd.
We work to ensure safe transport at
the Kanto Chronogate Base, whichsorts air express parcels bound for
Haneda Airport.

Checking each parcel with an x-ray machine

23

Loading parcels that pa
passedassed the inspection into
an air cargo container

24

Safety

Environment

Environment

Society

Governance

EconomyMajor Achievements and Results in Fiscal 2014
EN15
EN18

Environmental Protection Declaration (Necology Declaration)

Necology

Yamato Group refers to our environmental conservation initiatives as “Necology.” With environmental
conservation a part of a corporation’s responsibility to society, we encourage all employees to be constantly
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 ensuring environmental friendliness in all aspects oftransport, especially in 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 in facilities

Incorporating the latest environmental technology that makes use of naturalenergy, we anticipate a CO2 reduction of 46% compared to conventional facilities.

We promote green purchasing, recycling, and paperless offices
Green purchasing ratio
Indoor temperature
setting sticker

Adopting our unique safety and ecological navigation system
in approximately a cumulative 32,000 delivery trucks

Environmental
Protection
Declaration poster84% or more(Improvement of 2% or more from fiscal 2013)
We strive to select and purchase items with the least impact on the environment.

Eco in products

Eco with local communities

The unique See-T Navi vehicular system of Yamato Transport (J) boosts theprecision of eco-driving through visualization of fuel and other driving conditions.

We develop and promote products using returnable materials
and other environmentally-friendly products

As a member of local communities, we participate incommunity environmental conservation initiatives.

Promoting joint operations with other logistics providers
and modal shift using trains and seafaring vessels

Development and promotion of environmentallyfriendly packaging materials

Active participation in local cleanup campaigns

Total volume handled by rail and marine transportation
About
Using low-emission vehicles, hand-pushed trolleys, andthree-wheelers in delivery

4,700

Adoption of the latest environmental technology at Haneda Chronogate

Display of Environmental Protection
Declaration posters and indoor temperature
setting stickers in all Yamato Group offices

Every individual employee will drive at all times in anenvironmentally-friendly manner.

New three-wheelers
Adoption of about

We utilize renewable energy sources and promote theconservation of energy at our facilities

Every employee will endeavor to minimize energy consumption
and practice energy saving activities.

We are working to conserve
electricity by enforcing “CoolBiz” light summer wear and by
reducing unneeded lighting.

Eco in transport

Direct greenhouse gas (GHG) emissions (Scope 1)
Greenhouse gas (GHG) emissions per basic unit

490,000

The Yamato Packing Technology Institute has developed packaging material
that does not require package cushioning, and packaging material that canbe easily separated from other waste.

tons(Fiscal 2013: About 510,000 tons)

three-wheelers(electric bicycles with trailers)Participating in a clean-up campaign

TOPICSIn new business plans based on the Industrial Competitiveness Enhancement Act,and with approval from the Ministry of Economy, Trade and Industry and the Ministryof Land, Infrastructure and Transport, Yamato Transport (J) and Yamaha Motor
Company are conducting demonstration tests of safety and efficiency in delivery
work using commercial-use power-assisted bicycles with enhanced power boost.

Low-emission vehicles
Adoption of about

23,000

Neco fit, which requires no cushioning
New three-wheelers

Operating revenue (including internal sales) was 116.7% thatof fiscal 2009, while CO2 emissions were 108.5% the levelof fiscal 2009. Relative to growth in operating income, growth
in CO2 emissions was held down by 8.2%.

25

Electric vehicle

Hand-pushed trolleys

228
15,820116.7%

Result8.2%
108.5%

100% 100%

TargetReduce CO2 emissions
relative to fiscal 2016
operating revenue growthby at least 10% comparedwith fiscal 2009

times during the year

We provide joint transport services for products, joint usage-type online
statement notification services, and other services to support more efficient
work by customers in a variety of industries.

500

EN15

EN18

CO2 emissions (thousand t-CO2)*1
CO2 emissions per basic unit (g-CO2)*2

484

400

459

458

245

253

2013

2014

*1 Figures are calculated in accordance with the Ministerial Ordinanceon Calculation of Greenhouse Gas Emissions Arising from Business
Activities of Specified Emitters.
*2 CO2 emissions per basic unit = Total CO2 emissions / Number ofparcels delivered via TA-Q-BIN service + Number of Kuroneko Mailpacks (TA-Q-BIN equivalent)

300
Operating revenue (compared with fiscal 2009)
CO2 emissions (compared with fiscal 2009)

200
217

FY 2009(base year)

FY 2014

participants

Held a cumulative 2,789 times 208,434 participants

CO2 emissions from Yamato Transport (J) vehicles

EN18

Targets for fiscal 2014-2016:
Reduce CO2 emissions relative to fiscal 2016 operating revenue growthby at least 10% compared with fiscal 2009
Results in fiscal 2014:
CO2 emissions by the Yamato Group were 877,104t-CO2 (98.7% of emissions
in the previous fiscal year).

The Kuroneko Yamato Environmental Class

Provision of services that leverage information
communication technology (ICT)(46% of all Yamato Group vehicles)

The Yamato Group’s CO2 emissions

We hold environmental classes to convey the importance ofthe environment

We propose work efficiency solutions and contribute tocustomers’ energy conservation

vehiclesIn our pursuit of delivery that avoids the use of vehicles whenever possible, theYamato Group is making use of new three-wheelers and hand-pushed trolleys.
For vehicles that are required, we are making a shift to low-emission vehicles.

Precision instrument box that enables
easy waste separation

0
1990

2004

2006

2008

2010

2012

(FY)

26

Safety

Environment

Environment

Society

Governance

EconomyMajor Achievements and Results in Fiscal 2014
EN15
EN18

Environmental Protection Declaration (Necology Declaration)

Necology

Yamato Group refers to our environmental conservation initiatives as “Necology.” With environmental
conservation a part of a corporation’s responsibility to society, we encourage all employees to be constantly
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 ensuring environmental friendliness in all aspects oftransport, especially in 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 in facilities

Incorporating the latest environmental technology that makes use of naturalenergy, we anticipate a CO2 reduction of 46% compared to conventional facilities.

We promote green purchasing, recycling, and paperless offices
Green purchasing ratio
Indoor temperature
setting sticker

Adopting our unique safety and ecological navigation system
in approximately a cumulative 32,000 delivery trucks

Environmental
Protection
Declaration poster84% or more(Improvement of 2% or more from fiscal 2013)
We strive to select and purchase items with the least impact on the environment.

Eco in products

Eco with local communities

The unique See-T Navi vehicular system of Yamato Transport (J) boosts theprecision of eco-driving through visualization of fuel and other driving conditions.

We develop and promote products using returnable materials
and other environmentally-friendly products

As a member of local communities, we participate incommunity environmental conservation initiatives.

Promoting joint operations with other logistics providers
and modal shift using trains and seafaring vessels

Development and promotion of environmentallyfriendly packaging materials

Active participation in local cleanup campaigns

Total volume handled by rail and marine transportation
About
Using low-emission vehicles, hand-pushed trolleys, andthree-wheelers in delivery

4,700

Adoption of the latest environmental technology at Haneda Chronogate

Display of Environmental Protection
Declaration posters and indoor temperature
setting stickers in all Yamato Group offices

Every individual employee will drive at all times in anenvironmentally-friendly manner.

New three-wheelers
Adoption of about

We utilize renewable energy sources and promote theconservation of energy at our facilities

Every employee will endeavor to minimize energy consumption
and practice energy saving activities.

We are working to conserve
electricity by enforcing “CoolBiz” light summer wear and by
reducing unneeded lighting.

Eco in transport

Direct greenhouse gas (GHG) emissions (Scope 1)
Greenhouse gas (GHG) emissions per basic unit

490,000

The Yamato Packing Technology Institute has developed packaging material
that does not require package cushioning, and packaging material that canbe easily separated from other waste.

tons(Fiscal 2013: About 510,000 tons)

three-wheelers(electric bicycles with trailers)Participating in a clean-up campaign

TOPICSIn new business plans based on the Industrial Competitiveness Enhancement Act,and with approval from the Ministry of Economy, Trade and Industry and the Ministryof Land, Infrastructure and Transport, Yamato Transport (J) and Yamaha Motor
Company are conducting demonstration tests of safety and efficiency in delivery
work using commercial-use power-assisted bicycles with enhanced power boost.

Low-emission vehicles
Adoption of about

23,000

Neco fit, which requires no cushioning
New three-wheelers

Operating revenue (including internal sales) was 116.7% thatof fiscal 2009, while CO2 emissions were 108.5% the levelof fiscal 2009. Relative to growth in operating income, growth
in CO2 emissions was held down by 8.2%.

25

Electric vehicle

Hand-pushed trolleys

228
15,820116.7%

Result8.2%
108.5%

100% 100%

TargetReduce CO2 emissions
relative to fiscal 2016
operating revenue growthby at least 10% comparedwith fiscal 2009

times during the year

We provide joint transport services for products, joint usage-type online
statement notification services, and other services to support more efficient
work by customers in a variety of industries.

500

EN15

EN18

CO2 emissions (thousand t-CO2)*1
CO2 emissions per basic unit (g-CO2)*2

484

400

459

458

245

253

2013

2014

*1 Figures are calculated in accordance with the Ministerial Ordinanceon Calculation of Greenhouse Gas Emissions Arising from Business
Activities of Specified Emitters.
*2 CO2 emissions per basic unit = Total CO2 emissions / Number ofparcels delivered via TA-Q-BIN service + Number of Kuroneko Mailpacks (TA-Q-BIN equivalent)

300
Operating revenue (compared with fiscal 2009)
CO2 emissions (compared with fiscal 2009)

200
217

FY 2009(base year)

FY 2014

participants

Held a cumulative 2,789 times 208,434 participants

CO2 emissions from Yamato Transport (J) vehicles

EN18

Targets for fiscal 2014-2016:
Reduce CO2 emissions relative to fiscal 2016 operating revenue growthby at least 10% compared with fiscal 2009
Results in fiscal 2014:
CO2 emissions by the Yamato Group were 877,104t-CO2 (98.7% of emissions
in the previous fiscal year).

The Kuroneko Yamato Environmental Class

Provision of services that leverage information
communication technology (ICT)(46% of all Yamato Group vehicles)

The Yamato Group’s CO2 emissions

We hold environmental classes to convey the importance ofthe environment

We propose work efficiency solutions and contribute tocustomers’ energy conservation

vehiclesIn our pursuit of delivery that avoids the use of vehicles whenever possible, theYamato Group is making use of new three-wheelers and hand-pushed trolleys.
For vehicles that are required, we are making a shift to low-emission vehicles.

Precision instrument box that enables
easy waste separation

0
1990

2004

2006

2008

2010

2012

(FY)

26

Safety

Environment

Environment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Centralized logistics within large mixed-use buildings thatstreamlines operations and reduces environmental impacts
Yamato Transport’s Building and Town Management Service helps customers to establish a dedicated logistics
infrastructure for large mixed-use buildings. This service has been rolled out at Toranomon Hills, which is a mixed-use
building with a hotel, residential units, office space, conference facilities and restaurants, where it is helping tostreamline the movement of goods within the development and to reduce environment impacts.

Initiatives by the numbers
Time required to park delivery vehicle andprocess parcels

Conventionally:
approx. 40 minutes*
Centralized logistics within buildings:
approx.

10

minutes(shortened by approx. 30 minutes)* Required time at buildings similar in size toToranomon Hills(Yamato Transport study)

Building and Town Management Service
track record

108 locations(As of March 31, 2014)

Q What is centralized logistics within large mixed- use buildings?
Why does it reduce environmental impacts?

streamlining of collection and delivery services helps
A The
save energy. (Kubo)
In the case of a large mixed-use building, parcels are delivered to individual tenants, so
a number of different delivery providers will enter the same building. In some cases, thisleads to congestion in the building’s parking lot and parcel sorting area, which in turn has
caused the late delivery of parcels to tenants. There are also times when delivery trucks
that could not enter the parking lot or parcel sorting area have to wait along neighboring
streets, which has caused increased CO2 emissions from idling vehicles and traffic
congestion, negatively impacting the surrounding community. Yamato Transport
developed the Building and Town Management Service as a solution to these issues.
At Toranomon Hills, a building located in Tokyo’s Minato Ward that has introduced thisservice, our employees are onsite 24 hours a day as the exclusive shipping provider to receiveand deliver packages for the entire building using an intra-building logistics infrastructure.
Normally for a building of this size, parcels are unloaded from trucks, taken inside thebuilding and delivered, which takes about 40 minutes, but in the case of Toranomon Hills,
we are responsible for all receiving and final deliveries, with other shipping providers simply
unloading their parcels, which means the entire process takes only about 10 minutes. As
a result, we have reduced congestion in the parking lot and sorting area, promoted better
traffic flow in the neighborhood, improved delivery truck fuel economy, and lowered CO2
emissions. Inside the building, Yamato Transport is the only delivery provider, improving
security, which has been welcomed by Mori Building, the building owner, and tenants.

Framework and benefits of the Building and Town Management Service(centralized logistics within large mixed use buildings)

Inside thefacility

Management of sorting area

DeliveryproviderDirect delivery
providerManage sorting area to increase
turnover and throughput.

Promote smoother traffic flow
on surrounding roads
Lowers CO2 emissions

Shipments tailored totenant needs.

Centralized receiving

Parcels are centrally received,
sorted and delivered.

Consolidated
shipments

These uniforms are unique to the Building and Town Management Service for
Toranomon Hills.
We chose a black and grey color scheme for these uniforms, which is muchdifferent from Yamato Transport’s normal attire, because we wanted staff to blend inwith their surroundings so as not to stand out among visitors, shoppers, or people
eating a meal. We also wanted tenants who have contracts in place with other shipping
providers to use our services without any constraint. The jackets are made from pieces
of wool fabric that are normally thrown out. The polo shirts are made in a factory with
BSCI certification to ensure fair labor practices are followed, which also gives
consideration toward the environment, safety and health. The uniforms have been ahuge success with both employees and tenants alike.

Q What are your future goals for this service?
A We will work to further improve customer satisfaction (Kubo).
The Toranomon Hills Center has a workforce of around 30 employees. Every day
we deliver parcels and packaging materials to tenants, collect parcels and returnable
materials, and solicit requests and feedback. We have developed close relationships
with tenants so that we can ask about and help solve issues, which has enabled us to
improve our services further.
For example, we have developed a number of options, such as mechanisms to
improve work efficiency like the control for entering and leaving a building and pre-opening
deliveries, as well as temporary luggage storage, porter services, and deliveries forluggage-free tourism, among others. We often talk with tenants and Mori Building about
how they like our services or how we should improve existing services so that we can
expand and augment these services. Our goal in the future is to improve customer
satisfaction even more.

Tenant C

36F to 46F
Residential
units
Toranomon Hills
Residence

Residential
units

6F to 35F
Office space

Lower number oflate deliveries

Message from
Mori Building
Co., Ltd.

Working together to create newservices for the future
When selecting the logistics provider for
Toranomon Hills, Yamato Transport’s
proposal aligned with our vision for revitalizing
the surrounding area, and the company’s
approach to operations and willingness to
try new things was also a good match. This
is why we decided to entrust the logistics
management operations of Toranomon Hills
to Yamato Transport. Since opening, Yamato
Transport’s services, including responding to
the precise delivery time requests of tenants’customers, have been received very positively.
I hope Yamato Transport, as an expert
in the field of logistics, will continue to provide
proposals for new services that benefit
customers so that we can together makethese services a reality.

Takahiro Fujiwara
Assistant Group Head
Toranomon Management Group
Building Management Department/
Facility Management Department
Mori Building Co., Ltd.

Information
published online
Building and Town Management
Service as seen in pictures

Toranomon Hills (Minato Ward, Tokyo)

Tenant B*Some deliveries cannot be processed using this service.

Eliminates concerns interm of security.
terms

uniforms were specially designed for operations inside
A Thesethis building and they are environmentally friendly (Kubo).

47F to 52F
HotelAndaz Tokyo

Information management

Added peace of mind throughreal-time management.

Sales Drivers. Why is that?

Tenant A

Building
Intra-building logistics

Q The staff is wearing uniforms different from Yamato Transport’s

4F to 5F
Conference
facilities
1F to 3F
Shops andretail area

Pictured at center

Miyuki Kubo
Center Director
Toranomon Hills Center
Shin-Tokyo District Branch
Yamato Transport Co., Ltd.

27

Yamato Transport’s job is to receive parcels
from the sorting area

Individual small ref
refrigerated storage units
for deliveries inten
intended for restaurants

Transporting parcels to stores

Kubo has been in charge of a number of
intra-building logistics services sincejoining Yamato Transport. She was
assigned to Toranomon Hills from before
its opening to direct preparations.

28

Safety

Environment

Environment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Centralized logistics within large mixed-use buildings thatstreamlines operations and reduces environmental impacts
Yamato Transport’s Building and Town Management Service helps customers to establish a dedicated logistics
infrastructure for large mixed-use buildings. This service has been rolled out at Toranomon Hills, which is a mixed-use
building with a hotel, residential units, office space, conference facilities and restaurants, where it is helping tostreamline the movement of goods within the development and to reduce environment impacts.

Initiatives by the numbers
Time required to park delivery vehicle andprocess parcels

Conventionally:
approx. 40 minutes*
Centralized logistics within buildings:
approx.

10

minutes(shortened by approx. 30 minutes)* Required time at buildings similar in size toToranomon Hills(Yamato Transport study)

Building and Town Management Service
track record

108 locations(As of March 31, 2014)

Q What is centralized logistics within large mixed- use buildings?
Why does it reduce environmental impacts?

streamlining of collection and delivery services helps
A The
save energy. (Kubo)
In the case of a large mixed-use building, parcels are delivered to individual tenants, so
a number of different delivery providers will enter the same building. In some cases, thisleads to congestion in the building’s parking lot and parcel sorting area, which in turn has
caused the late delivery of parcels to tenants. There are also times when delivery trucks
that could not enter the parking lot or parcel sorting area have to wait along neighboring
streets, which has caused increased CO2 emissions from idling vehicles and traffic
congestion, negatively impacting the surrounding community. Yamato Transport
developed the Building and Town Management Service as a solution to these issues.
At Toranomon Hills, a building located in Tokyo’s Minato Ward that has introduced thisservice, our employees are onsite 24 hours a day as the exclusive shipping provider to receiveand deliver packages for the entire building using an intra-building logistics infrastructure.
Normally for a building of this size, parcels are unloaded from trucks, taken inside thebuilding and delivered, which takes about 40 minutes, but in the case of Toranomon Hills,
we are responsible for all receiving and final deliveries, with other shipping providers simply
unloading their parcels, which means the entire process takes only about 10 minutes. As
a result, we have reduced congestion in the parking lot and sorting area, promoted better
traffic flow in the neighborhood, improved delivery truck fuel economy, and lowered CO2
emissions. Inside the building, Yamato Transport is the only delivery provider, improving
security, which has been welcomed by Mori Building, the building owner, and tenants.

Framework and benefits of the Building and Town Management Service(centralized logistics within large mixed use buildings)

Inside thefacility

Management of sorting area

DeliveryproviderDirect delivery
providerManage sorting area to increase
turnover and throughput.

Promote smoother traffic flow
on surrounding roads
Lowers CO2 emissions

Shipments tailored totenant needs.

Centralized receiving

Parcels are centrally received,
sorted and delivered.

Consolidated
shipments

These uniforms are unique to the Building and Town Management Service for
Toranomon Hills.
We chose a black and grey color scheme for these uniforms, which is muchdifferent from Yamato Transport’s normal attire, because we wanted staff to blend inwith their surroundings so as not to stand out among visitors, shoppers, or people
eating a meal. We also wanted tenants who have contracts in place with other shipping
providers to use our services without any constraint. The jackets are made from pieces
of wool fabric that are normally thrown out. The polo shirts are made in a factory with
BSCI certification to ensure fair labor practices are followed, which also gives
consideration toward the environment, safety and health. The uniforms have been ahuge success with both employees and tenants alike.

Q What are your future goals for this service?
A We will work to further improve customer satisfaction (Kubo).
The Toranomon Hills Center has a workforce of around 30 employees. Every day
we deliver parcels and packaging materials to tenants, collect parcels and returnable
materials, and solicit requests and feedback. We have developed close relationships
with tenants so that we can ask about and help solve issues, which has enabled us to
improve our services further.
For example, we have developed a number of options, such as mechanisms to
improve work efficiency like the control for entering and leaving a building and pre-opening
deliveries, as well as temporary luggage storage, porter services, and deliveries forluggage-free tourism, among others. We often talk with tenants and Mori Building about
how they like our services or how we should improve existing services so that we can
expand and augment these services. Our goal in the future is to improve customer
satisfaction even more.

Tenant C

36F to 46F
Residential
units
Toranomon Hills
Residence

Residential
units

6F to 35F
Office space

Lower number oflate deliveries

Message from
Mori Building
Co., Ltd.

Working together to create newservices for the future
When selecting the logistics provider for
Toranomon Hills, Yamato Transport’s
proposal aligned with our vision for revitalizing
the surrounding area, and the company’s
approach to operations and willingness to
try new things was also a good match. This
is why we decided to entrust the logistics
management operations of Toranomon Hills
to Yamato Transport. Since opening, Yamato
Transport’s services, including responding to
the precise delivery time requests of tenants’customers, have been received very positively.
I hope Yamato Transport, as an expert
in the field of logistics, will continue to provide
proposals for new services that benefit
customers so that we can together makethese services a reality.

Takahiro Fujiwara
Assistant Group Head
Toranomon Management Group
Building Management Department/
Facility Management Department
Mori Building Co., Ltd.

Information
published online
Building and Town Management
Service as seen in pictures

Toranomon Hills (Minato Ward, Tokyo)

Tenant B*Some deliveries cannot be processed using this service.

Eliminates concerns interm of security.
terms

uniforms were specially designed for operations inside
A Thesethis building and they are environmentally friendly (Kubo).

47F to 52F
HotelAndaz Tokyo

Information management

Added peace of mind throughreal-time management.

Sales Drivers. Why is that?

Tenant A

Building
Intra-building logistics

Q The staff is wearing uniforms different from Yamato Transport’s

4F to 5F
Conference
facilities
1F to 3F
Shops andretail area

Pictured at center

Miyuki Kubo
Center Director
Toranomon Hills Center
Shin-Tokyo District Branch
Yamato Transport Co., Ltd.

27

Yamato Transport’s job is to receive parcels
from the sorting area

Individual small ref
refrigerated storage units
for deliveries inten
intended for restaurants

Transporting parcels to stores

Kubo has been in charge of a number of
intra-building logistics services sincejoining Yamato Transport. She was
assigned to Toranomon Hills from before
its opening to direct preparations.

28

Safety

Environment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Promoting “Necology”* by reusing unwanted homeelectronics and furnishings
Yamato Home Convenience Co., Ltd., which delivers and helps set up home electronics and furniture, also collects
unwanted home electronics and furnishings.
Instead of disposing of these items, Yamato Home Convenience refurbishes them for rental or to sell. This service
has received acclaim because it is enviromentally-friendly and economically.
* A collective term used to describe the Yamato Group’s environmental preservation activities. See page 25.

Initiatives by the numbers

Collection of unwanted homeelectronics and furnishings

About

Environment

45,000items annually

Refurbished as rentals

36,466

items annually

Sales outlets (recycling center)8 stores nationwide(The above data is as of March 31, 2015)

Q Does your moving support business collect many unwanted
home electronics and furnishings?

reuse collected items for rentals andA We
also sell them (Masuda).
The Home Appliance Recycling Law stipulates recycling fees so that manufacturers will
recycle unwanted home appliances in a responsible manner. For example, when disposingof a small personal refrigerator, the consumer has to pay a 3,600 yen recycling fee,
which is added on top of the collection and shipping charge. Additionally, unwanted
home furnishings incur a disposal fee as well. As a result, when Yamato Home Convenienceassists with a move, we collect items that are no longer wanted but can be usedbasically free of charge. We will buy back certain items as long as they are less thansix years old. Throwing out items that can be reused is not only wasteful, but is harmful
to the environment.
We refurbish these home electronics and furnishings and then sell them at eightrecycling centers located across Japan. We have also launched the Kuroneko Omakase
Rental service that rents home electronics typically to customers living alone for a shortperiod of time due to a temporary relocation for work reasons. This service has become
quite popular because it is enviromentally-friendly and economically since the refurbishedhome electronics can be rented for a reasonable price. This business was launchedin 2009 and since then we have seen our customer base and staff increase three fold.
Recently, we have seen an increase in corporate customers as well.

Q Is the quality of refurbished home electronics
and furnishings acceptable?

thoroughly refurbish articles by cleaning them, checking
A We
their operation and making repairs when necessary, so they
can be used with peace of mind (Misawa).
I’m in charge of the cleaning and operation confirmation processes of unwanted homeelectronics. For example, we not only inspect and clean the outside of all washingmachines and refrigerators, but the interior as well. We also spin the drum of washingmachines to make sure they function correctly and check the cooling ability of refrigerators.
We have check sheets in place for each type of home electronics and always work
carefully to make sure that refurbished products can be used with peace of mind.
Various innovations are needed to refurbish individual home electronics, such as
cleaning based on the degree of dirtiness and methods for efficiently inspecting each
item. I take great pride in the fact that the home electronics I helped to clean andrefurbish can be used again with peace of mind even though they would have been
disposed of otherwise.

Q What is your future goal for refurbished products?
A I hope to continue meeting the needs of various customers (Masuda).
Our Recycling Centers, where we sell refurbished products, are found in eight locations
across Japan. To meet the needs of customers who want to see the refurbished productin person but they don’t live near a Recycling Center, we also offer traveling sales
throughout Japan. These outreach sales referred to as Kuroneko Caravan were launchedin 2011 and in fiscal 2014 we held sessions 200 times. This sales format has beenquite popular among customers and there are repeat customers who drop in every
time looking forward to seeing the selection. For example, in Aso City, Kumamoto
Prefecture, we took part in an event for revitalizing the local community together
with local residents which made use of the site of a closed elementary school tosell our home electronics and furnishings alongside local produce.
Going forward, I hope to expand the number of customers and promote “Necology”
while constantly listening to our customers and making their requests a reality.

Mechanism for refurbishing unwanted items
Pictured from left

Customers who are moving

Collection of
unwanted items

Fumiharu Masuda
Tokyo Field Support Center
Haneda Chronogate
Yamato Home Convenience Co., Ltd.
Masuda is one of the early contributors to
the Kuroneko Omakase Rental service inthe Kanto region. His goal is to grow thebusiness further in the future.

Message from
Namino Kogen
Yasuragi Koryukan

YamatoHome Convenience
Branch

0120-008008

Items cleaned, checked andrepaired for reuse

The Kuroneko Caravan was a huge
success
I was shocked to see just how briskly large
refrigerators, washing machines and furniture
were sold during the Kuroneko Caravan
session held at our facility. Eventgoers
noted that they couldn’t buy brand new
products and didn’t have the time to go torecycling shops downtown, so they weregrateful for the chance to purchase theserefurbished items at the event. Overall theevent was a huge success.
I think this is a great service. Sales ofrefurbished items are good for the environment
because home electronics or furnishings
that otherwise would have been thrown out
can be used again. Also these items offer
good quality and can be purchased atreasonable prices.
I hope that Yamato Home Convenience
will continue to hold Kuroneko Caravan
sessions throughout Japan and continue
providing opportunities for people to purchaserefurbished items.

Katsuya Mochizuki
Director
Namino Kogen Yasuragi Koryukan
Aso City, Kumamoto Prefecture

Information
published online
Reusing and Recycling Unwanted
Articles as seen in pictures

Items soldat Recycling
Centers

Field Support Center

Items
reused as
rentals

Kuroneko
Caravanoutreachsales

Rika Misawa
Misawa is working on product quality
improvements as a person responsible forcleaning and confirming the operation of
the three major home electronics.

K
Kuroneko
Caravan sessions bringrerefurbisheditems to remote islands
an isolated rural communities
and29

Cleaning the outside of a washingw
machine witha high pressure cleaner

30

Safety

Environment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Promoting “Necology”* by reusing unwanted homeelectronics and furnishings
Yamato Home Convenience Co., Ltd., which delivers and helps set up home electronics and furniture, also collects
unwanted home electronics and furnishings.
Instead of disposing of these items, Yamato Home Convenience refurbishes them for rental or to sell. This service
has received acclaim because it is enviromentally-friendly and economically.
* A collective term used to describe the Yamato Group’s environmental preservation activities. See page 25.

Initiatives by the numbers

Collection of unwanted homeelectronics and furnishings

About

Environment

45,000items annually

Refurbished as rentals

36,466

items annually

Sales outlets (recycling center)8 stores nationwide(The above data is as of March 31, 2015)

Q Does your moving support business collect many unwanted
home electronics and furnishings?

reuse collected items for rentals andA We
also sell them (Masuda).
The Home Appliance Recycling Law stipulates recycling fees so that manufacturers will
recycle unwanted home appliances in a responsible manner. For example, when disposingof a small personal refrigerator, the consumer has to pay a 3,600 yen recycling fee,
which is added on top of the collection and shipping charge. Additionally, unwanted
home furnishings incur a disposal fee as well. As a result, when Yamato Home Convenienceassists with a move, we collect items that are no longer wanted but can be usedbasically free of charge. We will buy back certain items as long as they are less thansix years old. Throwing out items that can be reused is not only wasteful, but is harmful
to the environment.
We refurbish these home electronics and furnishings and then sell them at eightrecycling centers located across Japan. We have also launched the Kuroneko Omakase
Rental service that rents home electronics typically to customers living alone for a shortperiod of time due to a temporary relocation for work reasons. This service has become
quite popular because it is enviromentally-friendly and economically since the refurbishedhome electronics can be rented for a reasonable price. This business was launchedin 2009 and since then we have seen our customer base and staff increase three fold.
Recently, we have seen an increase in corporate customers as well.

Q Is the quality of refurbished home electronics
and furnishings acceptable?

thoroughly refurbish articles by cleaning them, checking
A We
their operation and making repairs when necessary, so they
can be used with peace of mind (Misawa).
I’m in charge of the cleaning and operation confirmation processes of unwanted homeelectronics. For example, we not only inspect and clean the outside of all washingmachines and refrigerators, but the interior as well. We also spin the drum of washingmachines to make sure they function correctly and check the cooling ability of refrigerators.
We have check sheets in place for each type of home electronics and always work
carefully to make sure that refurbished products can be used with peace of mind.
Various innovations are needed to refurbish individual home electronics, such as
cleaning based on the degree of dirtiness and methods for efficiently inspecting each
item. I take great pride in the fact that the home electronics I helped to clean andrefurbish can be used again with peace of mind even though they would have been
disposed of otherwise.

Q What is your future goal for refurbished products?
A I hope to continue meeting the needs of various customers (Masuda).
Our Recycling Centers, where we sell refurbished products, are found in eight locations
across Japan. To meet the needs of customers who want to see the refurbished productin person but they don’t live near a Recycling Center, we also offer traveling sales
throughout Japan. These outreach sales referred to as Kuroneko Caravan were launchedin 2011 and in fiscal 2014 we held sessions 200 times. This sales format has beenquite popular among customers and there are repeat customers who drop in every
time looking forward to seeing the selection. For example, in Aso City, Kumamoto
Prefecture, we took part in an event for revitalizing the local community together
with local residents which made use of the site of a closed elementary school tosell our home electronics and furnishings alongside local produce.
Going forward, I hope to expand the number of customers and promote “Necology”
while constantly listening to our customers and making their requests a reality.

Mechanism for refurbishing unwanted items
Pictured from left

Customers who are moving

Collection of
unwanted items

Fumiharu Masuda
Tokyo Field Support Center
Haneda Chronogate
Yamato Home Convenience Co., Ltd.
Masuda is one of the early contributors to
the Kuroneko Omakase Rental service inthe Kanto region. His goal is to grow thebusiness further in the future.

Message from
Namino Kogen
Yasuragi Koryukan

YamatoHome Convenience
Branch

0120-008008

Items cleaned, checked andrepaired for reuse

The Kuroneko Caravan was a huge
success
I was shocked to see just how briskly large
refrigerators, washing machines and furniture
were sold during the Kuroneko Caravan
session held at our facility. Eventgoers
noted that they couldn’t buy brand new
products and didn’t have the time to go torecycling shops downtown, so they weregrateful for the chance to purchase theserefurbished items at the event. Overall theevent was a huge success.
I think this is a great service. Sales ofrefurbished items are good for the environment
because home electronics or furnishings
that otherwise would have been thrown out
can be used again. Also these items offer
good quality and can be purchased atreasonable prices.
I hope that Yamato Home Convenience
will continue to hold Kuroneko Caravan
sessions throughout Japan and continue
providing opportunities for people to purchaserefurbished items.

Katsuya Mochizuki
Director
Namino Kogen Yasuragi Koryukan
Aso City, Kumamoto Prefecture

Information
published online
Reusing and Recycling Unwanted
Articles as seen in pictures

Items soldat Recycling
Centers

Field Support Center

Items
reused as
rentals

Kuroneko
Caravanoutreachsales

Rika Misawa
Misawa is working on product quality
improvements as a person responsible forcleaning and confirming the operation of
the three major home electronics.

K
Kuroneko
Caravan sessions bringrerefurbisheditems to remote islands
an isolated rural communities
and29

Cleaning the outside of a washingw
machine witha high pressure cleaner

30

SafetySociety

Environment

Society

Major Achievements and Results in Fiscal 2014

LA3
LA10
SO1

Initiatives aimed at customers

Education / training and career development

All-Japan Guest Operator Customer
Response Contest
We evaluate operators
who are in daily contact
with customers, awarding
those who score well inscreening of response
skills (facial expressions,conduct, way of speaking,diction, etc.), productknowledge, andcommunication skills.

LA10Training matched to career plans
We conduct a variety of
training programs, including
Junior Leader School,
intra-group job rotation,and global human resources
communication training.

Arrangement of Kuroneko direct mail delivery work for

Fair and unbiased trading / Collaboration for safety
and improving service quality
Communication with about

230,000 TA-Q-BIN sarvice partners

Our Sales Drivers make daily visits to sarvice partners. We also issue the information
magazine "Kuroneko-Dayori" to general sarvice partners such as liquor and rice shops.

LA3

84

Swan Bakery

72.14 million

About 200,000 employees in the Yamato Group raised funds for the Yamato
Welfare Foundation and the NPO Ashinaga.
SO1

Promotion of CSV in partnership with local communities
Lifestyle support, sales promotion support, tourism support, etc.
Through our main business, we
make efforts to create value thatcan be shared by enterprises
and society

We publish an annual reportand a booklet for shareholders
to disclose information.
We conduct briefings for analysts 4 times per year,
as well as overseas briefings for institutional
investors in North America, Europe, and Asia.

Total number of cases

Number of agreements

1,874

Held
times
per year, with about

228

times per year withparticipation by about

15,820 people

Cumulative 2,789 times withparticipation by a cumulative
208,434 persons (held every
year since 2005)(as of the end of July 2015)

Kuroneko Yamato Environmental Class

About the Great East Japan Earthquake Reconstruction Project
Career design seminar

Employment of

2,187

persons with disabilities(Employment rate: 2.08%)

We will continue to create barrier-free workplaces conducive to work bypeople with disabilities.

31“Children’s Traffic Safety Workshop”“Kuroneko Yamato Environmental Class”

288/1,198
226

Appropriate and fair information disclosure /Enhancement of communication

The program received the Examination
Committee Incentive Prize in theAwards for Companies Promoting
Yamato Transport Business Seminar for
Youth Experience Activities by theHigh School Students
Ministry of Education, Culture, Sports,
Science and Technology.

207,613 participants.

Watch-Over Services for the Elderly

In operation

Initiatives aimed at shareholders

Cumulative participation by 63
schools and 381 persons(conducted every year since 2006)

Children’s Traffic Safety Workshop

We held a career design seminar for female employees at BIZ Logiformation,
to boost employee motivation through opportunities to learn the basics ofcareer design and to consider career paths.
Information magazine“Kuroneko-Dayori.”

19 schools

Cumulative 24,134 times withparticipation by a cumulative
2,589,000 persons (held every
year since 1998)

Promotion of programs for active engagementby female employees
Visits by Sales Drivers

Kuroneko Family Concert

andpersons
in fiscal 2014

program: ¥Respect for diversity

13,818 people

Participation by

Funds raised through the Natsu No Kampa (summer donation)

persons worked shorter hours for childcare

by“Yamato Transport Business Seminar for High School Students”

As of April 2015, four of our companies have received
the above certification:
Yamato Management Service (2015), Yamato Transport(J) (2014), Yamato Logistics (2013), Yamato System
Development (2011)“Kurumin”
Next-Generation
Certification Mark

10

Held
times per year,with attendance

2015 marked the 30th year of
the concert.

28 “Swan Bakery” stores

SO1

Music TA-Q-BIN “Kuroneko Family Concert”

Nationwide operation of

Swan operates 4 directly
managed Swan Bakery storesand 24 franchise stores.

persons took childcare leave

Social education support

1,651 persons with disabilities

We are certified by Japan’s Ministry of Health, Labour andWelfare as a company that actively supports the balance
between work and family life.

527
435

Rate of return to work and rate of retention following childbirth and childcare leave (by gender)
Support for employees’ ongoing employment and end-of-employment planning through skill
management and lifelong learning programs
Percentage of businesses that conduct engagement with local communities, impact
assessments, and community development programs

Cumulative 293 concerts witha total attendance of about
430,000 people

employing people withdisabilities.

Providing customer service

Initiatives aimed at partners

Support for economic independence for people
with disabilities
Support for the creation of workplaces in which people withdisabilities can be economically independent
Through the Yamato Welfare Foundation, we are carrying out a variety of
initiatives to assist the preparation of economic independence.

Global human resources communication trainin

Work-Life Balance

EconomyInitiatives aimed at communities

Initiatives aimed at employees

Improvement of response quality

GovernanceOn the basis of donations by Yamato Transport (J) of 10 yen per TA-Q-BIN
parcel delivered in Japan, and with the cooperation of customers, we made a
total donation of about ¥14.2 billion through the Great East Japan Earthquake
Living and Industrial Base Reconstruction and Recovery Fund drive, which
was conducted by the Yamato Welfare Foundation for one year from 2011.
This assistance provided funding for 31 reconstruction projects. With thecompletion of the Ono Town Hospital in Fukushima Prefecture in February
2015, all projects were concluded, with the exception of the disaster-readiness

forest reconstruction project in Matsukawaura, Fukushima Prefecture.
Begun in April 2014, the forest reconstruction project continues to plant
pine trees and anticipate their growth. Until the complete reconstruction of
livelihoods and industry in the affected areas has been achieved, the YamatoGroup will not let memory of the disaster fade and will continue watchingover reconstruction efforts.
For details of where assistance was directed, see the Yamato Welfare
Foundation website. http://www.yamatowf-saisei.jp/index.html

32

SafetySociety

Environment

Society

Major Achievements and Results in Fiscal 2014

LA3
LA10
SO1

Initiatives aimed at customers

Education / training and career development

All-Japan Guest Operator Customer
Response Contest
We evaluate operators
who are in daily contact
with customers, awarding
those who score well inscreening of response
skills (facial expressions,conduct, way of speaking,diction, etc.), productknowledge, andcommunication skills.

LA10Training matched to career plans
We conduct a variety of
training programs, including
Junior Leader School,
intra-group job rotation,and global human resources
communication training.

Arrangement of Kuroneko direct mail delivery work for

Fair and unbiased trading / Collaboration for safety
and improving service quality
Communication with about

230,000 TA-Q-BIN sarvice partners

Our Sales Drivers make daily visits to sarvice partners. We also issue the information
magazine "Kuroneko-Dayori" to general sarvice partners such as liquor and rice shops.

LA3

84

Swan Bakery

72.14 million

About 200,000 employees in the Yamato Group raised funds for the Yamato
Welfare Foundation and the NPO Ashinaga.
SO1

Promotion of CSV in partnership with local communities
Lifestyle support, sales promotion support, tourism support, etc.
Through our main business, we
make efforts to create value thatcan be shared by enterprises
and society

We publish an annual reportand a booklet for shareholders
to disclose information.
We conduct briefings for analysts 4 times per year,
as well as overseas briefings for institutional
investors in North America, Europe, and Asia.

Total number of cases

Number of agreements

1,874

Held
times
per year, with about

228

times per year withparticipation by about

15,820 people

Cumulative 2,789 times withparticipation by a cumulative
208,434 persons (held every
year since 2005)(as of the end of July 2015)

Kuroneko Yamato Environmental Class

About the Great East Japan Earthquake Reconstruction Project
Career design seminar

Employment of

2,187

persons with disabilities(Employment rate: 2.08%)

We will continue to create barrier-free workplaces conducive to work bypeople with disabilities.

31“Children’s Traffic Safety Workshop”“Kuroneko Yamato Environmental Class”

288/1,198
226

Appropriate and fair information disclosure /Enhancement of communication

The program received the Examination
Committee Incentive Prize in theAwards for Companies Promoting
Yamato Transport Business Seminar for
Youth Experience Activities by theHigh School Students
Ministry of Education, Culture, Sports,
Science and Technology.

207,613 participants.

Watch-Over Services for the Elderly

In operation

Initiatives aimed at shareholders

Cumulative participation by 63
schools and 381 persons(conducted every year since 2006)

Children’s Traffic Safety Workshop

We held a career design seminar for female employees at BIZ Logiformation,
to boost employee motivation through opportunities to learn the basics ofcareer design and to consider career paths.
Information magazine“Kuroneko-Dayori.”

19 schools

Cumulative 24,134 times withparticipation by a cumulative
2,589,000 persons (held every
year since 1998)

Promotion of programs for active engagementby female employees
Visits by Sales Drivers

Kuroneko Family Concert

andpersons
in fiscal 2014

program: ¥Respect for diversity

13,818 people

Participation by

Funds raised through the Natsu No Kampa (summer donation)

persons worked shorter hours for childcare

by“Yamato Transport Business Seminar for High School Students”

As of April 2015, four of our companies have received
the above certification:
Yamato Management Service (2015), Yamato Transport(J) (2014), Yamato Logistics (2013), Yamato System
Development (2011)“Kurumin”
Next-Generation
Certification Mark

10

Held
times per year,with attendance

2015 marked the 30th year of
the concert.

28 “Swan Bakery” stores

SO1

Music TA-Q-BIN “Kuroneko Family Concert”

Nationwide operation of

Swan operates 4 directly
managed Swan Bakery storesand 24 franchise stores.

persons took childcare leave

Social education support

1,651 persons with disabilities

We are certified by Japan’s Ministry of Health, Labour andWelfare as a company that actively supports the balance
between work and family life.

527
435

Rate of return to work and rate of retention following childbirth and childcare leave (by gender)
Support for employees’ ongoing employment and end-of-employment planning through skill
management and lifelong learning programs
Percentage of businesses that conduct engagement with local communities, impact
assessments, and community development programs

Cumulative 293 concerts witha total attendance of about
430,000 people

employing people withdisabilities.

Providing customer service

Initiatives aimed at partners

Support for economic independence for people
with disabilities
Support for the creation of workplaces in which people withdisabilities can be economically independent
Through the Yamato Welfare Foundation, we are carrying out a variety of
initiatives to assist the preparation of economic independence.

Global human resources communication trainin

Work-Life Balance

EconomyInitiatives aimed at communities

Initiatives aimed at employees

Improvement of response quality

GovernanceOn the basis of donations by Yamato Transport (J) of 10 yen per TA-Q-BIN
parcel delivered in Japan, and with the cooperation of customers, we made a
total donation of about ¥14.2 billion through the Great East Japan Earthquake
Living and Industrial Base Reconstruction and Recovery Fund drive, which
was conducted by the Yamato Welfare Foundation for one year from 2011.
This assistance provided funding for 31 reconstruction projects. With thecompletion of the Ono Town Hospital in Fukushima Prefecture in February
2015, all projects were concluded, with the exception of the disaster-readiness

forest reconstruction project in Matsukawaura, Fukushima Prefecture.
Begun in April 2014, the forest reconstruction project continues to plant
pine trees and anticipate their growth. Until the complete reconstruction of
livelihoods and industry in the affected areas has been achieved, the YamatoGroup will not let memory of the disaster fade and will continue watchingover reconstruction efforts.
For details of where assistance was directed, see the Yamato Welfare
Foundation website. http://www.yamatowf-saisei.jp/index.html

32

SafetySociety

Environment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Business Seminar for High School Students
Developing the ability to get involved in society
The theme of Yamato Transport’s Business Seminar for High School Students, which marked its 9th session
in 2014, was “Proposals for a New Approach to “Necology”—Achieving an Eco-Friendly Society Together throughYamato Transport’s Businesses.” This year a total of 19 teams, including one from Singapore, presented their
proposals to Yamato Transport’s senior executives.
* A collective term used to describe the Yamato Group’s environmental preservation activities. See page 25.

Initiatives by the numbers

Business Seminar forHigh School Students
th (held since 2006)

9
19
84

teams
(1 overseas)

participants

Largest number ofparticipants since inception

Q What points did the winning team work the most on?
spent a lot of time and energy on the investigation
A We
after our proposal (Matsumoto, Nagatsu, Yamamura).
Our proposal from Tokyo Denki University High School focused on an eco-friendly
business that can be profitable while also helping to revitalize Koganei City. Thisbusiness involves using TA-Q-BIN to collect dried organic waste and sell it to local
farmers after it is converted into fertilizer.
Initially, we thought this project would be relatively easy once we firmed up the plan,but in reality it turned out to be quite different. We went to city hall, a place we had rarely
been, to collect documents, researched laws, and contacted companies, among otheractivities. The toughest part of the project was calling city hall and companies. Though
we talk to friends all the time on our mobile phones, it was a bit nerve-racking to callpeople we had never met before until we got used to it.
On the day of the final presentation, although we felt things would go well because
we had spent upwards of six months on our proposal, a chill went through our spine
momentarily when the judges asked if our price for the fertilizer was appropriate.
However, we thoroughly investigated the details, so we were able to respond to thisquestion with confidence. We were really elated to be announced as the winners.

Schedule of the 9th Business Seminar for High School Students
August 6, 2014

Prebriefing
Introduction of business lines

About 6 months

Planning and proposals

January 17, 2015

February 7, 2015

Regional qualifying rounds

Final presentation and awards

Total of 10 teams move on to
final presentation

Presentation in front of Yamato Transport’s
President and other senior executives

Employees provide support

Collect organic waste already dried using
special trolleys and three-wheelers(Osabe and Kuromitsu).

Make into fertilizer andsell to local farmers

Message from
JuniorAchievement
Japan

The goal of the Business Seminar for High School Students is to expand the horizons ofstudents, give them more awareness about their involvement in society, and provide an
impetus for them to pave the way for their own future. Participating teams work for a period of
six months on the year’s theme to plan a business model and Yamato Transport employees
provide assistance to the high school students to develop the five types of abilities.
The first type of ability is the ability to never give up and see things out to the end. The
three members of the winning team demonstrated this ability admirably. The second andthird types of abilities are communication skills and research and analysis ability. Initially they
were hesitant about calling city hall and companies, but they were gradually able to makethese calls after we encouraged them to ask about things they didn’t know about. Throughthis, they became aware of the need to know about related laws and carry out detailed
research. The fourth is time management, and we were impressed with the winning team’s
showing. We held meetings with the three of them on seven occasions over the space ofsix months and every single time they did their “homework” as planned. The fifth ability ispresentation skills. It was impressive to see them answer all of the difficult questions asked
by the judges confidently. As a result, their proposal was viewed with great admiration
because of its thoroughness in researching and holistically addressing the issues of waste
and farming faced by their local community of Koganei City with a broad perspective.

The year 2014 marks the ninth time theBusiness Seminar for High School Students
was held. Yamato Transport has supported
this program since its inception. It is no easytask to work with students for the long
duration of nearly six months, especiallywhen busy with work duties. This faithfuldevotion to the students embodies Yamato
Transport’s corporate stance and I havedeveloped a heartfelt trust in the company
because of its employees always keep thebest interests of the students in mind.
I am really proud knowing that thisinitiative was recognized by the Ministry of
Education, Culture, Sports, Science &Technology with an honorable mention at
the Japan Youth Awards.

Q What did you gain from your involvement with the high school students?
A Many aspects of our involvement as mentors proved to be useful

Information
published online

This program for students demonstrates
Yamato Transport’s corporate stance

Yoriko Kuroki
Executive Director-Operations
Junior Achievement Japanin terms of employee development (Daigaku).

As part of the Business Seminar for High School Students, employees serve as mentors
to the high schools students while working closely with their teachers. For this session,
the human resources development sections for the Saikyo District Branch and Higashi
Tokyo District Branch worked together to support the high school students.
The approach taken by mentors to challenge students to notice things instead of tellingthem something is wrong and teach them that with teamwork they can overcome even themost challenging problems posed for an individual proved to be useful in employee development.

Pictured from front left

Moeka Matsumoto
Konoka Nagatsu
Mayu Yamamura

Business plan of the winning team from Tokyo Denki University High School
Lend out dehydrators to Kuroneko
Members in the city

Q What is the role of a mentor?
the students about getting involved in society
A Support
and acquire the ability to pave the way for their own future

Tokyo Denki University High School(Koganei City, Tokyo Metropolis)
Tokyo Denki University
High School has had ateam participate every
session since the very
first Business Seminar forHigh School Students.
This was the first timethat a team from theschool won.

Business Seminar for High SchoolStudents as seen in pictures

Pictured from back left

Kumiko Osabe, Manager
Yoko Kuromitsu
Human Resources
Development Section
Saikyo District Branch

Keiichi Daigaku
Manager
Human Resources
Development Section
Higashi Tokyo District Branch
Yamato Transport Co., Ltd.
These employees served as
mentors to the participatinghigh schools students over the
space of six months during
which time they supported thestudent’s proposal whileproviding advice.

Presenting in front of
Yamato Transport’s senior executives

Seven meetings were held overa six-month period
Revitalize production and salesof local agricultural products(Edo Tokyo vegetables)

Ther is no waste incinerator in Koganei City, so the city is working with local neighborhoods to address
There
the iissue of garbage and waste. Therefore, we came up with the idea of using organic waste, which accounts
for aabout half of all burnable waste from households, to make fertilizer and to reduce organic waste.
First, dehydrators are lent out to Kuroneko Members (a free membership service for individuals) in thecity tthat are interested in participating. Organic waste is collected and after being made into fertilizer throughfermfermentation at a plant, it is sold to farmers. This will help aging producers of Edo Tokyo vegetables to develop
the nnext generation of farmers and revitalize local agriculture by increasing production of Edo Tokyo vegetables.

33

34

SafetySociety

Environment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Business Seminar for High School Students
Developing the ability to get involved in society
The theme of Yamato Transport’s Business Seminar for High School Students, which marked its 9th session
in 2014, was “Proposals for a New Approach to “Necology”—Achieving an Eco-Friendly Society Together throughYamato Transport’s Businesses.” This year a total of 19 teams, including one from Singapore, presented their
proposals to Yamato Transport’s senior executives.
* A collective term used to describe the Yamato Group’s environmental preservation activities. See page 25.

Initiatives by the numbers

Business Seminar forHigh School Students
th (held since 2006)

9
19
84

teams
(1 overseas)

participants

Largest number ofparticipants since inception

Q What points did the winning team work the most on?
spent a lot of time and energy on the investigation
A We
after our proposal (Matsumoto, Nagatsu, Yamamura).
Our proposal from Tokyo Denki University High School focused on an eco-friendly
business that can be profitable while also helping to revitalize Koganei City. Thisbusiness involves using TA-Q-BIN to collect dried organic waste and sell it to local
farmers after it is converted into fertilizer.
Initially, we thought this project would be relatively easy once we firmed up the plan,but in reality it turned out to be quite different. We went to city hall, a place we had rarely
been, to collect documents, researched laws, and contacted companies, among otheractivities. The toughest part of the project was calling city hall and companies. Though
we talk to friends all the time on our mobile phones, it was a bit nerve-racking to callpeople we had never met before until we got used to it.
On the day of the final presentation, although we felt things would go well because
we had spent upwards of six months on our proposal, a chill went through our spine
momentarily when the judges asked if our price for the fertilizer was appropriate.
However, we thoroughly investigated the details, so we were able to respond to thisquestion with confidence. We were really elated to be announced as the winners.

Schedule of the 9th Business Seminar for High School Students
August 6, 2014

Prebriefing
Introduction of business lines

About 6 months

Planning and proposals

January 17, 2015

February 7, 2015

Regional qualifying rounds

Final presentation and awards

Total of 10 teams move on to
final presentation

Presentation in front of Yamato Transport’s
President and other senior executives

Employees provide support

Collect organic waste already dried using
special trolleys and three-wheelers(Osabe and Kuromitsu).

Make into fertilizer andsell to local farmers

Message from
JuniorAchievement
Japan

The goal of the Business Seminar for High School Students is to expand the horizons ofstudents, give them more awareness about their involvement in society, and provide an
impetus for them to pave the way for their own future. Participating teams work for a period of
six months on the year’s theme to plan a business model and Yamato Transport employees
provide assistance to the high school students to develop the five types of abilities.
The first type of ability is the ability to never give up and see things out to the end. The
three members of the winning team demonstrated this ability admirably. The second andthird types of abilities are communication skills and research and analysis ability. Initially they
were hesitant about calling city hall and companies, but they were gradually able to makethese calls after we encouraged them to ask about things they didn’t know about. Throughthis, they became aware of the need to know about related laws and carry out detailed
research. The fourth is time management, and we were impressed with the winning team’s
showing. We held meetings with the three of them on seven occasions over the space ofsix months and every single time they did their “homework” as planned. The fifth ability ispresentation skills. It was impressive to see them answer all of the difficult questions asked
by the judges confidently. As a result, their proposal was viewed with great admiration
because of its thoroughness in researching and holistically addressing the issues of waste
and farming faced by their local community of Koganei City with a broad perspective.

The year 2014 marks the ninth time theBusiness Seminar for High School Students
was held. Yamato Transport has supported
this program since its inception. It is no easytask to work with students for the long
duration of nearly six months, especiallywhen busy with work duties. This faithfuldevotion to the students embodies Yamato
Transport’s corporate stance and I havedeveloped a heartfelt trust in the company
because of its employees always keep thebest interests of the students in mind.
I am really proud knowing that thisinitiative was recognized by the Ministry of
Education, Culture, Sports, Science &Technology with an honorable mention at
the Japan Youth Awards.

Q What did you gain from your involvement with the high school students?
A Many aspects of our involvement as mentors proved to be useful

Information
published online

This program for students demonstrates
Yamato Transport’s corporate stance

Yoriko Kuroki
Executive Director-Operations
Junior Achievement Japanin terms of employee development (Daigaku).

As part of the Business Seminar for High School Students, employees serve as mentors
to the high schools students while working closely with their teachers. For this session,
the human resources development sections for the Saikyo District Branch and Higashi
Tokyo District Branch worked together to support the high school students.
The approach taken by mentors to challenge students to notice things instead of tellingthem something is wrong and teach them that with teamwork they can overcome even themost challenging problems posed for an individual proved to be useful in employee development.

Pictured from front left

Moeka Matsumoto
Konoka Nagatsu
Mayu Yamamura

Business plan of the winning team from Tokyo Denki University High School
Lend out dehydrators to Kuroneko
Members in the city

Q What is the role of a mentor?
the students about getting involved in society
A Support
and acquire the ability to pave the way for their own future

Tokyo Denki University High School(Koganei City, Tokyo Metropolis)
Tokyo Denki University
High School has had ateam participate every
session since the very
first Business Seminar forHigh School Students.
This was the first timethat a team from theschool won.

Business Seminar for High SchoolStudents as seen in pictures

Pictured from back left

Kumiko Osabe, Manager
Yoko Kuromitsu
Human Resources
Development Section
Saikyo District Branch

Keiichi Daigaku
Manager
Human Resources
Development Section
Higashi Tokyo District Branch
Yamato Transport Co., Ltd.
These employees served as
mentors to the participatinghigh schools students over the
space of six months during
which time they supported thestudent’s proposal whileproviding advice.

Presenting in front of
Yamato Transport’s senior executives

Seven meetings were held overa six-month period
Revitalize production and salesof local agricultural products(Edo Tokyo vegetables)

Ther is no waste incinerator in Koganei City, so the city is working with local neighborhoods to address
There
the iissue of garbage and waste. Therefore, we came up with the idea of using organic waste, which accounts
for aabout half of all burnable waste from households, to make fertilizer and to reduce organic waste.
First, dehydrators are lent out to Kuroneko Members (a free membership service for individuals) in thecity tthat are interested in participating. Organic waste is collected and after being made into fertilizer throughfermfermentation at a plant, it is sold to farmers. This will help aging producers of Edo Tokyo vegetables to develop
the nnext generation of farmers and revitalize local agriculture by increasing production of Edo Tokyo vegetables.

33

34

SafetySociety

Environment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Encouraging diversity for the everlasting developmentof the Yamato GroupThe Yamato Group, which employs a workforce of nearly 200,000 people, recognizes the importance of recognizing
and accepting diversity in terms of gender, nationality, and age, among other factors, in becoming a group ofcompanies that is trusted by stakeholders, internationally competitive, and resilient in the face of market change.

Initiatives by the numbers

Yamato Group employees

197,056
127,207

Males:(64.6%)

69,849Females:(35.4%)(Data as of March 31, 2015)

Q What is diversity for the Yamato Group?
is an initiative essential for the growth and
A Diversity
greater competitive of our businesses (Uehara).
The Yamato Group is supported by its diverse pool of employees with different backgrounds
and different genders, ages, nationalities and lifestyles.
Going forward, we must respond to various changes taking place in society, suchas the aging population, declining birthrate, labor shortfalls and changing needs. It willbe essential for us to create workplaces that respect the diverse values, thinking, andawareness of its people and that fully leverage their skills and abilities. We will continue
to evolve our initiatives to ensure that every employee can thrive. This includes supportinga work-life balance between job and home life, providing new approaches to work for
employees with time or physical constraints, and mechanisms for soliciting opinions
and ideas from part time workers.
I believe encouraging diversity involves being aware of and incorporating thediverse values of employees into the organization and linking this up with improved
competitiveness and business growth.

Encouraging diversity at the Yamato Group

Various changes in social structure
Aging population, declining birthrate,labor shortfalls, changing needs, etc.

Create an environment where every
individual can maximize theirskills and abilities
Diverse values, thinking and awareness unrelated
to gender, nationality, and age, etc.

Improved competitiveness andgreater business growth
Create new value from various opinions and ideas

Pictured from right

Q There are a lot of women working at the Yamato Group.
Are your workplaces really that employee-friendly?

women-friendly workplaces is the first step in creating
A Creating
employee-friendly workplaces (Sawatsubashi).
The Yamato Group employees around 70,000 female employees, which is about
35% of our entire workforce. For example, women are working in various lines of workat Yamato Transport, including as Guest Operators providing customer service at sales
offices, as Sales Drivers who collect and deliver parcels, and as call center
operators. Women are contributing a great deal to workplace revitalization
through customer-centric proposals and continual improvement activities.
We have established in-house programs so that employees withconstraints on their working hours can achieve work-life balance.
“Kurumin”
Currently, Yamato System Development, Yamato Logistics, Yamato
Next-Generation
Transport and Yamato Management Services have been accredited by Certification Markthe Ministry of Health, Labour and Welfare as a company that actively supports thebalance between work and family life.
As the structure of society changes, all employees, not only women, will want flexible
work styles, respect for one another, and a culture that recognizes and compliments
each other. Our goal is to create even more employee-friendly workplaces for the future.

Q What is your future goal for workplace diversity?
A We hope to create a foundation for realizing the next innovationby promoting diversity in a unified manner across the entire
Yamato Group (Yamauchi).

The Yamato Group established the Diversity Promotion Office in August 2014 and has
been encouraging diversity according to three key pillars ever since. The first of thesepillars is fostering a strong awareness of diversity. Each and every individual needs tohave a common mindset toward workplace diversity. Second is creating employee-friendly
workplaces. We need to offer workplaces where every employee can contribute theirskills equally based on changes in work styles and the promotion of work-life balance.
Finally, third is career development support. We are working to support each and every
employee to achieve personal and professional growth through their jobs. We have also
appointed Diversity Promotion Managers at each Yamato Group company and establishedan implementation system in order to begin full-fledged efforts based on an action planfor each company’s situation and challenges,
We will continue to establish workplaces where the Yamato Group’s diverse workforce
can thrive and contribute and by developing human resources that can create new services
and new value we will continue to build a foundation for creation the next innovation.

Message from
Appassionata, Inc.

Utilizing the approaches of inclusive
management in diversity initiatives
I hear that Yamato Holdings has establishedthe Diversity Promotion Office and has carriedout a diversity survey in-house. I believe thatthe direction of the entire Yamato Group’s
diversity promotion efforts, which are basedon the results of this survey and analysis ofJapan’s social and economic conditions,
are sound.
The Yamato Group now is in the phaseof continually implementing a specific action
plan. Progress should be monitored regularly
while implementing initiatives so that changes
can be made whenever a problem arises.
The key is to make steady forward progress.
Diversity promotion requires inclusion.
The Yamato Group’s company precepts
demonstrate the spirit of inclusive management.
I hope that the Yamato Group will takefull advantage of this approach in its
diversity efforts.

Joanna Sook Ja Park
Representative
Appassionata, Inc.

Information
published online
Diversity as seen in pictures

Mio Yamauchi
Manager
Diversity Promotion Office
Yamato Holdings Co., Ltd.

Go Sawatsubashi
Assistant Manager

Sachiyo Uehara
Pictured here are membersof the Diversity Promotion
Department established inAugust 2014. Currently,
these three members are in
charge of the diversity
activities of the entire
Yamato Group.

The Yamato Group’s
Diversity Policy
The Yamato Group recognizes that respectfor employee diversity and getting the most out of
its people’s skills and abilities represents the source ofinnovation for generating new value and also links withthe growth of the company and a more affluent society.
Based on the Yamato Group’s DNA of inclusive management,
we will offer workplaces where our diverse people canthrive and we will encourage diversity across the entire
Yamato Group through various human resource
development initiatives.

We will create a new color by combining
different colors together.

35

36

SafetySociety

Environment

Society

Governance

EconomyAiming for “DAN-TOTSU”—

Encouraging diversity for the everlasting developmentof the Yamato GroupThe Yamato Group, which employs a workforce of nearly 200,000 people, recognizes the importance of recognizing
and accepting diversity in terms of gender, nationality, and age, among other factors, in becoming a group ofcompanies that is trusted by stakeholders, internationally competitive, and resilient in the face of market change.

Initiatives by the numbers

Yamato Group employees

197,056
127,207

Males:(64.6%)

69,849Females:(35.4%)(Data as of March 31, 2015)

Q What is diversity for the Yamato Group?
is an initiative essential for the growth and
A Diversity
greater competitive of our businesses (Uehara).
The Yamato Group is supported by its diverse pool of employees with different backgrounds
and different genders, ages, nationalities and lifestyles.
Going forward, we must respond to various changes taking place in society, suchas the aging population, declining birthrate, labor shortfalls and changing needs. It willbe essential for us to create workplaces that respect the diverse values, thinking, andawareness of its people and that fully leverage their skills and abilities. We will continue
to evolve our initiatives to ensure that every employee can thrive. This includes supportinga work-life balance between job and home life, providing new approaches to work for
employees with time or physical constraints, and mechanisms for soliciting opinions
and ideas from part time workers.
I believe encouraging diversity involves being aware of and incorporating thediverse values of employees into the organization and linking this up with improved
competitiveness and business growth.

Encouraging diversity at the Yamato Group

Various changes in social structure
Aging population, declining birthrate,labor shortfalls, changing needs, etc.

Create an environment where every
individual can maximize theirskills and abilities
Diverse values, thinking and awareness unrelated
to gender, nationality, and age, etc.

Improved competitiveness andgreater business growth
Create new value from various opinions and ideas

Pictured from right

Q There are a lot of women working at the Yamato Group.
Are your workplaces really that employee-friendly?

women-friendly workplaces is the first step in creating
A Creating
employee-friendly workplaces (Sawatsubashi).
The Yamato Group employees around 70,000 female employees, which is about
35% of our entire workforce. For example, women are working in various lines of workat Yamato Transport, including as Guest Operators providing customer service at sales
offices, as Sales Drivers who collect and deliver parcels, and as call center
operators. Women are contributing a great deal to workplace revitalization
through customer-centric proposals and continual improvement activities.
We have established in-house programs so that employees withconstraints on their working hours can achieve work-life balance.
“Kurumin”
Currently, Yamato System Development, Yamato Logistics, Yamato
Next-Generation
Transport and Yamato Management Services have been accredited by Certification Markthe Ministry of Health, Labour and Welfare as a company that actively supports thebalance between work and family life.
As the structure of society changes, all employees, not only women, will want flexible
work styles, respect for one another, and a culture that recognizes and compliments
each other. Our goal is to create even more employee-friendly workplaces for the future.

Q What is your future goal for workplace diversity?
A We hope to create a foundation for realizing the next innovationby promoting diversity in a unified manner across the entire
Yamato Group (Yamauchi).

The Yamato Group established the Diversity Promotion Office in August 2014 and has
been encouraging diversity according to three key pillars ever since. The first of thesepillars is fostering a strong awareness of diversity. Each and every individual needs tohave a common mindset toward workplace diversity. Second is creating employee-friendly
workplaces. We need to offer workplaces where every employee can contribute theirskills equally based on changes in work styles and the promotion of work-life balance.
Finally, third is career development support. We are working to support each and every
employee to achieve personal and professional growth through their jobs. We have also
appointed Diversity Promotion Managers at each Yamato Group company and establishedan implementation system in order to begin full-fledged efforts based on an action planfor each company’s situation and challenges,
We will continue to establish workplaces where the Yamato Group’s diverse workforce
can thrive and contribute and by developing human resources that can create new services
and new value we will continue to build a foundation for creation the next innovation.

Message from
Appassionata, Inc.

Utilizing the approaches of inclusive
management in diversity initiatives
I hear that Yamato Holdings has establishedthe Diversity Promotion Office and has carriedout a diversity survey in-house. I believe thatthe direction of the entire Yamato Group’s
diversity promotion efforts, which are basedon the results of this survey and analysis ofJapan’s social and economic conditions,
are sound.
The Yamato Group now is in the phaseof continually implementing a specific action
plan. Progress should be monitored regularly
while implementing initiatives so that changes
can be made whenever a problem arises.
The key is to make steady forward progress.
Diversity promotion requires inclusion.
The Yamato Group’s company precepts
demonstrate the spirit of inclusive management.
I hope that the Yamato Group will takefull advantage of this approach in its
diversity efforts.

Joanna Sook Ja Park
Representative
Appassionata, Inc.

Information
published online
Diversity as seen in pictures

Mio Yamauchi
Manager
Diversity Promotion Office
Yamato Holdings Co., Ltd.

Go Sawatsubashi
Assistant Manager

Sachiyo Uehara
Pictured here are membersof the Diversity Promotion
Department established inAugust 2014. Currently,
these three members are in
charge of the diversity
activities of the entire
Yamato Group.

The Yamato Group’s
Diversity Policy
The Yamato Group recognizes that respectfor employee diversity and getting the most out of
its people’s skills and abilities represents the source ofinnovation for generating new value and also links withthe growth of the company and a more affluent society.
Based on the Yamato Group’s DNA of inclusive management,
we will offer workplaces where our diverse people canthrive and we will encourage diversity across the entire
Yamato Group through various human resource
development initiatives.

We will create a new color by combining
different colors together.

35

36

SafetySociety

Governance

EconomyWe Aim to Continue as a Corporate Group in which Each Individual
Holds a High Sense of Ethics

GovernanceCorporate 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 groupcompanies make the securing of sound management, and theachievement of prompt and accurate decision-making andbusiness execution, the basic policies upon which we work tostrengthen 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, andsupervision, creating a structure to carry out prompt and proper
decision-making on important matters.
The Board of Directors consists of 6 directors (including 2
outside directors) who serve one-year terms, during which thedirectors clarify the responsibilities of management for the fiscal
year. The Audit & Supervisory Board consists of 2 full-time Audit& Supervisory Board members and 2 outside Audit & Supervisory
Board members, who audit the performance of directors’ duties
through actions including attendance at Board of Directors
meetings and other important meetings. In addition, the auditors
periodically hold Group Auditors’ Liaison Meetings to discuss
auditing policy and methods with full-time Audit & Supervisory
Board members from major group companies, with the aim ofenhancing auditing functions across the Group. All outside directors
and outside Audit & Supervisory Board members are independent
officers pursuant to Tokyo Stock Exchange Regulations, andtheir names are registered at the Tokyo Stock Exchange.

Corporate governance promotion framework
General Meeting of Shareholders
Elect

Elect

The Audit & Audit
Elect
Supervise Supervisory
Board

Elect

ReportAccounting
auditInternal
audit

Audit Division

Management
Advisory Committee

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

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

Groupcompanies

Information disclosure

ReportExecutive Committee
Conference
Executebusiness

Nomination andCompensation
Committee

report system pursuant to the Financial Instruments and ExchangeAct, 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.
We have also constructed a framework by which the section in
charge of audits in Yamato Holdings and the sections in chargeof internal control in major group companies check whether
work is being conducted effectively in accordance with rules,
and seek immediate remediation of any deviations. Internal
control involving financial reporting by the Yamato Group was
found to be valid as of March 31, 2015, with a report submitted
to the Kanto Local Finance Bureau.
In accordance with the enactment of the Act on the Partial
Revision of the Companies Act and the Ministerial Ordinance on
the Partial Revision of the Ordinance for Enforcement of theCompanies Act, Etc. on May 1, 2015, within our basic policy
concerning the creation of internal control systems we revised
frameworks for ensuring the properness of work by the YamatoGroup and frameworks related to auditing, in order to conformwith our current situation. We revised these to incorporate
specific and clear expressions, in line with the statutory revisions.

Legal andCSR Division

Present/
ReportWhistle-blowing
systemReportLegal Advisor

Board of Directors

Make decisions /Supervise

Independent
AuditorPresent /ReportGroup Companies

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

IR/PR
Department

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

Compliance audit

The Audit &Supervisory
Board

Audit
Division(Outside attorneyof the committee)

Compliance Hotline
Legal andCSR Division(secretariat of the committee)

Awareness-raisingand promotion

Grasp ofefforts

Department responsible forcompliance risk management

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 forcompliance risk management of group companies, centering on
the Compliance and Risk Committee of Yamato Holdings areworking 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.

Concerning inappropriate temperature managementin Cool TA-Q-BIN service
Following establishment of the Cool TA-Q-BIN Service Quality
Improvement Headquarters in October 2014, we established the
Cool TA-Q-BIN Service Quality Improvement Department, assigned
Quality Training Directors nationwide, and appointed Cool TA-Q-BIN
Work Leaders at each site to prevent recurrence of the temperature
management issue.
In June 2015, we adopted a total volume management system.
During demand peaks for the Cool TA-Q-BIN service in July andDecember, we will increase deployment of vehicles and otherequipment for the service, and, predicting the daily volume of
Cool TA-Q-BIN package arrivals at each site nationwide, will
deploy equipment appropriately to prevent capacity overflows.
Through the construction of this system, we believe we can
improve convenience for customers, including the ability to
specify delivery dates even with the Cool TA-Q-BIN service. We
will further strive to maintain and improve the quality of the Cool
TA-Q-BIN service.

ComplianceandRisk
Committee

Board ofDirectors
Direction

Executive
Committee
Authorization for
direct correction Direction
advicePresident ofgroup company

from 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 addition, for each of our group company workplaces weare actively working to acquire various certifications regarding
information security.

Security-related certifications acquiredby group companies (as of August 2015)
Certification, Company nameYear ofacquisition

JISQ15001 (Privacymark System)
Yamato System Development Co., Ltd.

1999

Yamato Financial Co., Ltd.

2006

Yamato Contact Service Co., Ltd.
Head Office
Tokyo Call Center
Saitama Call Center
Miyakonojo Intelligent Contact Center
Wakayama Call Center
Tottori Intelligent Contact Center
Tome Contact Center
Kanto Mother Center

2007
2015
2007
2010
2012
2013
2013
2014

Yamato Web Solutions Co., Ltd.

2007

Yamato Logistics Co., Ltd.

2010

Yamato Multi-maintenance Solutions Co., Ltd.

2010

Yamato Management Service Co., Ltd.

2011

ISO27001

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.

Audit

Outside lawyer Advice
Whistle-blowing
systemStrengthening internal control for the Group overall

Group company employees

Compliance

37

Environment

Information Security
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 information

Yamato Transport Co., Ltd.
Headquarters
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
Operations related to (new) registration of terminal installation
application forms, account transfer systems (development), credit card
terminal installation application form acceptance center operation(development), online application acceptance service, settlement NW,
settlement information DB
Yamato Packing Service Co., Ltd.
Head office (human resources, general affairs, planning, information)
Documents Logistics Company (Sales Department, Sales Department
Administration Division, Planning Department, Tokyo Plant, Saitama
Plant, Haneda Plant)

2015
2004
2002
2009
2012
2013
2013
2014
2014
2014
2015

2005
2005

Yamato Contact Service Co., Ltd.
Head Office
Tokyo Call Center
Saitama Call Center
Miyakonojo Intelligent Contact Center
Wakayama Call Center
Tottori Intelligent Contact Center
Tome Call Center
Kanto Mother Center

2006
2015
2007
2010
2012
2013
2013
2014

Yamato Packing Technology Institute Co., Ltd.
Kanto No. 1 Branch, Operation Center, Packaging Solutions Business
Division, Business Management Division, Research and Development Office

2009

ISO20000
Yamato System Development Co., Ltd.

2006

PCIDSS
Yamato System Development Co., Ltd.
Credit card settlement service
Web billing service

2006
2011

Registration of Information Security Auditing Firms
Yamato System Development Co., Ltd.

2004

38

SafetySociety

Governance

EconomyWe Aim to Continue as a Corporate Group in which Each Individual
Holds a High Sense of Ethics

GovernanceCorporate 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 groupcompanies make the securing of sound management, and theachievement of prompt and accurate decision-making andbusiness execution, the basic policies upon which we work tostrengthen 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, andsupervision, creating a structure to carry out prompt and proper
decision-making on important matters.
The Board of Directors consists of 6 directors (including 2
outside directors) who serve one-year terms, during which thedirectors clarify the responsibilities of management for the fiscal
year. The Audit & Supervisory Board consists of 2 full-time Audit& Supervisory Board members and 2 outside Audit & Supervisory
Board members, who audit the performance of directors’ duties
through actions including attendance at Board of Directors
meetings and other important meetings. In addition, the auditors
periodically hold Group Auditors’ Liaison Meetings to discuss
auditing policy and methods with full-time Audit & Supervisory
Board members from major group companies, with the aim ofenhancing auditing functions across the Group. All outside directors
and outside Audit & Supervisory Board members are independent
officers pursuant to Tokyo Stock Exchange Regulations, andtheir names are registered at the Tokyo Stock Exchange.

Corporate governance promotion framework
General Meeting of Shareholders
Elect

Elect

The Audit & Audit
Elect
Supervise Supervisory
Board

Elect

ReportAccounting
auditInternal
audit

Audit Division

Management
Advisory Committee

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

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

Groupcompanies

Information disclosure

ReportExecutive Committee
Conference
Executebusiness

Nomination andCompensation
Committee

report system pursuant to the Financial Instruments and ExchangeAct, 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.
We have also constructed a framework by which the section in
charge of audits in Yamato Holdings and the sections in chargeof internal control in major group companies check whether
work is being conducted effectively in accordance with rules,
and seek immediate remediation of any deviations. Internal
control involving financial reporting by the Yamato Group was
found to be valid as of March 31, 2015, with a report submitted
to the Kanto Local Finance Bureau.
In accordance with the enactment of the Act on the Partial
Revision of the Companies Act and the Ministerial Ordinance on
the Partial Revision of the Ordinance for Enforcement of theCompanies Act, Etc. on May 1, 2015, within our basic policy
concerning the creation of internal control systems we revised
frameworks for ensuring the properness of work by the YamatoGroup and frameworks related to auditing, in order to conformwith our current situation. We revised these to incorporate
specific and clear expressions, in line with the statutory revisions.

Legal andCSR Division

Present/
ReportWhistle-blowing
systemReportLegal Advisor

Board of Directors

Make decisions /Supervise

Independent
AuditorPresent /ReportGroup Companies

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

IR/PR
Department

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

Compliance audit

The Audit &Supervisory
Board

Audit
Division(Outside attorneyof the committee)

Compliance Hotline
Legal andCSR Division(secretariat of the committee)

Awareness-raisingand promotion

Grasp ofefforts

Department responsible forcompliance risk management

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 forcompliance risk management of group companies, centering on
the Compliance and Risk Committee of Yamato Holdings areworking 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.

Concerning inappropriate temperature managementin Cool TA-Q-BIN service
Following establishment of the Cool TA-Q-BIN Service Quality
Improvement Headquarters in October 2014, we established the
Cool TA-Q-BIN Service Quality Improvement Department, assigned
Quality Training Directors nationwide, and appointed Cool TA-Q-BIN
Work Leaders at each site to prevent recurrence of the temperature
management issue.
In June 2015, we adopted a total volume management system.
During demand peaks for the Cool TA-Q-BIN service in July andDecember, we will increase deployment of vehicles and otherequipment for the service, and, predicting the daily volume of
Cool TA-Q-BIN package arrivals at each site nationwide, will
deploy equipment appropriately to prevent capacity overflows.
Through the construction of this system, we believe we can
improve convenience for customers, including the ability to
specify delivery dates even with the Cool TA-Q-BIN service. We
will further strive to maintain and improve the quality of the Cool
TA-Q-BIN service.

ComplianceandRisk
Committee

Board ofDirectors
Direction

Executive
Committee
Authorization for
direct correction Direction
advicePresident ofgroup company

from 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 addition, for each of our group company workplaces weare actively working to acquire various certifications regarding
information security.

Security-related certifications acquiredby group companies (as of August 2015)
Certification, Company nameYear ofacquisition

JISQ15001 (Privacymark System)
Yamato System Development Co., Ltd.

1999

Yamato Financial Co., Ltd.

2006

Yamato Contact Service Co., Ltd.
Head Office
Tokyo Call Center
Saitama Call Center
Miyakonojo Intelligent Contact Center
Wakayama Call Center
Tottori Intelligent Contact Center
Tome Contact Center
Kanto Mother Center

2007
2015
2007
2010
2012
2013
2013
2014

Yamato Web Solutions Co., Ltd.

2007

Yamato Logistics Co., Ltd.

2010

Yamato Multi-maintenance Solutions Co., Ltd.

2010

Yamato Management Service Co., Ltd.

2011

ISO27001

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.

Audit

Outside lawyer Advice
Whistle-blowing
systemStrengthening internal control for the Group overall

Group company employees

Compliance

37

Environment

Information Security
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 information

Yamato Transport Co., Ltd.
Headquarters
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
Operations related to (new) registration of terminal installation
application forms, account transfer systems (development), credit card
terminal installation application form acceptance center operation(development), online application acceptance service, settlement NW,
settlement information DB
Yamato Packing Service Co., Ltd.
Head office (human resources, general affairs, planning, information)
Documents Logistics Company (Sales Department, Sales Department
Administration Division, Planning Department, Tokyo Plant, Saitama
Plant, Haneda Plant)

2015
2004
2002
2009
2012
2013
2013
2014
2014
2014
2015

2005
2005

Yamato Contact Service Co., Ltd.
Head Office
Tokyo Call Center
Saitama Call Center
Miyakonojo Intelligent Contact Center
Wakayama Call Center
Tottori Intelligent Contact Center
Tome Call Center
Kanto Mother Center

2006
2015
2007
2010
2012
2013
2013
2014

Yamato Packing Technology Institute Co., Ltd.
Kanto No. 1 Branch, Operation Center, Packaging Solutions Business
Division, Business Management Division, Research and Development Office

2009

ISO20000
Yamato System Development Co., Ltd.

2006

PCIDSS
Yamato System Development Co., Ltd.
Credit card settlement service
Web billing service

2006
2011

Registration of Information Security Auditing Firms
Yamato System Development Co., Ltd.

2004

38

Safety

Environment

Society

Governance

EconomyEconomyOverview and Major Indicators of the Medium-term Management Plan
DAN-TOTSU Three-Year Plan STEP

The detailed economic report is available on our annual report or investor relations page on our corporatewebsite. Please refer to them.

Overview of medium-term management plan

Annual Report 2015

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.”
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.

State of major indicators
Consolidated operating revenue(100 million yen)
20,00015,00012,823

13,967

13,746

14,30010,000

Yamato Group’s Medium-to
Long-Term Management Plan

5,000

0

Progress of the plan
Our DAN-TOTSU Management Plan 2019 divides the 9 years
through 2019 into three stages: HOP, STEP, and JUMP.
Under the first phase, the “DAN-TOTSU Three-Year Plan
HOP,” we worked to complete construction of Haneda Chronogate
and the Atsugi Gateway, which boast unprecedented added-valuefunctions. We also worked to expand our international small parcel
delivery network using the Okinawa International Logistics Hub,and to otherwise strengthen our business platform and networks.
Under the second phase, the “DAN-TOTSU Three-Year
Plan STEP,” we are leveraging the platform we have built during
HOP and, from fiscal 2014 to 2016, continue to strengthen ourbusiness platform and networks to enable a major leap forwardin the final Three-Year Plan (JUMP).
Based on this plan, in fiscal 2014 we made efforts toward
the creation of value-added business models and the enhancementof our existing businesses using the management resources of
all group companies.
During this time, the number of parcels handled in ourdelivery business struggled to grow under stagnant consumer
spending and the impact of a demand rush prior to theconsumption tax hike at the end of the previous fiscal year.
Despite this, our TA-Q-BIN price rose as we undertook measures
to collect appropriate fees. In addition, we connected strict
cost management measures to an increase in profits. In our
non-delivery businesses, we undertook expansion of our existing
services while cooperating across group companies to actively
engage in sales aimed at resolving customers’ problems.
As a result of these measures, in fiscal 2014 we were able
to increase sales and profits over the previous year.
Looking ahead, we will create new value in logistics toachieve our long-term DAN-TOTSU Management Plan 2019,
and will contribute to the growth of Japan and the creation of anaffluent society.

Fiscal year
ended MarchFiscal year
ended March

2013

2014

Fiscal year
Fiscal year
ended March ending March

2015

2016

(forecast)

Consolidated operating income(100 million yen)

Ten-Year Summary and Business Highlights

1,000

750

662

689

720

630

500

Overview of Operations by Segment
250

0
Fiscal year
ended MarchFiscal year
ended March

2013

2014

Fiscal year
Fiscal year
ended March ending March

2015

2016

(forecast)

Consolidated financial statement

Net income(100 million yen)500

Our corporate website (Investor relations)
430

400

351

375
348

300

200

Financial Results
Meeting Materials

100

0

39

Delivery Market Trends
Fiscal year
ended MarchFiscal year
ended March

2013

2014

Fiscal year
Fiscal year
ended March ending March

2015

2016

(forecast)Financial Results

40Safety

Environment

Society

Governance

EconomyEconomyOverview and Major Indicators of the Medium-term Management Plan
DAN-TOTSU Three-Year Plan STEP

The detailed economic report is available on our annual report or investor relations page on our corporatewebsite. Please refer to them.

Overview of medium-term management plan

Annual Report 2015

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.”
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.

State of major indicators
Consolidated operating revenue(100 million yen)
20,00015,00012,823

13,967

13,746

14,30010,000

Yamato Group’s Medium-to
Long-Term Management Plan

5,000

0

Progress of the plan
Our DAN-TOTSU Management Plan 2019 divides the 9 years
through 2019 into three stages: HOP, STEP, and JUMP.
Under the first phase, the “DAN-TOTSU Three-Year Plan
HOP,” we worked to complete construction of Haneda Chronogate
and the Atsugi Gateway, which boast unprecedented added-valuefunctions. We also worked to expand our international small parcel
delivery network using the Okinawa International Logistics Hub,and to otherwise strengthen our business platform and networks.
Under the second phase, the “DAN-TOTSU Three-Year
Plan STEP,” we are leveraging the platform we have built during
HOP and, from fiscal 2014 to 2016, continue to strengthen ourbusiness platform and networks to enable a major leap forwardin the final Three-Year Plan (JUMP).
Based on this plan, in fiscal 2014 we made efforts toward
the creation of value-added business models and the enhancementof our existing businesses using the management resources of
all group companies.
During this time, the number of parcels handled in ourdelivery business struggled to grow under stagnant consumer
spending and the impact of a demand rush prior to theconsumption tax hike at the end of the previous fiscal year.
Despite this, our TA-Q-BIN price rose as we undertook measures
to collect appropriate fees. In addition, we connected strict
cost management measures to an increase in profits. In our
non-delivery businesses, we undertook expansion of our existing
services while cooperating across group companies to actively
engage in sales aimed at resolving customers’ problems.
As a result of these measures, in fiscal 2014 we were able
to increase sales and profits over the previous year.
Looking ahead, we will create new value in logistics toachieve our long-term DAN-TOTSU Management Plan 2019,
and will contribute to the growth of Japan and the creation of anaffluent society.

Fiscal year
ended MarchFiscal year
ended March

2013

2014

Fiscal year
Fiscal year
ended March ending March

2015

2016

(forecast)

Consolidated operating income(100 million yen)

Ten-Year Summary and Business Highlights

1,000

750

662

689

720

630

500

Overview of Operations by Segment
250

0
Fiscal year
ended MarchFiscal year
ended March

2013

2014

Fiscal year
Fiscal year
ended March ending March

2015

2016

(forecast)

Consolidated financial statement

Net income(100 million yen)500

Our corporate website (Investor relations)
430

400

351

375
348

300

200

Financial Results
Meeting Materials

100

0

39

Delivery Market Trends
Fiscal year
ended MarchFiscal year
ended March

2013

2014

Fiscal year
Fiscal year
ended March ending March

2015

2016

(forecast)Financial Results

40For more information about this report, please feel free to contact us.

Yamato Holdings Co., Ltd.
Legal Affairs & CSR Strategy
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/english
E-mail: csr-report@kuronekoyamato.co.jp

This brochure was printed
with vegetable-based inks.