Targets and Results in Sustainable Medium-Term Plans 2023

Related
SDGs

Energy & Climate
FY2023 Targets

FY2022 Targets

FY2022 Results

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

Reduce greenhouse gas (GHG) emissions
by 8% compared to fiscal 2020*1

GHG emissions were reduced 7% fromfiscal 2020

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

Reduce GHG emission intensity
by 8% compared to fiscal 2020*1

GHG emission intensity was reduced
6% compared to fiscal 2020

Use 40% of electricity generated
via renewable energy sources*3

Expand the use of electricity
generated via renewable energy
sources

Electricity generated via renewableenergy sources accounts for 22%
of total electricity used

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

Collect data regarding GHG emissionsof overseas subsidiaries and collectreference year data

Environmental data collection wascompleted at all overseas consolidated
subsidiaries

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

Conduct field tests of electric vehicles(EVs) and fuel cell vehicles (FCVs) withother industries (Including medium size
trucks used for long-distance travel)

Completed preparation for field tests of
new EVs and FCVs through joint
research with other industries

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

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

Continued discussions and confirmationof technology regarding automatedmobility with business partners

Reduce the use of dry ice to refrigerate
packages:
Substitute with 13,000 mechanical coldboxes and 1,200 refrigerator trucks

Reduce the use of dry ice torefrigerate packages:
Substitute with 9,000 mechanical coldboxes and 900 refrigerator trucks

Substituted 1,262 freight carrier trucks
with refrigerator trucks

Electric vehicles (EVs) 1,500 units

Introduce 500 Evs

Introduced 331 Evs

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

Visualize operational status by fully
leveraging digital technologies and utilize
a simulation model to enlarge the size oftrucks, enhance transport efficiency, andpromote eco-driving

Enhanced the loading efficiency per truck
9.0% compared to fiscal 2022, based on
visualization of operational data

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

Promote modal shifts (160 units forrail and sea transports)

Carried out a modal shift.
(168 units per day transported by railor sea)Conduct demonstration tests of a model
sales office that uses 100% renewableenergyConduct field tests of a model sales
office that uses 100% renewable energy

Commenced testing of a model sales
office that uses 100% renewableenergyConsolidate touch points (locations) andinstall LED lights

Consolidate touch points (locations) andinstall LED lights• Consolidated touch points (bases)• Installed LED lights at 457 locations

Measure energy andoptimize energy
management

Reinforce energy management

Develop an energy management
structure

Launched the development of asystem to optimize EV operations,standardize charging, and implement
flexible inter-base power distribution

Conduct financial
analysis and promote
low-carbon investment

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

Conduct simple scenario analysis andinformation disclosure (including
financial information)• Announced endorsement of Task
Force on Climate-related Financial
Disclosure (TCFD) in September 2022
• Disclosed information on corporate site
and in integrated report

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

Set internal carbon pricing (ICP)

Gathered information, including casestudies of other companies, andconsidered operations

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

1

Targets and Results in Sustainable Medium-Term Plans 2023

Related
SDGs

Atmosphere
Clean Up the Skies(Prevent Air Pollution)

Reduce air pollutant
emissions fromtransportation

FY2022 Targets

FY2023 Targets

FY2022 Results

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

Reduce NOx and PM emissions 23%
compared to fiscal 2020*6

Compared to fiscal 2020
NOx: 23% reduction
PM: 22% reduction

Introduce vehicles that emit fewer air
pollutants

Introduce vehicles that emit fewer air
pollutants

Introduced 2,595 vehicles that emit
fewer air pollutants

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

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

Continued conducting discussions andconfirmation of technologies related toautomated mobility with suppliers*5 Automated mobility such as autonomous driving and truck platooning. *6 The range refers to Yamato Transport Co., Ltd.

Related
SDGs

Resource Conservation & Waste
FY2023 Targets

FY2022 Targets

FY2022 Results

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

Use 53% renewable resources andrecycled materials for paper materials*7

Used 63% renewable resources andrecycled materials for paper materials

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

Reduce landfill disposal rate (final
disposal rate) to 7% or less

The landfill disposal rate (final disposal
rate) was 7%

Provide products utilizing recycledmaterials and resource-saving
materials

Develop products utilizing
recycled materials and resourcesaving materials

Completed substitution of products
utilizing recycled materials and resourcesaving materials for all 19 target materials

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

Reduce amount of paper used 1%
compared to fiscal 2021

The amount of paper used decreased 8%
compared to fiscal 2021

Reduce landfill waste volume (final
disposal volume) by 40% compared tofiscal 2020

Reduce landfill waste volume (final
disposal volume) 2% compared to fiscal
2020

Landfill waste volume (final disposal
volume) decreased 26% compared tofiscal 2020

Reduce waste intensity by 3% comparedto fiscal 2020

Reduce waste volume intensity 2%
compared to fiscal 2020

Waste volume intensity was reduced 16%
compared to fiscal 2020

Raise recycling rate to over 80%

Raise recycling rate to over 75%

Recycling rate 64%

Reduce amount of resources used;
Reduce waste volume; andPromote recycling*9

Understand data on overall volume ofresources and waste from overseas
consolidated subsidiaries and collectreference year data

Completed collection of data on
resources and waste from all overseas
consolidated subsidiaries

Use renewable
resources, recycledmaterials, and lessplastic

Use 30% renewable resources/
recycled materials for containers/
packaging materials*10

Use 6% renewable resources andrecycled materials for containers/
packaging materials

Used 30% renewable resources andrecycled materials for containers/
packaging materials

Promote the use of recycled materials
for packaging*9 *11

Promote use of recycled materials for
packaging (overseas: logistics andmoving-related services)Achieved a 96% substitution of recyclable
materials in overseas moving-related
services

Develop reusable
materials and provide
framework for material
sharing usage*12

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

Develop materials that can be reused andconduct trials and verification of results
for shared reusable materials

Commenced use of returnable packaging
materials in artwork transportation

Launch a model for sharing reusable
things and expand user base

Design usage framework (platform) for
sharing with outside companies

Switched from cardboard boxes toreusable shipping cartons for materials
used by some customers in joint shipping

Reduce water usage andimprove water quality

Reduce water intensity 2%, compared tofiscal 2020

Reduce water intensity by 1%, comparedto fiscal 2020

Water intensity decreased 7% comparedto fiscal 2020

Advance water reuse and water quality
conservation

Promote water reuse and water quality
conservation

Continued use of detergents at the head
office building with reduced
environmental impact

Advance activities to reduce volume ofwater used*10

Collect data on overall water consumption
at overseas consolidated subsidiaries andcollect reference year data

Completed collection of water data from alloverseas consolidated subsidiaries

Promote Resource
Conservation andReduce Waste

Reduce use ofresources, reduce waste,
and recycle*7 Paper material refers to cardboard for shipping, pickup and delivery materials, etc. *8 Equivalent to reduction by half compared to the past.
*9 Overseas. All other items in Japan. *10 Containers/packaging material includes packaging used for shipping and cushioning materials.
*11 Overseas logistics/moving-related services. *12 External collaboration.

2

Targets and Results in Sustainable Medium-Term Plans 2023

Resilience of Companies & Society
Support a Society
That Combats
Environmental
Changes

RelatedSDGs

FY2022 Targets

FY2023 Targets

FY2022 Results

Green logistics in collaboration withour business partners

Develop a system for ascertaining the
GHG emissions of our transportation
business partners, explaining
management regulations for compliancewith environmental laws, and supporting

Ascertained GHG emissions of ourtransportation partners

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

Test a model that utilizes renewableenergy and EVs to increase resilience,evaluate revised basis for deciding
whether to operate in abnormal
weather, and develop and design
environmental products and services

Continued discussions aboutdeveloping EVs with cartridge batteries
and utilizing batteries

Provide environmentally friendly
products and services*14

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

Developed system for calculating
GHG emissions

Collaborate with Society
to Improve Environmental
Resilience

Reinforce resilient logistics to support
mitigation and adaptation measures

Formulate plans for opening new storesthat are adaptable in terms of the physicalrisks of climate change

・Share information with employees throughinternal BCP portal site
・Implemented resolutions that incorporate
details of BCPs when opening new stores

Engage in environmental
communication

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

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

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

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

Expand disclosure according to therecommendations of the TCFD within thecompany (governance, strategy, risk
management, and metrics and targets)・Announced support for TCFD
recommendations in September
・Disclosed information on corporate site
and in integrated report

Enhance risk communication(No fiscal 2022 targets)―

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

Enhance information on environmental
initiatives to deepen corporate
understanding and promote internal
awareness of sustainable management

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

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

Commence understanding GHG
emissions through cooperation with ourtransportation partners and establish an
improvement structure and support
system throughthird parties

Began ascertaining the GHG emissions ofour transportation partners

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

Share management regulations with andexplain policies to partner companies andsuppliers, taking into account the status ofcompliance with environmental laws.

Implemented surveys regarding
environmental initiatives

Green Logistics inCollaboration with Our
Business Partners*13 Products and services with environmental value and a low burden on the environment.

Related
SDGs

Reinforce
Environmental
Management

FY2022 Targets

FY2023 Targets

FY2022 Results

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

Operation and improvement ofenvironmental management
system（Expansion to groupcompanies）

Environmental management system andenvironmental management system*14
Operation and improvement ofenvironmental management system

Implement environmental accounting(Group Companies in Japan)

Implement environmental accounting(aggregated by Yamato Transport Co.,Ltd.）

Implement environmental accounting(aggregated by Yamato Transport Co.,Ltd.）

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

Plan and implement programs fordevelopment of human resources withdeep knowledge of the environment andestablish incentive• Environmental management training (forofficers, department managers at thehead office, managers,Compliance
Officer, Main Branch Manager)• Training for internal auditors (for people
responsible for environmental issues)• Sustainability training (for employees
hired mid-career)• Environmental training (for employees at
the head office), etc.
• Introduced ESG metrics Into Directors'
compensation*14 Operates an environmental management system based on the international standard ISO14001

3

Targets and Results in Sustainable Medium-Term Plans 2023

RelatedSDGs

Labor
Create a Work
Environment Where
Employees can Thrive

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

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

FY2023 Targets

FY2022 Targets

Improve operating revenue per
employee

Improve operating revenue per
employee

Operating revenue per employee was12,938,000 yen (up 11.2% year on year).

Reduce overtime for employees by 20%
compared with FY2020

Reduce overtime for employees 14.5%
compared with fiscal 2020

Overtime per employee were reduced
by 7% compared with FY2020

Ensure annual paid leave utilization rate
is 90%

Ensure annual paid leave utilization rate
is 90%

Percentage of paid leave taken was
98.1%

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

Create a better work environment
and improve employee awarenesssurvey scores to achieve decent work

• Score for all items in employee
awareness survey fell compared to fiscal
2022• Implemented discussions aimed at
improving the working environment for all
business managers

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

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

Commenced expanding the scope of
employees entitled to use expired annual
paid leave and receive allowance fordependent family members

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

Establish a diverse, flexible employment
system depending on factors including
job type and role

• Formulated Definitions of Roles Document• Introduced human resource evaluations
based on definitions of roles andconsidered improvement of humanresource system

Establish an environment where
employees can work comfortably*15• Career design for sales drivers (SDs)• Expand range of jobs for elderly people• Develop building-specific management
system• Introduced mentor system for SDs• Completed formulation of management
system (definitions of jobs and roles) atlarge stores• Completed formulation of management
posts and definitions of each role

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

Create employee welfare measures in orderto maximize the effectiveness of humanresources

・Improved participation rate of Group
insurance (achieve over 40% participation)
・Created videos (three 15 minute videos)
aimed at people enrolled in defined
contribution-type corporate pension plans(DC)・Promoted participation rate for Benefit
Station system (from 12% to over 18%)

Launch educational organization andcreate new training structure*15

Evolve educational organization (Kuroneko
Academy) and create a system forpromoting employee education

・Developed selective training system
・Established career training system forregular graduate recruits

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

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

Revised integrated training based on
position

Ensure 100% attendance rate for specifichealth checkups*16

Ensure 100% attendance rate for
specific health checkupsa

Ensured 98.9% attendance rate
for specific health checkups*15 For consolidated companies in Japan. *16 For offices covered by the Yamato Group Health Insurance Association.

4

FY2022 ResultsTargets and Results in Sustainable Medium-Term Plans 2023

Related
SDGs

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

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

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

FY2023 Targets

FY2022 Targets

FY2022 Results

Ensure 100% attendance rate in humanrights training for all employees

Ensure 100% attendance rate in humanrights training for all employees

Ensure 100% attendance rate in humanrights training for all employees

Ensure percentage rate of employeeswith disabilities is 2.5%

Ensure percentage rate of employeeswith disabilities is 2.5% or more

Percentage of employment withdisabilities was 2.9%

Double number of female managers(executives) compared with FY 2020and ensure 10% of all managers arefemaleIncrease the number of female
managers (executives) 1.3-foldcompared with FY2020 (450 managers)

The number of female managers(executives) increased 1.1-foldcompared with FY2020 (369managers)/ Percentage of female
employees in management posts 5.7%

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

Improve awareness of human rights• Shared reported issues through theCompliance and Risk Committee andimplemented preventative measures incollaboration with related departments• Implemented human rights training and
Yamato Original Universal Manners Test
for management

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

Create a work environment where nonJapanese employees are not left behind in
the workplace

Completed translation of documents into
foreign languages

Reinforce harassment prevention
measures

Reinforce harassment prevention
measures

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

Understand the issues faced by foreign
employees and create a work environment
where no one is left behind in theworkplaceCreate a work environment where
non-Japanese employees are not left
behind in the workplace

Examined implementation of trial for
consultation contact point for nonJapanese employees

Implement active support for female
employees

Examine initiatives to increase female
managers• Examine initiatives to increase female
managers• Held cross-industry exchange training
for female leaders• Shared information on role models for
women in management using company
newsletters

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

Build a system for promoting
employment of people with disabilities
and share best practices for promoting
employment of people with disabilities

Provided education to personnel
responsible for promoting theemployment of people with disabilities
and shared best practices for promoting
advancement of people with disabilities

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

Examine development of LGBT-related
points of contact and create consultation
service for employees

Completed establishment of LGBTQrelated external consultation contact point

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

5

Targets and Results in Sustainable Medium-Term Plans 2023

Related
SDGs

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

FY2023 Targets

FY2022 Targets

FY2022 Results

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

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

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

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

Reduce number of traffic accidents(where bodily injury occurs) by 40%
compared with FY 2019

Reduced number of traffic accidents(involving physical injury) by 16%
compared with FY 2019

Achieve zero serious occupational
diseases (work-related deaths)

Achieve zero serious occupational
diseases (work-related deaths)

Achieved zero serious occupational
diseases (work-related deaths)

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

Reduce frequency of lost workday
injuries by 15% compared with FY 2019

Frequency of lost workday injuries
increased 8.9% compared with FY 2019

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

Carry out annual Groupwide
management review(traffic safety and occupational safety
and health)

Carry out annual Groupwide management
review (traffic safety and occupationalsafety and health)Attain 100% attendance rate in traffic
safety training for drivers and managers*18

Educational guidance by managers related
to traffic safety for drivers• Escort guidance implemented 50%• Guidance using drive recorder video was
91%

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

Provide safety training to mentors
and conduct specialist personnel
safety guidance manager tests

・Implemented training to improve skills andobservational guidance for professionalsafety experts
・Implemented education aimed at improving
awareness of safety managers and healthsupervisors

Implement safety measures utilizing
technology-based hardware*18

Implement safety measures utilizing
technology-based hardware

Installed rear sensors and wide-angle rearcameras in vehicles

Attain 100% attendance rate inoccupational health and safety training by
all employees (full-time and parttime
workers)*19

Attain 100% attendance rate at
occupational health and safety training
by all employees (full-time and part-timeworkers)

Attain 100% attendance rate at
occupational health and safety training
by all employees (full-time and part-timeworkers)

Decide on occupational health and safety
policies*19

Establish Yamato Transport
Occupational Health and Safety Policies

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

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

Prepare to create management system

Prepare to create management system

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

Create system for collecting and analyzing
customer feedback and sharing products
within the Company

Implemented and analyzed net promoter
score (NPS) surveys

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

Create a structure that can improve
services from customer feedback

・Visualized customer feedback
・Specifically examined and launched
improvement requests and needs for
products and services

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

Disclose information regarding thestatus of providing reliable service

Disseminated examples of improvements
to operations and services externally on
our website (“examples of improvement
based on customer feedback”)*18 For consolidated companies in Japan. *19 For consolidated companies in Japan and Swan Co., Ltd. *20 For Yamato Transport Co., Ltd.

6

Targets and Results in Sustainable Medium-Term Plans 2023

Related
SDGs

Data Utilization & Security*21
Create an Information
Security Infrastructure

Develop an
infrastructure forcreating businesses thatutilize data to resolve
social issues

FY2023 Targets

FY2022 Targets

FY2022 Results

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

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

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

Achieve zero serious information
security incidents

Achieve zero serious information
security incidents

Achieved zero serious information
security incidents

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

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

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

・Improve data governance・Operate consultation contact point
utilizing data・Implemented reinforcement of data
security・Began operation of consultation contact
point that utilizes data

Reinforce data management

・Enhanced data concierge function
contact point for in-house data inquiries
・Expanded data catalog and knowledge
development

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

Utilize architecture that incorporates
the latest technology

Implemented verification of re-architecting
prototypes for Kuroneko Big Data (KBD)
platform

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

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

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

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

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

Promoted the prevention of data
leaks through training at partner
liaison committee meetings related toprohibiting inappropriate posts onsocial media

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

Create a PDCA cycle for consistentpersonnel and technical measures (create
Groupwide rules/frameworks with the aimof preventing recurrence of information
security incidents)• Implemented information security
training for employees at each Group
company and overseas subsidiaries• Achieved continuous certification byimplementing a PDCA cycle aimed atcontinued acquisition of ISMS certified
storesExpand training content and tools

Implement information security training

Implement information security training

Improve data governancePut data management into practice
Improve data quality

Create an information
security infrastructure to
support the shift todata-driven management*21 For consolidated companies in Japan and Swan Co., Ltd. (except *22) *22 For Yamato Transport Co., Ltd.

7

Targets and Results in Sustainable Medium-Term Plans 2023

Related
SDGs

Supply Chain Management*23
Develop a Common
Understanding with
Stakeholders
Formulate a common
understanding withinternal and external
stakeholders

FY2022 Targets

FY2022 Results

Complete creation and demonstrationof monitoring framework

Complete implementation andverification of monitoring tests

Complete implementation andverification of monitoring tests

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

Implement monitoring tests for key suppliers• Implemented monitoring tests for key
suppliers• Decided on method for promoting
management in fiscal 2023 (selection
standards for key suppliers, methods for
implementing monitoring, contracts, andpromotion systems)

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

Decide on promotion system

・Decided on key departments
・Created educational tools for employees
in charge of contact points

Create a system to monitor the status ofour business partners

Examine system design

Examined the business flow of existing
internal systems

・Examine proposals for regular monitoring・Examine proposals for contacts• Analyzed monitoring test results• Examined acquisition of commitment tocontract

FY2023 Targets

Share information with clients and holdperiodic explanations and reviews(reinforce communication)*23 All above figures are for Yamato Transport Co., Ltd.

Local Community*24
Create Corporate
Citizenship Activities
that are Rooted in Local
Communities andCreate a Framework for
Business Creation
Establish corporate
citizenship activities thatare rooted in local
communities and are
unique to the
Yamato Group

RelatedSDGs

FY2023 Targets

FY2022 Targets

FY2022 Results
・Examined the implementation ofpromoters to raise in-house awarenessof corporate citizenship activities
・Created mechanism for developing
businesses that resolve local (social)issues to contribute to business growthand examine in-house support system

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

Examine the system for corporate
citizenship activities ・ Reconsider thedevelopment of businesses that resolve
local (social) issues (CSV) to contributeto business growth

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

Operate corporate citizenship activities

・Held Music TA-Q-BIN
・Prepared to relaunch child traffic safetyclassroom
・Examined the planned renewal of
Kuroneko Yamato Environmental Classes

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

Examine mechanism for encouraging
employee participation in corporate
citizenship activities

Examined the implementation ofpromoters to raise in-house awareness ofcorporate citizenship activities

Complete creation of new businessdevelopment system aimed at resolvingsocial issues

Create an in-house environment for
generating projects to resolve local (social)issuesExamined in-house support system for thedevelopment of businesses that resolve
local (social) issues (CSV) to contribute tobusiness growth

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

Organize and review key initiatives, suchas regional partnership agreements

・Organized and reviewed key initiatives,
such as regional partnership agreements
・Brought issues to light

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

Visualize project data

Decided on methods for total managementof project data

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

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

Implemented sustainability training for
management

Create environment for staff to volunteer(volunteer leave, information sharing
environment, rules for participation, etc.)

Create an in-houseenvironment forbusiness creation*24 All above figures are for consolidated companies in Japan and Swan Co., Ltd.

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