DESTINATION OF ONE YAMATODESTINATION OF ONE YAMATO

Part 2

Part 2

Human Resource Strategy
To realize our vision, the Yamato Group is promoting human resource strategies in tandem with management strategies, based on the
Yamato Group Human Resources Management Policy, which demonstrates our approach to human resource management.

Overview

Basic initiative

ACTIVITYPROFILE

Creating Even Higher Added-Value by Maximizing
the Activities and Contributions of Each Employee

 et Human Resources Management Policy that connects the growth ofS
employees to the growth of the Group, and planning and deploymentof human resource initiatives

Enhancement of Labor Productivity

 larify definition of roles linked to management strategy, and set plan forChiring, training and appointment Groupwide based on definition of roles
 stablish cycle of target-setting, evaluation and feedback based on defiE
nition of roles

Build Optimal Talent Portfolio to Create Added Value

KPIs

Growth rate for2015/3
2019/3Growth rate for
2019/32023/3Growth rate for2023/32027/3(prediction)

0%

+9%

+15%

Human resource
productivity** Human resource productivity = (consolidated operating revenues – consolidated
subcontracting expenses) / consolidated personnel expenses

 romote active participation of female employees, support employment
Pof non-Japanese employees reate work environment with no harassment or violations of humanCrightsHuman Resource Strategies: Challenges and Mission

human resource management in promoting Group management

Strengthen Engagement

structure reforms and business structural reforms, as well as the

Recordso far*2023/3

Employee-friendly

72%

66%

Rewarding

68%

61%

Desire to continue employment

75%

70%

Feel their own growth

72%

67%

Feel they are contributing to thecompany

74%

68%

KPIs
Employee Awareness
Surveys

Value creation

Promote health and productivity management

Masayuki Ishii entered the Bridgestone Corporation in 1988. After working at the Head Office, plants, andtechnology centers, he was responsible for human resources and labor management at various offices in the
United States, Spain, and Belgium. Upon returning to Japan, he was responsible for areas at the Head Officeincluding global human resources and human resource development, corporate planning, corporate communication, risk management, and overseas business management. In October 2022, he joined Yamato
Transport Co., Ltd.

resource strategies are to clarify the vision for the organization and ptimal allocation of talent in conjunction with consolidation andOenlargement of facilities, as well as workstyle reform (more detailed
specification of the definition of roles for Sales Drivers, reallocation ofadministrative and operational staff, etc.)

Improve Work Environment and Motivation ofDiverse Range of Employees

Masayuki
Ishii

Managing Executive Officer Responsible for overseeing
Human Resource Management and Development, Yamato
Transport Co., Ltd.

I believe that the challenges for the Yamato Group’s human ire specialized talent for each domain (corporate sales, logistics operaH
tions, digital etc.), and train specialized and core talent by enhancing
education

2027/3(prediction)road map to their realization, and to lead employees to empathizewith and change their behavior. Based on factors including trends
in each indicator of employee awareness surveys, including job sat-

Level higher
than record
so far* Since fiscal year ended March 31, 2017

Formulation of Yamato Group Human Resources Management Policy (April 2023)

Aspiration

Promotion of Human Resource Strategies in Tandem withManagement Strategies Based on Yamato’s Human Resources
Management Policy, Which Has the Key Phrase of “Growth”

OUTPUT/OUTCOME

Set and Promote Human Resource Strategies
that Support Management Strategies

Management Philosophy

M ESSAG E

Help enrich our society

Expand value provision to the “End to End” of supply chains—Realize sustainable business growth

Human Resources Management Policy
Yamato endeavors to create value for the future, and further advance itself to help continuously enrich our society.
Yamato recognizes each employee’s contribution and growth through fair evaluation and feedback, and aims to foster an inclusive work environment where each individual feels actively engaged.
Yamato encourages employees who take ownership with a customer-centric perspective and sincerity, and rewards those who constantly
strive to be at their best with challenging opportunities and personal growth.

isfaction, we must ensure that each employee understands thechanges in the Company and the roles expected of them. We willachieve this by demonstrating our human resource strategies, carried out at the same time as necessary major structural reforms,
and promoting concrete measures.

Since I was first appointed as the Executive Officer
Responsible for Human Resources in 2022, I have becomeaware of frankly communicating and implementing what I feeland believe as
Employee Awareness Surveys
someone who has(%)
80
come from outside
70%of the Yamato
70
Group. I feel that66%
my mission is to60suggest and pro61%
mote human50
resource strategies
40
in tandem with
2017/3 2018/3 2019/3 2020/3 2021/3 2022/3 2023/3
management stratEmployee-friendly
Rewardingegies and business
Desire to continue employment
strategies basedon issues brought to light through dialogues within the YamatoGroup.

Growth of Both the Company and Employees
Through business growth, the company provides an environment andopportunities for each and every employee with a diverse personality
to flourish while demonstrating their individuality.
Focus on creating new value with customers firstClarify the scope of roles and responsibilities required of employees mpathize with our corporate philosophy and sincerely face our stakeE
holders to create value with customers first eize employee growth as the source of the company’s growth and provide
S
opportunities for employees to flourish and grow

 ecognize roles and achievement responsibilities and act autonomouslyR
to contribute to the company’s growth

Recognize and praise employees who perform well in their expected roles

 onstantly improve the level of value creation through voluntary learning,C
trails, and challenges

 reate a workplace culture that allows employees to feel their work isCworthwhile

26

Employee attitude (ideal human resource)
In order to embody the Group’s corporate philosophy, employees shallact autonomously and independently, with the first priority placed on
customers, in relation to business activities that embody the Group’s
corporate philosophy.

YAMATO HOLDINGS CO., LTD.
Integrated Report 2023

Committed to and able to lead to results

continued growth of both Yamato and employees.
Additionally, we will clarify the roles and responsibilities necessary for the growth of the Company that are the starting point for
creating and operating a human resource management system.
This was the base for our Document for Definitions of Duties. This
document states the specific details of work, scope of responsibility, expertise, skills, and other information. By transforming into asystem that evaluates the degree to which definitions of duties are
put into practice, training assessors to provide feedback that supports employee growth, and appropriately reflecting this evaluationin compensation, we will create a cycle that enables the growth ofboth Yamato and employees. Furthermore, we will enhance
added-value as an organization by supporting the growth of each
employee through investment in people for the purpose of contributing to opportunities for training, developing the working environment, and creating an infrastructure that enables human resource
advancement, such as for non-Japanese employees and female
employees, leading to the generation of even higher-quality results.

Creation of Value by Promoting Human Resource
Strategies That Support Structural Reforms
The main point of human resource strategies is realizing further
growth and improvement of corporate value by supporting management strategies to expand the corporate business domain andcarry out structural reform of network operations.
In expanding the corporate business domain, we are focusing on
recruiting specialized personnel as immediate assets and developing internal specialized and core personnel to strengthen earning
power. At the same time, we are developing a reskilling system forgaining skills in new areas and raising the level of performance.

Human Resources Management Policy for Continued
The attitude of the company (how the organization should be)

employees. This policy has been positioned as a compass for the

In April 2023, we formulated the Yamato Group Human Resource
Management Policy to clarify the type of person Yamato requires andthe Company’s attitude toward human resources. Under the process
for identifying these factors, we held thorough discussions between
the Human Resource department, the entire management team—responsible for executing business—and the Board of Directors,
focusing on how the organization and its employees should change,
with particular emphasis on the key phrase of “growth.” Employee
growth is the driving force for the growth of Yamato and I believe wecan achieve such through the Company’s support for the growth of

In conducting structural reforms of network operations, we willencourage even higher employee performance by advancing thetransition to work styles connected to the reorganization of facilities, such as subdivision of sales driver professional duties, basedon factors including changes to customer needs and diversificationof employee values.
One key challenge going forward is the optimization of humanresource deployment following business structure reforms. By
evolving Yamato Staff Supply Co., Ltd. into a comprehensive personnel service company through collaboration with WORLDHOLDINGS CO., LTD., we will provide diverse job options for Group
employees, even outside of the Group, and a wide range of career
opportunities through reskilling.

YAMATO HOLDINGS CO., LTD.
Integrated Report 2023

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DESTINATION OF ONE YAMATODESTINATION OF ONE YAMATO

Part 2

Part 2

Human Resource Strategy Building an Optimal Human Resource Portfolio for Creation of Added-ValueTo create added-value in growth domains, we are promoting the recruitment and training of essential human resources. Furthermore,in conjunction with the structural reform of network operations (including reallocation of human resources responsible for TA-Q-BIN
offices and operation work, and subdivision of sales driver professional duties), we will improve job satisfaction and productivity bydefining roles that meet the needs of customers and employees, and appropriately allocating human resources.

1

Top executive officers

High-Value-Added Solutions
language skills, for approximately 1,000 corporate sales personnel in Japan and overseas.
From the fiscal year ending March 31, 2024, we shifted to asales system that further speeds up proposals for solutions. Thisis achieved by assigning corporate sales personnel who haveenhanced their skills through a systematic training program asregional directors and at regional branch offices, which are close
to customers. Going forward into this new phase, we will planand promote development measures to further enhance theperformance of corporate sales personnel. Additionally, to further expand the value we provide as LLPs to our customers, wewill actively promote the recruitment of human resources who
have diverse knowledge and experience from outside the logistics industry and are familiar with customer supply chains.

(2)
Knowledge

Promotion of acquisition of logistics-related certification(3)
SkillsSupport for improving language skills, etc.

(4)
Action(Process)(5)
Performance(1)
MindsetDevelopment of Core Personnel Who Drive Business Growth

YAMATO HOLDINGS CO., LTD.
Integrated Report 2023

Drivers

Operations

Talent Pool Two (candidates
for president and high-level
executive officers)

Executive regional directors andExecutive department managers

Human Resource Development
Measures

General managers and Senior managers
Regional branch managers and Head officemanagers

Talent Pool Three (candidates
for executive officers)

Sales office managers and Hub basemanagers(in charge of terminals)
Head office assistant managers

Talent Pool Four (candidates
for managerial personnel)

Officework

Sales
peoplePlanning

Implementation of Selective
Training Program ext Leader ProgramN
Future Leader Program

Encouragement of Autonomous
Career Development
 rovision of training opportunities toP
employees who are willing to growindependently

Operational planning andmanagement

 0-year development plans for regular1
graduate recruits

Data analysis/operational design/system­engineering and operationImplementation of human resource
visualization and assessment

Head Office ppropriate placement based onAcareer goals and qualifications

The Yamato Group has implemented self-assessment questionnaires for regular graduate recruits regarding job satisfaction and their
future career paths. Based on the results of analyzing these questionnaires, we introduced an in-house job-posting system and a selfevaluation system on a trial basis from fiscal year ending March 31, 2024. These are methods to provide opportunities for employees
to re-assess their careers, leading to autonomous growth. Going forward, we will further enhance the working environment thatenables employees to grow autonomously and select their careers.

TOPIC
Mindset of providing value to customers,
colleagues, and society and giving our own
lives value through work

The Yamato Group has created the Definitions of Roles
Document, launching its application in stages from the fiscal
year ending March 31, 2024. In line with these roles, we arerevising our evaluation system. As we are promoting innovatedworkstyles and systems in tandem with the structural reform of
network operations, including the consolidation and enlargement of facilities, we are revising our evaluation system with a

Operational
managers

Talent Pool One (candidates
for presidential succession)Development of an Environment that Realizes Autonomous Growth and Career SelectionCorporate sales seminars for acquiring practical skills* A sales method that utilizes an interview framework that identifies customer circumstances and issues to clarify latent needs

Managerial
personnel

Senior managing executive
officers and Managing
executive officers

Sales offices, Terminals, Regional branch offices,and Regional directors

Mindset training for human resources in corporate sales

Business analysis training

Executive officers

President andVice-President

Skills to support customers’ businesses by
understanding issues faced and to create andprovide solutions for optimizing supply chains

Knowledge related to customers’
industries, businesses, and supply chains

Training to enhance solution sales skills that ­utilize SPIN*

High-level executive
officers

Regularemployees

Designing a Program for Employees to Attend Seminars Tailored to Their Experience and Skills

28

Based on succession plans, we have formed talent pools, with the president positioned at the highest level, and are systematicallypromoting human resource development measures for each talent pool. For example, for executive officer candidates in Talent Pool
Three, we will apply our Next Leader Program, a selective development program, to (1) select candidates for the next generation ofmanagement leaders, (2) monitor candidates and provide training opportunities, and (3) conduct opportunities to achieve stretch
goals and strategic placement to determine their aptitude.

Talent Pool Chart

Development and Recruitment of Corporate Sales Personnel Who Provide

The Yamato Group aims to become a management partner(LLP: Lead Logistics Partner) for corporate clients through theprovision of high-value-added solutions, supporting the innovation of supply chains and business processes, as well as theimplementation of structural reforms. To achieve this goal, we
are focusing on the development and recruitment of corporate
sales personnel.
In the fiscal year ended March 31, 2023, we worked toenhance our knowledge and skills for the purpose of gaining a
deeper understanding of our customers’ industries, businesses,
and entire supply chains, which has allowed us to propose concrete solutions for management issues. Accordingly, we haveprovided training on business analysis, more practical corporate
sales seminars, and training to improve solution sales skills, inaddition to acquiring related qualifications and improving

2

Human Resource Development According to Talent Poolfocus on the definitions of roles, starting from the upper level ofexecutives (managerial personnel), placing importance on linking appropriate evaluation with staff allocation. Instilling a culture within the organization in which employees themselves aim
for career development and personal growth based on evaluation leads to the fostering and securing of personnel who drive
business growth.

Business Partnership with World Holdings Co., Ltd.
In July 2023, the Yamato Group and World Holdings Co., Ltd. (WHD)
formed a business partnership with the aim of effectively utilizing themanagement resources of both companies, retaining revenue opportunities, and securing future competitive capabilities. As part of this,we transferred 51% of issued shares in Yamato.Staff.Supply.Co.,Ltd(YSS), which the Yamato Group has developed as a human resource
business, to World Staffing Co., Ltd. (WSF; a consolidated subsidiaryof World Holdings). In their core business of human resource development, WHD has developed a wide range of human resource businesses, from the manufacturing domain to the service domain. YSS
aims to evolve into a comprehensive human resource service company by utilizing WHD’s human resource management expertise in avariety of industries and occupations to create opportunities formany employees to play an even more active role.

Strengths of YSS and WSF
Consignment
formalContracting/
BPO
Temp staff
placement

Sector

Sector
Logistics

YSS
WSF
YSS
WSF

Administration

Call centers

Service

HR support

Safety education

WSF

WSF

WSF

WSF

YSS

WSF

WSF

WSF

Forklifts

General admin Receive calls

MovingSales admin

Merchandise
management

Make calls

Cash register
In-store
services

Accounting

Leaderoperations

Guide

Warehouse
inspection

Trading admin

Supervisory
work

Cleaning

Sorting

Reception

Picking

Secretary

Drivers

Backroom
work

Strengths of YSS·T rack record in contract
work and temporary
employee placement in
the logistics domain andpossession of knowledge
in the education businessto support safety training
and acquiring qualifications

Strengths of WSF·C overs a wide range of
operations and roles as acomprehensive humanresource service company·P resents rich career plans
to employees

YAMATO HOLDINGS CO., LTD.
Integrated Report 2023

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DESTINATION OF ONE YAMATODESTINATION OF ONE YAMATO

Part 2

Part 2

Human Resource Strategy Enhancement of Employee-Friendliness and Job Satisfaction for
Diverse Employees
To create a foundation for realizing sustainable growth, we are promoting the cultivation of a corporate culture that respects humanrights and diversity and also the development of a working environment where employees can thrive. Additionally, as a result of measures aimed at increasing each employee’s sense of personal growth through their work and their sense of contribution to the growthand development of the Company, we are improving employee-friendliness and job-satisfaction, which will lead to the further
enhancement of engagement.

1

Fostering of a Corporate Culture that Enhances Employee-Friendliness and Job Satisfaction

With the aim of encouraging mutual understanding throughsmooth workplace communication and creating a working environment of mutual respect for diverse approaches and values,
we began implementing workplace discussions between frontline employees and management from the fiscal year ended
March 31, 2018. In the fiscal year ended March 31, 2023, basedon the analysis of responses to employee awareness surveys
showing that the behavior of managers fosters a sense of unity
in the organization and improves job satisfaction, we added theroles and responsibilities of executives to discussion topics for
operational managers who are leaders, such as sales officemanagers, to address the mindset of operational managers.

 ummary of Workplace Discussions in the fiscal year
S
ended March 31, 2023 (Yamato Transport)
PeriodOctober 2022 to March 2023 (held 87 times)

Participants

Sales office managers, logistics center managers, corporate business branch managers, overseas relocation
support center managers, fine arts branch managers,
and international sales branch managers (2,411 people;
regional branch managers participate as facilitators andhead office and regional executive officers participate
as observers)

Scale of events

Regional branch offices

Amid promotion of structural reforms by the Group, understanding management policies and strategies, communicatingthem to employees, and reflecting them in specific actions havebecome an even more important role of operational managers.
Furthermore, the instillation of Human Resources Management
Policy and the performance of duties and application of evaluations and feedback based on the Definitions of Roles Document
have also become vital roles. We will continue to foster a corporate culture that enhances job satisfaction and employeefriendliness by promoting initiatives that encourage operational
managers to demonstrate their role.

Workplace discussions taking place

Development of an Environment Where Diverse Employees Can Play an Active Role

30

YAMATO HOLDINGS CO., LTD.
Integrated Report 2023

Manuals in numerous languages* Includes Yamato.Staff.Supply.Co.,LtdTOPIC
PICK UP

Respect for Human Rights and Diversity

As one initiative, we have been implementing the Yamato
Original Universal Manners Test for Yamato Group employees. In the fiscal year ended March 31, 2023, the test was
implemented for all executives and operational managers at
Yamato Transport and we will expand this to all regular
employees in the future. Universal manners identify themindset and actions for addressing a diverse range of
people, including older people and people with disabilities.

 ideo training for Yamato Original Universal
V
Manners Test

Promotion of Advancement for Women in the Workplace
The Yamato Group is promoting the development of an environment that enables diverse employees to play an active role.
In the fiscal year ended March 31, 2023, we implemented adevelopment program for women aiming to become sales officemanagers as a measure aimed at the promotion of women in
management. Under this program, we created development
plans for participants and held training not only with these participants but also their supervisors on the theme of eliminating
unconscious bias. The program encourages motivated employees to play an active role in the Company and has actually
resulted in the promotion of participants to sales office managers. At the same time as promoting development programs, wewill continue to develop an environment where women cancontinue working while balancing their work and life events and

The Yamato Group is promoting initiatives
aimed at developing an environment that does
not leave non-Japanese employees behind in
the workplace. As a result of surveying theapproximately 9,500 non-Japanese employees
working within the Yamato Group*, roughly
90% of whom work at Yamato Transport terminals, we identified that insufficient explanations and understanding related to work
content, caused by language, led to inconvenience and difficulties with work. To eliminate
this issue, we have developed manuals innumerous languages that contribute to theunderstanding of work content, and areencouraging their utilization in the workplace.
Going forward, we aim to develop an environment that is employee-friendly and rewarding
for non-Japanese employees through initiatives
including multilingual support at our in-house
consultation contact point.

At the same time as setting out the Yamato Group Human
Rights Policy and Basic Policy on Diversity and developing anenvironment where human rights and diversity are respected,
enabling employees to play an active role in the Company,
we are engaging in the creation of an enriched society, suchas promoting the development of local communities throughco-creation, by addressing various social issues.

ImplementationFace-to-face group discussions
method2

Employment Support for Non-Japanese Employees

will provide regular support, such as introducing female rolemodels, who play a role as leaders, through internal
newsletters.

 evelopment program for women aiming to becomeDsales office managers (sales office manager training)

The Universal Manners Test is for systematically learningand acquiring these skills. We can contribute to achieving asociety that respects human rights and diversity by gaining
the knowledge necessary for improving universal manners,
such as appropriate support for customers, including older
people and people with disabilities, in receiving and sending parcels at home and at TA-Q-BIN sales offices, andthrough promotional activities centered around customer
service representatives.
Note: One characteristic of the Universal Manners test is that people withdisabilities supervise the curriculum and work as instructors. Mirairo
Inc. hosts and conducts the test, which has been certified by theJapan Universal Manners Association.

Please see our corporate website for details on
the various policies.
Yamato Group Human Rights Policy

https://www.yamato-hd.co.jp/english/csr/esg/
pdf/policy02.pdf
Basic Policy on Diversity

https://www.yamato-hd.co.jp/english/csr/esg/
pdf/policy03.pdf

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Integrated Report 2023

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