Sustainable Medium-Term Plans 2023
（2023 Targets）～Yamato Group Sustainable Management Reform～

Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Yamato Group Sustainable Management Reform

The Yamato Group is moving forward with sustainable
management reform in order to evolve into a company that
fulfills the current and future needs of customers and local
communities and supports the development of society.

Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Sustainable Medium-Term Plans 2023
（2023 Targets）
Establish plans and targets through 2023 with the aim of realizing
our two visions for a sustainable future.

2023

Sustainable Medium-Term Plans 2023
・Medium-Term Environmental Plan 2023
・Medium-Term Social Plan 2023
（2023 Targets）

Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

2050

Environmental Vision“Connect. Deliver the future via green logistics”
Social Vision “Through co-creation andfair business activities, help create a societythat ‘leaves no one behind’”（Long-Term Targets）

Medium-Term Environmental Plan 2023
（Main Fiscal 2023 Targets）

Moving Forward, “Connect. Deliver the Future via Green Logistics”.
Yamato Group's Individual-Driven Environmental Reforms.
Energy & Climate
Mitigate Climate Change

Atmosphere
Clean Up the Skies(Prevent Air Pollution)

Resource Conservation &Waste
Promote Resource
Conservation andReduce Waste

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

・Reduce greenhouse gas emissions by 10% compared to fiscal 2020*1
・Reduce greenhouse gas emission intensity by 10% compared to fiscal 2020*2
・Use 30% of electricity generated via renewable energy sources

Related SDGs

・Reduce NOx and PM emissions from vehicles by 25% compared to 2020*3
・Introduce vehicles that emit fewer air pollutants・Use 55% renewable resources and recycled materials for paper materials*4・Reduce landfill disposal rate (final disposal rate) to 5% or less*5
・Provide products utilizing recycled materials and resource-saving materials

・Green logistics in collaboration with our business partners
・Collaborate with society to improve environmental resilience(Conduct tests and distribute information for adapting to climate change, etc.）
・Provide environmentally friendly products and services

Reinforce Environmental Management*1: In-house emissions of consolidated companies in Japan and Swan Co., Ltd. (Scope1 & Scope2). *2: In the same range as *1. tCO2e /operating revenues of ¥100 million.
*3: The range refers to Yamato Transport Co., Ltd. *4: Paper material refers to cardboard for shipping, pickup and delivery materials, etc. *5: Equivalent to reduction by half compared to the past.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Environmental Plan 2023
（Details of Fiscal 2023 Targets）

Aim to reduce greenhouse gas emissions through such means as using electricity generated via renewable energy
sources, enhancing transportation efficiency, and reducing use of dry ice.
Energy & Climate
Mitigate Climate Change

・Reduce greenhouse gas emissions by 10% compared to fiscal 2020*1
・Reduce greenhouse gas emission intensity by 10% compared to fiscal 2020*1,2・Use 30% of electricity generated via renewable energy sources*1
・Reduce greenhouse gas emissions by 3% compared to 2022*3

Related SDGs

Low-carbon transportation/offices: -Continue field tests of new electric vehicles (EVs) and fuel cell vehicles (FCVs) (including medium size
*Introduce low-carbon technology trucks for long-distance travel) with other industries-Carry out investigations and collaborative research into automated mobility*4 with the aim of realizing
low-carbon transportation and preventing air pollution-Reduce the use of dry ice to refrigerate packages:
Substitute with 13,000 mechanical cold boxes and 1,200 refrigerator trucks*Enhance operational efficiency-Visualize operational status and enhance transport efficiency based on data by fully leveraging digitaltechnologies. Promote eco-driving-Promote modal shifts: 180 units for rail and sea transports-Conduct demonstration tests of a model delivery center that uses 100% renewable energy-Consolidate touch points (locations) and install LED lights

Measure energy and optimize
energy management-Reinforce energy management

Conduct financial analysis andpromote low-carbon investment-Analyze scenario and reflect in financial planning (reflect in next medium-term plan)-Put internal carbon pricing (ICP) into operation, confirm effects, and consider use as an investment indicator*1: In-house emissions of consolidated companies in Japan and Swan Co., Ltd. (Scope1 & Scope2). *2: tCO2e/operating revenues of ¥100 million. *3: Overseas. Scope 1 & Scope 2.
*4: automated mobility such as autonomous driving and truck platooning.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Environmental Plan 2023
（Details of Fiscal 2023 Targets）

Pursue transportation that reduces effect of air pollutants emitted by vehicles and cleans up skies in local
communities.
Atmosphere

Related SDGs

Clean Up the Skies(Prevent Air Pollution)

・Reduce NOx and PM emissions from vehicles by 25% compared to 2020*1

Reduce air pollutant emissions
from transportation-Carry out investigations and collaborative research into automated mobility with the aim of realizing
low-carbon transportation and preventing air pollution

Reinforce
Environmental
Management-Maintain and improve effectiveness of environmental management system(improve management levels)

・Introduce vehicles that emit fewer air pollutants-Implement environmental accounting (Group Companies in Japan)-Enhance development of human resources with deep knowledge of theenvironment (environmental education) and grant incentives*1: The range refers to Yamato Transport Co., Ltd.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Environmental Plan 2023
（Details of Fiscal 2023 Targets）

Drastically reduce the environmental burden and promote use of technology and create opportunities forminimizing environmental impact.
Resource Conservation& WastePromote Resource
Conservation andReduce Waste

・Use 55% renewable resources and recycled materials for paper materials*1
・Reduce landfill disposal rate to 5% or less*2
・Provide products utilizing recycled materials and resource-saving materials

Related SDGs

Reduce use of resources,
reduce waste, and recycle-Reduce amount of paper material used by 3% compared to fiscal 2020
-Reduce landfill waste volume (final disposal volume) by 3% compared to fiscal 2020
-Reduce waste volume intensity by 3% compared to fiscal 2020
-Raise recycling rate to over 80%-Reduce amount of resources used, reduce waste volume, promote recycling*3

Use renewable resources,
recycled materials, and lessplastic-Use 7% renewable resources/recycled materials for containers/packaging materials*4-Promote the use of recycled materials for packaging*3、*5

Develop reusable materials andprovide framework for material
sharing usage*6-Promote the practical application of materials for reuse and provide transportation with shared reusable
materials-Launch a model for sharing reusable materials and expand user base

Reduce water usage and improvewater quality-Reduce water consumption intensity by 3% compared to fiscal 2020
Advance water reuse and water quality conservation-Advance activities to reduce volume of water used*3*1: Paper material refers to cardboard for shipping, pickup and delivery materials, etc. *2: Equivalent to reduction by half compared to the past. *3: Overseas. All other items in Japan.
*4: Containers/packaging material includes packaging used for shipping and cushioning materials. *5: Overseas logistics/moving-related services. *6: External collaboration.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Environmental Plan 2023
（Details of Fiscal 2023 Targets）

Collaborate with diverse partners to increase resilience of stakeholders and local communities and create
environmental value.
Resilience of Companies& SocietySupport a Society
That Combats
Environmental
Changes・Green logistics in collaboration with our business partners
・Collaborate with society to improve environmental resilience(Test a model for renewable energy and EV usage that increases resilience.
Begin distribution of information for adapting to climate change.）
・Provide environmentally friendly products and services*1

Related SDGs

Collaborate with Society to Improve -Reinforce resilient logistics to support mitigation and adaptation measures
Environmental Resilience
Engage in environmental-Reinforce information distribution through enhanced disclosure and holding information sessions.
communication
Hold dialogues with investors and relay the content within the Company-Enhance information disclosure according to recommendations of the Task Force on Climate-related
Financial Disclosure (TCFD)-Enhance risk communication-Establish ourselves as an environmentally friendly company.
Create an atmosphere where environmental initiatives can be used to encourage sales/communication
Green Logistics in Collaboration
with Our Business Partners-Work with our transportation partners to understand their greenhouse gas emissions, accumulate data, andimplement a system to support improvement-Compliance with environment-related laws and management: Provide environmental certification for partnercompanies and suppliers, and support improvement*1: Products and services with environmental value and a low burden on the environment.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Social Plan
(Main Fiscal 2023 Target)
Through Co-Creation and Fair Business Activities, Help Create a Society That “Leaves No One Behind”.
Labor

Create a work
environment where
employees canthriveHuman Rights & Diversity

Create a corporate
culture that respects
human rights anddiversity
Safety & Security

Create initiatives to carryout business in a safe andsecure manner

・Improve operating revenue per employee (through high-value-added work)
・Reduce overtime for employees by 20% compared with fiscal 2020
・Ensure annual paid leave utilization rate is 90% (achieve work-life balance)

・Ensure 100% attendance rate in human rights training for all employees
・Ensure percentage rate of employees with disabilities is 2.5%
・Double number of female managers (executives) compared with fiscal 2020and ensure 10% of all managers are female

・Achieve zero serious traffic accidents (fatal traffic accidents where theCompany is responsible)
・Reduce number of traffic accidents (where bodily injury occurs) by 50%
compared with fiscal 2019
・Achieve zero serious occupational diseases (work-related deaths)
・Reduce frequency of lost workday injuries by 20% compared with fiscal 2019

Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Related SDGs

Medium-Term Social Plan
(Main Fiscal 2023 Target)
Through Co-Creation and Fair Business Activities, Help Create a Society That “Leaves No One Behind”.
Data Utilization & Security

Create an information
security infrastructure

・Develop an infrastructure for creating businesses that utilize data to resolve
social issues
・Achieve zero serious information security incidents
・Ensure 100% deployment of information security managers at majororganizations and 100% implementation of training for information managers

Supply Chain Management

Develop a common
understanding withstakeholders

・Complete creation and demonstration of monitoring framework

Local Community
Create corporate citizenshipactivities that are rooted inlocal communities and createa framework forbusiness creation

・Complete creation of a framework to measure effectiveness of corporate
citizenship activities and business in resolving social issues

Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Related SDGs

Medium-Term Social Plan
(Details of Fiscal 2023 Targets)
Implement a high-value-added model for labor and promote decent work.*1
Labor
Create a work environment
where employees canthriveConsider a high-value-added
model for labor by promoting
optimization and labor-saving andimproving the work environment
through the utilization oftechnology and digitaltransformation

・Improve operating revenue per employee (through high-value-added work)
・Reduce overtime for employees by 20% compared with fiscal 2020
・Ensure annual paid leave utilization rate is 90% (achieve work-life balance)

Related SDGs

-Reinforce personnel and labor measures aimed at achieving “decent work”*1 through implementing employee
awareness surveys*2 and improve survey scores-Establish fair working conditions regardless of employment status (equal pay for equal work)*2-Establish a diverse, flexible employment system depending on job type, role, etc.*2-Establish an environment where employees can work comfortably*2-Create employee welfare measures in order to maximize the effectiveness of human resources*2

Create a work environment where -Launch educational organization and create new training structure*2
employees can thrive and play an -Increase time spent in training by expanding opportunities for uniform training based on position andactive role by improving personnel developing training for all employees*2
system, developing individual skills,
and placing the right person in the-Ensure 100% attendance rate for specific health checkups*3
right position (promote decentwork)*1: Work that ensures dignity, equality, fair income, and safe working conditions. *2: For consolidated companies in Japan. *3: For offices covered by the Yamato Group Health Insurance Association.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Social Plan
(Details of Fiscal 2023 Targets)
Respect human rights, recognize diversity, and create a framework for human rights due diligence.
Human Rights &Diversity
Create a corporate culture that
respects humanrights and diversity

・Ensure 100% attendance rate in human rights training for all employees
・Ensure percentage rate of employees with disabilities is 2.5%
・Double number of female managers (executives) compared with fiscal 2020and ensure 10% of all managers are female

Related SDGs

Create initiatives for business-Create a framework for human rights due diligence and complete demonstrations (level where we can set
activities that do not violate human monitoring indicators after fiscal 2024)
rights and foster a corporate-Carry out labor-related human rights risk assessments, as well as revision/improvement activities (focused
culture that respects human rights particularly on foreign employees)-Reinforce harassment prevention measures-Understand the issues faced by employees who are experiencing LGBT-related difficulties and create a work
Create an environment where
diversity is respected and diverse environment in which employees can reach out to others
employees can play an active role -Understand the issues faced by foreign employees and create a work environment where no one is left behindin the workplace-Implement active support for female employees-Share internal best practices regarding employment and advancement of people with disabilities and rollout
these best practices on a Groupwide basis-Develop LGBT-related points of contact and employees available for consultation*1: All above figures are for consolidated companies in Japan and Swan Co., Ltd.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Social Plan
(Details of Fiscal 2023 Targets)
Maintain traffic/labor safety and provide “reliable service”.
Safety & Security
Create initiatives to carry out
business in a safe and securemannerCreate initiatives in order to carryout business in a safe and securemanner and establish a safe work
culture・Achieve zero serious traffic accidents (fatal traffic accidents where the Company is
responsible)
・Reduce number of traffic accidents (where bodily injury occurs) by 50% compared withfiscal 2019
・Achieve zero serious occupational diseases (work-related deaths)
・Reduce frequency of lost workday injuries by 20% compared with fiscal 2019

Related SDGs

-Carry out annual Groupwide management review (traffic safety*1 and occupational safety and health*2)-Attain 100% attendance rate in traffic safety training for drivers and managers*1-Nurture mentors and implement in-house training based on mentors*1-Implement safety measures utilizing technology-based hardware*1-Attain 100% attendance rate in occupational health and safety training by all employees (full-time and parttime workers)*2-Decide on occupational health and safety policies*2-Create a management system (create system, develop procedure manual, gather information on figures,
create framework for monitoring, conduct thorough audits, etc.)*2-Perfect the definition of reliable service and create implementation policies/evaluation standards to provide
Create an internal infrastructure tosuch service*3
realize a society with zero-Create a system/framework to assess the status of providing reliable service and complete demonstrations
stakeholder dissatisfaction (stress)(internal assessment)*3-Begin to disclose information regarding the status of providing reliable service*3*1: For consolidated companies in Japan. *2: For consolidated companies in Japan and Swan Co., Ltd. *3: For Yamato Transport Co., Ltd.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Social Plan
(Details of Fiscal 2023 Targets)
Create an information security infrastructure and create businesses that utilize data to resolve social issues.
Data Utilization &Security
Create an information security
infrastructure

Develop an infrastructure forcreating 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
・Ensure 100% deployment of information security managers at majororganizations and 100% implementation of training for information
managers*2

Related SDGs

-Improve data governance-Put data management into practice-Improve data quality-Identify issues through data analysis and visualization and examine the social outcomes of resolving theseissues-Attain 100% attendance rate in information security training for all employees (full-time and part-time workers)
Create an information security-Begin deployment of incident-sharing tools for business partners (part-time work, Kuroneko-Mate, pickup andinfrastructure to support the shift to delivery consignment, temporary workers, and subcontractors) at our offices
data-driven management-Create a PDCA cycle for consistent personnel and technical measures (create Groupwide rules/frameworks
with the aim of preventing recurrence of information security incidents)-Expand training content and tools*1: For consolidated companies in Japan and Swan Co., Ltd. (except *2) *2: For Yamato Transport Co., Ltd.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Social Plan
(Details of Fiscal 2023 Targets)
Build a stable business infrastructure through sound, resilient supply chains.
Supply Chain
Management
Develop a common
understanding withstakeholders

Formulate a common
understanding with internal andexternal stakeholders

Related SDGs
・Complete creation and demonstration of monitoring framework-Select key suppliers for periodic monitoring and communicate with suppliers at least once every three years-Select key employees (departments) responsible for in-house implementation and implement training at least
once every three years-Create a system to monitor the status of our business partners-Share information with clients and hold periodic explanations and reviews (reinforce communication)*1: All above figures are for Yamato Transport Co., Ltd.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved

Medium-Term Social Plan
(Details of Fiscal 2023 Targets)

Establish corporate citizenship activities that are unique to the Yamato Group.
Create a business model that revitalizes local economies.
Local Community
Create corporate citizenshipactivities that are rooted inlocal communities and createa framework for businesscreation

Related SDGs

・Complete creation of a framework to measure effectiveness of corporate
citizenship activities and business in resolving social issues

Establish corporate citizenship-Undertake corporate citizenship activities that enrich local communities (equivalent to 1% of annual revenues)
activities that are rooted in local-Establish in-house rules (evaluation standards, reporting lines, etc.)
communities and are unique to the -Create environment for staff to volunteer (volunteer leave, information sharing environment, rules for
Yamato Groupparticipation, etc.)

Create an in-house environment
for business creation-Complete creation of new business development system aimed at resolving social issues-Consider what kind of business we should be as an integral member of an ideal society-Manage internal data comprehensively (external information, internal know-how, etc.) and consider methods
and projects-Hold training on social issues and social trends (SDGs, etc.)*1: All above figures are for consolidated companies in Japan and Swan Co., Ltd.
Copyright 2021 Yamato Holdings Co., Ltd. All rights Reserved