As the Group contributes to society through its logistics business, we believe that the active participation of a diverse range of human resources, including women and seniors, is an important initiative. In addition to establishing systems and mechanisms that enable a diversity of workstyles, we are also promoting a culture of diversity and inclusion through education and other means. With an aim of "respecting differences between individuals and allowing all to reach their potential in the workplace," we incorporate factors that may promote better understanding of employees about diversity in training by rank and strive to raise awareness of the entire Group.

We are implementing e-learning programs on "Diversity (Basic)" for all domestic employees and "Diversity Management (for Managers)" for managers and higher to promote understanding of the importance of diversity and inclusion. By offering the education in the form of e-learning courses, we are able to provide those who have already attended with opportunities to review while also offering the courses to new graduates and mid-career recruits as onboarding education.

The Company recognizes that the participation and advancement of women in the workplace is an essential issue for a global company. In FY2013, we began setting numerical targets (KPIs) for the ratio of women in management positions.

To promote active participation of women, we trust young female employees with assignments with greater responsibilities to give them opportunities to gain knowledge and experience as well as raise their motivation, and systematically promote them to assistant managers and managers.

Since FY2021, we have been providing women in assistant management positions with leadership training in order to facilitate the promotion of female employees to management positions and implementing "career development training". And from FY2022, we have been holding panel discussions with senior female managers to help relieve concerns about becoming a manager and foster a sense of preparedness, as part of our "learning from senior employees" initiative. This training helps attendees understand the need for mid- to long-term career design and also provides an opportunity to dispel the vague anxiety that female employees typically feel toward the future, such as about how to balance work with their private life and life events, and to get started on realizing the career they envision for themselves.

We are working to increase the hire rate for new graduate females and thereby secure more female personnel.

Our company is making various efforts to build a foundation for developing global human resources. Currently, employees of various nationalities such as China, South Korea, Thailand, Russia and Kenya are actively working.

We are continuously hiring foreign employees to promote diversification of human resources.

The Group is making various efforts with the goal of creating a workplace where employees with disabilities can play an active role. We implements a variety of group-wide initiatives on hiring persons with disabilities, including taking on personnel for practical training from special needs schools and cooperating with the support office of universities. We also prepare the work environment by setting up labor-saving, equipment especially geared toward persons with disabilities and creating barrier-free environment. We will continue to hire persons with disabilities as well as to tailor the work environment to these individuals.

Our company is rehiring all applicants for re-employment after retirement age of 60. Through life plan training and interviews before retirement, we support the active participation of the elderly who can make the most of their careers and promote the creation of a work environment where they can demonstrate their abilities.

The Group believes that it is essential to establish a workplace where employees can maintain a work-life balance even when they face a serious life event in order for them to achieve sustainable growth. We have a system to provide assistance for a work-life balance of employees that goes beyond the legal standards to ensure that they can continue to work with a sense of security while raising their children or caring for their family members. And by means such as facilitating employees' awareness through aggressive provision of necessary information, we will strive to develop an environment and work climate that allows diversified work styles.

In FY2023, we provided employees of the Company and domestic group companies with e-learning courses to promote mutual understanding of "male employees taking childcare leave" throughout the workplace as a whole and to foster a corporate culture that facilitates taking childcare leave.

To help support employees taking childcare leave in balancing work and childrearing, we have prepared a "Handbook for Supporting Balancing Work and Childrearing" for employees and a "Manual for Supporting Balancing Work and Childrearing" for managers and a "Handbook for Supporting Balancing Work and Childrearing" for male employees in order to provide an environment where employees can easily use the system and support return to work, and published them on the group intranet. In addition, in cases where the group intranet cannot be accessed due to being on childcare leave, they have been made viewable on personal smartphones through the use of QR codes, providing an environment faciliating use and supporting returning to the workplace.

We are promoting the "working-style reform" through various initiatives to ensure employees can stay healthy, feel secure, and find their work rewarding, with an aim to increase the productivity of the organization as a whole and the corporate value through active participation of each and every employee.

We comply with local laws and regulations in countries and regions where we operate to ensure appropriate working hours.
In Japan, we ensure proper working hour management by using objective records such as PC logs and ID cards. Additionally, through the promotion of work style reform, we are working to reduce overtime hours and encourage the use of annual paid leave.
In addition, we are working to reduce employee working hours and improve productivity by improving the efficiency of administrative work using RPA (Robotic Process Automation) and other methods and by introducing AGVs and unmanned forklifts at logistics centers. For drivers, we introduced the SSCV-Safety (safety operation management solution), which utilizes IoT in trucks, and are managing driving and tracking the physical condition of drivers in real time to reduce accidents and achieve efficient operation, leading to driver safety and working hours management.

For taking paid leave, we ensure that we comply with local laws and regulations in the countries and regions where we operate. In FY2024, in order to foster a workplace culture where it is easy to take paid leave, we carried out e-learning to promote the taking of leave for all employees of the Group in Japan, using a learning platform (event management system). And we also took measures to promote the taking of leave, such as continuing to share the status of leave-taking on a regular basis with the management departments of each business site.

We have introduced a teleworking system to enable employees to make the most of their abilities and improve their work productivity while harmony between work and personal lives, to ensure business continuity in the event of a disaster, and to enable flexible work styles to support the balancing of work with childrearing, nursing care, medical treatment and the like.

In acknowledgement of the Center's various initiatives and achievements, in October 2018, we received "Eruboshi (L Star) Certification (Stage 2)" from the Ministry of Health, Labor and Welfare as a company which made excellent efforts for the promotion of women's active participation and advancement in the workplace.

The following is the data including Diversity.