To achieve our medium- to long-term vision, LOGISTEED2030, the Group is working to develop human resources that can put into practice and lead the LOGISTEED WAY and to create an organization that can demonstrate overall strength. We have built systems to visualize the status of our human resources and organization, and are implementing various measures to enhance human resource capability (develop change leaders) and invigorate the organization. We also monitor the effectiveness of these measures and implement a PDCA cycle that leads to continuous improvement of these measures.

Toward the "LOGISTEED2030," we strive to actively secure diverse human resources who can contribute to our business with skills for global business and DX and other expertise, and promote initiatives to support their early participation.

In addition to adopting a direct recruiting approach, we also offer internship programs and hold roundtable discussions with employees to provide those who were not interested in the logistics industry with opportunities to know about and become interested in Logistics DX.
In FY2024, we held 13 industry research internships from June to December and eight industry-specific internships in January and February (5 for 3PL and 3 for DX), with over 500 students participating.

We are focusing on securing human resources who have practical language skill as well as understanding of the culture and business environment of relevant countries and can work together toward globalization to enhance and expand overseas business. We also actively hire foreign new graduates to deepen understanding of other employees around them about foreign cultures and also to promote globalization.

We provide trainings on the LOGISTEED WAY, safety, and legal compliance to young employees, and mid-career employees.

We conduct training aimed at making careers more relevant to the individual. In FY2024, career training was provided for managers and young employees in rank-based training programs, with 353 employees taking part. Under the mentor system, in addition to supervisors in assigned departments, senior employees also serve as mentors and counselors to support young employees in their career development. Through dialogue with mentors with diverse work experience, young employees have the opportunity to broaden their perspectives and deepen their understanding of careers in our group.

We conduct surveys on young employees to measure their awareness of participating in the organizations they belong to and improving their productivity, in order to use the results to give advice to their supervisors on management. We also strive to improve the employee retention rate by introducing a mentoring program and having career development interviews on a regular basis.

The Group is engaged in supporting active skill development of each and every employee. We organize the skills required for each role and key position, and provide education by rank, in addition to systematically providing specialized education in areas such as logistics site management and logistics technology, offering educational opportunities according to the steps of growth of employees. By periodically assessing skills, we visualize the gap between individuals' actual and desired skill levels, and provide an environment enabling them to participate in educational programs according to their respective development themes.

Furthermore, we provide development management support programs for managers, and are working to raise the level of the skill development environment within the workplace.

We have established a groupwide educational system, and conduct practical and specialized training for all employees. In addition to training such as training by rank, training to strengthen on-site capabilities and manager training, we have independently developed training for all employees aimed at improving the basic skills of all employees and promoting communication and training for core personnel handling 3PL operations, and conduct human resource development with a view to further strengthening our operating base. Since FY2022, in addition to conventional training for quickly gaining specialized knowledge required in our main business, we have also been implementing training measures for human resources with DX skills and human resources with global skills as priority themes required for the realization of the Mid-term Management Plan "LOGISTEED 2027."

We have been providing career training, in a primarily rank-based format, since FY2019 in order to aid employees in developing their own careers. In addition, we enhance skills training for career development via a variety of educational programs, with some focusing on general business skills and others designed to impart our business-specific specialized skills. (Number of attendees in skills training in FY2024: 19,197 (total attendees)/ Rate of attendees for domestic group employees(11,099): 173.0% )

In order to secure human resources with DX skills to handle the creation of new businesses utilizing IT, we are improving DX education in addition to existing training systems. Based on the results of a skills survey (IT literacy x IT work utilization) of employees, we are developing educational measures tailored to the level of each employee. Specifically, for those who are working to improve their IT literacy, we provide e-learning courses on "DX mindset training" for learning basic knowledge on DX, and for those who are working to improve their IT business application level, we also provide specialized training such as "DX mindset development training" and "training to strengthen DX technical skills" for the purpose of strengthening practical DX skills.

We offer programs including a global communication education and an overseas business training program to develop human resources who think on a global scale, have a high degree of expertise and contribute to business by transcending differences in culture or values. We are promoting the visualization and development of human resources on a global scale, including the formulation of succession plans for key positions, including human resources with business management capabilities.
For domestic human resources, we are advancing initiatives such as an overseas business training program and international assignee training, founding on the early identification of promising young employees, and tailored to employees' career stages, in addition to providing learning opportunities aimed at improving practical communication skills. For overseas personnel, in addition to the ongoing rollout of globally mandated programs such as LOGISTEED WAY and human rights training, we plan to refine leadership development initiatives, broaden specialized training in 3PL and digital transformation (DX), and advance collective training programs and personnel rotations conducted in Japan or third countries. Through these efforts, we aim to cultivate diverse global talent, both domestic and international, who can lead our business across countries and regions.

Trainees who have completed one-year training are required to report in English on issues they faced regarding the theme they addressed, the improvement recommendations implemented and the result, proposals to the Company based on their local experience, and their future action plan. Trainees also exchange opinions with each other. The number of countries and regions to which young employees were sent under the overseas training program in the last five years reached 15. Going forward, we will aim to improve our overseas training program by including global human resources in the program.

We offer practical programs tailored to each position in areas such as cross-cultural understanding, fostering a global mindset, policy formulation and implementation, people management, and risk management, which are necessary to involve a diversity of people across countries and regions and lead business on a global scale. We also have systems and opportunities to encourage proactive action, such as subsidizing the cost of English proficiency tests and offering voluntary programs to cultivate practical English communication skills, including reading, listening, writing, and speaking.

By standardizing employee data, which previously differed by region, country, and company, to a uniform level of granularity, we are able to visualize human resource information at group companies globally according to global standards and build a global employee database that serves as the foundation for talent management. In FY2024, implementation was completed at 15 companies in 11 countries, primarily in Asia. With the launch of the global employee database, it is now possible to compile data similar to the basic employee data disclosed in Japan. We will continue to expand this database to other regions, countries, and companies, and utilize it for talent management.

As the expected roles of employees are diversifying, we support independent career development. We have been promoting the implementation of career design training as a support program for activating communication between superiors and subordinates, with the aim of instilling career design in each workplace. In addition, as one support environment, we have offered about 100 correspondence courses to provide an environment where employees can acquire the universal skills required in each workplace in real time. Furthermore, In FY2024, we introduced a system for employees of domestic group companies to take open courses outside the company to encourage the acquisition of skills necessary for individual issues based on the results of skills surveys, and 327 employees took these courses.

To ensure the entire company works together to expand business domains and create new added value, we are introducing a group-wide "a job-based personnel system" and building a "personnel management system." By fostering each employee's awareness to autonomously carry out their roles, encouraging them to challenge the unknown and grow, and better reflecting their actions, processes, and results in evaluation and compensation, we aim to enhance employees' sense of satisfaction and accomplishment. We aim to create greater value for the Company and all group companies.

With a view to introducing the job-based personnel system, we are working to unify the criteria to establish organizations within the Group to enable flexible job rotation to place "the right person in the right job." We are also creating position profiles which clarify and stipulate roles to shift to a compensation system based on the evaluation criteria for the "position."

We have established clear job descriptions that define the roles and required skills for each position. Shifting from a seniority-based approach, we are promoting the adoption of a job-based human resource system that ensures fair evaluations aligned with job responsibilities, while enabling employees to proactively build their own careers.

To realize sustainable growth, we need to develop strong relationship between employees and the Company and increase employee engagement. To increase employee engagement, it is imperative to deepen understanding of and spread the LOGISTEED WAY which shows the Group's role and the way to move forward and is the core of connections among employees. We will also conduct engagement surveys and address issues identified in the surveys to increase employee engagement and become a company where employees can keep working with enthusiasm.

To make the concept of the LOGISTEED WAY take root in employees' behaviors and judgment criteria, we hold workplace meetings and regular education, such as rank-based trainings and e-learning, and implement initiatives such as VC activities on an ongoing basis. In addition, in FY2024, we held dialogue sessions for the first time with overseas Group companies at our Asian subsidiaries, and we are working to disseminate the LOGISTEED WAY overseas as well.

We conduct an employee engagement survey annually for the purpose of invigorating the organization and increasing employee engagement. We analyze the survey results in detail, identify internal issues and take necessary actions to solve them. Overseas, the survey was conducted at major companies (26 companies) in FY2024, and it will be expanded to consolidated group companies in FY2025.

We analyze the results of the engagement survey over time, and we are working to revitalize the organization by going through the cycle of identifying issues, considering countermeasures, and implementing them in the areas of management, human resources, and the workplace.
In FY2024, the survey results will be shared at management meetings such as the Board of Directors and Executive Committee. In addition, examples of each organization's efforts to improve engagement will be shared within the Group. Issues will be identified and improvement measures will be considered, leading to company-wide improvement activities. Specific measures include holding dialogue sessions between senior management and employees, educational programs to deepen understanding of the LOGISTEED WAY among senior management, and training to strengthen management skills for managers.

The following is the data.