We recognize that human capital is the most important asset, and we strive to manage the company in a way that maximizes the value of our employees.

The Ministry of Economy, Trade and Industry defines human capital management as follows: “Managing human resources as ‘capital’ and maximizing their value to contribute to the medium- to long-term enhancement of corporate value.”

In management, financial resources, information, and other resources are necessary, and human resources have also been seen as one of these management resources. However, in human capital management, it is important to view human resources not as just a resource, but as “capital” or an initial investment. Human resources are positioned as the most important driver for contributing to the improvement of a company’s value.

The idea of valuing human resources as a key driver for enhancing corporate value is not a new concept, and many Japanese companies have traditionally embraced a management style that places importance on people. However, since the collapse of the bubble economy in the 1990s, there has been an excessive tilt towards shareholder capitalism, resulting in somewhat dry management practices towards people, and ultimately leading to a decline in the international competitiveness of Japanese companies. On the other hand, significant changes have occurred in the environment surrounding companies and individuals, such as the rapid transformation of industrial structures, aging populations, the arrival of the era of 100-year lifespans, and changing career aspirations of individuals. Furthermore, with the current trend in advanced countries towards stakeholder capitalism from shareholder capitalism, in conjunction with SDGs (Sustainable Development Goals), there is a renewed recognition that “people” are the primary driving force behind sustainable corporate value enhancement and economic growth. These are the background factors that underlie the concept of “human capital management”.

Our company has always placed the highest importance on human capital, and has worked to bring out its value. We will continue to maintain this attitude and further strengthen our efforts.

We introduce our efforts in human capital management.

• Improving Engagement

  “Engagement” refers to the relationship where an individual and an organization are interconnected in their growth directions and can contribute to each other, as defined in HR terms. It is about whether the values of the company and its employees are aligned and whether there is a trust relationship. International comparative surveys have also been conducted, but unfortunately, Japan’s engagement score is significantly lower than other countries, and there are many cases where the relationship between individuals and companies is not one in which they can contribute to each other. Improving engagement enhances employee satisfaction and productivity, leading to an increase in corporate value. Our company positions improving engagement as an important management indicator and conducts an “engagement survey” for all office staff every year, measuring work engagement and organizational health from various perspectives. The survey results are disclosed to all employees, and executive officers hold meetings to discuss the issues and take measures for improvement, implementing the PDCA cycle. The goal is to create an environment where people in all positions can actively participate in their work and feel valued.

• Initiatives for Health Management

  For employees to fully utilize their abilities and individuality, it is important that they are healthy both physically and mentally. While health management used to be seen as an individual’s responsibility, it is now the responsibility of the company to create an environment where employees can work in a healthy manner. Our company is committed to supporting the maintenance and improvement of employee health, and promoting a comfortable and easy-to-work environment. We have implemented various initiatives, and these efforts have been recognized by the “Yokohama Health Management Certification” system, certified with a “Class AA” grade-up from our previous “Class A” certification.

• Workplace Certification System for a Comfortable Working Environment (White Management Certification)

  “Workplace Certification System for a Comfortable Working Environment” is a certification system established by the Ministry of Land, Infrastructure, Transport and Tourism in August 2020. It aims to promote employment by allowing job seekers aiming to become drivers to understand the workplace environment in advance through the visualization of the efforts of each business operator in the transportation industry. The system includes multiple criteria such as compliance with laws and regulations, working hours and holidays, consideration for health, safety and stability. Our company received a one-star certification on the first application, and we will continue to strive for improvement from various angles to ensure that our employees can work with peace of mind, aiming for a two-star certification in the future.

• Prevention of harassment

  The term “harassment” is often translated as “bullying” or “behavior that annoys or upsets someone,” but it broadly refers to “human rights violations.” It is the act of causing discomfort, pain, or disadvantage to another person through speech or behavior, thereby violating their dignity. Harassment takes many forms, ranging from those related to workplace relationships to those related to gender. Our company has a clear policy of not tolerating any form of harassment.
  We have established a consultation desk in the general affairs department to respond to a wide range of inquiries and to identify the presence of harassment in the workplace through internal surveys, among other measures. We have established a system that can respond quickly and appropriately if any problems are identified. In addition, we conduct training to raise awareness of harassment prevention for all employees.

• Flexible working style

  As the workforce’s needs diversify due to the decreasing working-age population caused by a declining birthrate and aging society, as well as the need to balance work and child or elderly care, companies are expected to implement flexible measures to accommodate a variety of work styles that suit employees’ lifestyles. This approach is thought to contribute to securing excellent personnel and improving productivity. Our company has introduced initiatives that enable flexible work styles, such as telecommuting, a paid time off system based on hourly increments, shortened working hours, utilizing elderly workers with experience and achievements, creating a workplace environment and system that is conducive to childbirth and child-rearing, and creating a system that allows employees to balance their work and caregiving responsibilities.

• Human resources system

  The human resources system is primarily designed to efficiently manage human resources and labor affairs, systematizing and organizing personnel-related matters such as employee treatment and work style. However, its more important purpose is to enhance the abilities and motivation of employees through the system, thus producing high-value-added customer satisfaction, improving company performance, and achieving sustained growth. Our company’s human resources system is based on the concept of “fair results-based management” and aims to cultivate and secure highly engaged talent.

• Training and Development

  Upskilling (learning/re-learning) is being called for as an essential measure, but regardless of the era, it is a fundamental attitude of business people to strive for self-improvement and continuously improve their skills for their personal growth and contribution to the organization. As for what and how much one should learn, the company supports its employees. We want our employees to acquire the necessary skills for their desired direction without being swayed by buzzwords, by developing their fundamental strength as business people. At our company, we offer a variety of educational and training programs tailored to individual career plans, such as company-wide training for engagement improvement and mindset enhancement, external training on international logistics and general business skills, and various online courses.

• Information transparency

  Many surveys have concluded that there is a correlation between transparency and engagement. Transparency is also linked to psychological safety. Everyone wants to work in a candid and open workplace. Asymmetric information reduces the quality and quantity of communication, leading to decreased productivity. Although our company is not publicly traded, we disclose financial and management information, such as financial results and annual plans, to all employees (office employees). Our behavior standards advocate for transparency, stating that “important information, including mistakes and failures, should be open and shared to enhance problem-solving capabilities.” We prioritize and practice the importance of information transparency.