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SUSTAINABILITY

Innovation

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By advancing DX and people-centered organizational and cultural transformation in an integral manner, we aim to enhance corporate value through more sophisticated operational reforms and sustainable value creation. We also remain committed to boldly addressing a wide range of social issues and contributing to their resolution.

Initiatives for Innovation

To realize a sustainable society while enhancing corporate value, we are pursuing innovation that goes beyond the use of digital technologies and begins with transforming the behaviors of people and organizations.

 

As the environment surrounding the logistics industry undergoes significant change, we recognize that improving operational efficiency and sophistication is a critical management priority that contributes to social value creation through reduced environmental impact and the stable provision of services. Based on this recognition, we established the Work Transformation Committee (WX Committee) in 2021 as an organization that promotes DX and drives integrated transformation of workstyles and corporate culture. The WX Committee leads company-wide operational reforms and DX initiatives, working to eliminate excessive dependence on individuals and correct inefficient operational structures. As a concrete DX initiative, we are visualizing operational improvement themes across the company through the "Action Plan for Operational Streamlining and Improvement", and continuously promoting the abolition, simplification, and automation of tasks. These efforts reduce workloads and stabilize operational quality, while creating an environment in which employees can devote more time to high-value-added work and the generation of new ideas.

 

Furthermore, we believe that sustainable value creation requires not only  systems and mechanisms, but also a corporate culture in which each employee actively participates. As part of this effort, we are implementing CreToSH (Creating Together a Space for Happiness), an initiative that visualizes contributions beginning with expressions of gratitude, fostering collaboration and mutual understanding across divisions and organizations, both in Japan and overseas. Through these initiatives, we are building  an organizational structure capable of  responding flexibly to a rapidly changing business environment, while contributing to medium-to long-term corporate value enhancement and the resolution of social issues, supported by improved operational efficiency and strengthened human competitiveness.

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Initiatives of the WX Committee

Our Efforts to Address Social Issues

  • Building an Organizational Culture That Enables Employees to Work in a Lively Manner (Attractive Workplace)

  • Building a Foundation for Generating New Ideas to Respond to Rapid Environmental Changes
  • Can Make Full Use of Their Abilities (Work Style Reform, Active Participation of Human Resources, Adaptation to Environmental Changes)
Enhance Corporate Value

  • Strengthen Human Competitiveness

  • Improve Operational Efficiency and Productivity (Increase Time for Thinking, Time for Generating New Ideas, and Time  for Interacting with Customers and Internal and External Parties)

  • Strengthening the Organizational Foundation Supporting the Realization of the Medium-Term Management Plan

Most Recent Progress and Outcomes

Led by the WX Committee, we continuously promote DX and operational reforms. Most recently, we visualized operational improvement themes across the company and identified 111 improvement themes.

 

By promoting the abolition, simplification, and automation of operations related to these themes, we are ensuring that operational reforms do not remain temporary efforts, but are established as continuous improvement activities. In particular, for company-wide  issues that are difficult to address at the site level, we have established a system in which the WX Committee takes the lead, enabling improvement activities to be continuously promoted without stalling. As a result, in addition to reducing man-hours, these efforts have led to the elimination of the personalization of operations and the stabilization of operational quality. We are also promoting the global introduction of core systems that are common worldwide and working on data visualization using BI tools. Through these measures, we are developing an environment in which it is easy to objectively understand the status of operations and issues, and building a foundation that supports prompt and accurate decision-making.

 

Through these efforts, we are creating an environment in which employees can review their operations and devote time to improvements and new ideas, rather than being overwhelmed by daily work. As a result, we are strengthening our organizational foundation to respond flexibly to the rapidly changing business environment by improving human competitiveness and productivity.

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