Human Resources Management

Investment in Human Capital

Policies on Securing, Employing and Developing Human Resources

To provide optimal logistics tailored to each customer, our ideal employee will have the ability to think, make decisions and act on their own. Our policy is to actively promote the hiring of diverse people to ensure we have a wide range of energetic employees who can take action.

In terms of human resources development, our policy is to develop people with the skills and capabilities to quickly propose solutions in line with customer needs and market trends. To enable us to solve the logistics challenges our customers face, we develop human resources with rich expertise and broad perspectives who can think, make decisions and act on their own in various situations and propose the ideal solutions.

Challenges and Initiatives Related to Securing and Developing Human Resources

The promotion of automation and labor-saving measures in the logistics industry is accelerating, but we believe that in the future, people will continue to be at the center of logistics. We also recognize that with the impact of declining birthrates, the shortage of human resources will be a fundamental industry problem. Our approach to securing and developing human resources is not to rely solely on hiring activities, but to reinforce existing employees’ skills and qualities to boost productivity and increase added value. In anticipation of further business growth and the expansion of our business domains, it will also be important to upskill our workforce in line with technological changes.

To tackle these challenges, we will promote diverse workstyles, and aim to become a Group in which people of diverse backgrounds can come together and demonstrate their capabilities.

Educational Systems for the Development of Logistics Professionals

For a Group like us that combines multiple logistics services to optimize supply chains, the development of logistics professionals is key. As such, we have continued to evolve our in-house training programs so that they are compatible with changing times and business environments.

For approximately five months after joining Alps Logistics (non-consolidated), new employees who are expected to work as generalists learn the fundamentals of integrated logistics by training in each of the transport, warehousing, and import/export cargo handling departments. They also learn the basics of how to develop our ACCS warehouse management system, one of our core strengths, creating a foundation for their work on the warehousing frontlines. Moreover, to ensure they can offer proposals from the customer’s perspective, we also incorporate month-long training programs at a Group company that handles electronic components. Mid-career hires, such as those in sales and management positions, also gain experience in multiple departments to learn about the frontlines of logistics and gain knowledge that will benefit them in the future.

We have also developed and offer three participatory-style follow-up training programs: (1) level-specific training (compulsory and recommended); (2) selective training, and (3) optional training. We support the active participation of employees in the training programs.

Educational System Overview (Alps Logistics Non-consolidated)

In terms of technological training, we offer employees both on-the-job and off-the-job training in each business, providing systematic development programs to develop logistics professionals. Furthermore, based on our employee role/grade system, we use “skill maps” that bring together the required capabilities, expertise and experience for each role and grade in our development programs.

In the warehousing business, in addition to level-specific training for our ACCS warehouse management system, we also offer basic industrial engineering (IE) analysis training to establish the total industrial engineering (TIE) approach. For employees in leadership positions, we offer IE analysis engineer development training to ensure they can implement TIE improvements in their workplaces. In FY2023, we aim to increase the number of IE analysis engineers by around 20%.

In transport, import/export cargo handling and packaging, we also provide level-specific training programs to develop professionals in each field.

Development of Global Talent

In line with the increasing globalization of our networks and accelerating change in our business environment, we have created human resources development systems through which we aim to nurture people with a global perspective who can think and act on their own, and bring in those around them to create new value.

Specifically, for junior and mid-level employees we offer the Alps Global Candidate (AGC) program. This program takes a multi-angled approach to equip employees with the mindset required for working overseas as well as fundamental and specialist skills that can also be used in Japan. We also offer overseas business experience programs, an overseas trainee system to improve understanding of local languages, cultures and customs, and an advanced AGC program to develop managers of overseas sites. Recent junior and midlevel employees who have gone on to work overseas have all participated in the AGC program.

Investment in Education

At Alps Logistics, human resources departments and business departments work together to implement educational measures, and we have set investment in education as a KPI in line with the Ministry of Health, Labour and Welfare’s Basic Survey of Human Resources Development. In FY2023, we invested ¥21,000 in education per employee. We plan to continue monitoring the situation and to increase investment as necessary.

Creation of Vibrant Working Environments

Policy on the Creation of Workplace Environments

Based on our policy of hiring people of different nationalities, ethnicities, ages, genders, ways of thinking and beliefs, we work to effectively deploy human resources and create workplaces where people with diverse values can maximize their capabilities. By creating comfortable workplace environments, we aim to improve employee engagement and reinvigorate our organizations.

Challenges and Initiatives in the Creation of Workplace Environments

Although we currently have institutional frameworks in place, we have started working to improve employee satisfaction as we believe it is important to enhance employee engagement in order for these frameworks and initiatives to function effectively and in turn drive sustainable corporate growth. Moreover, in line with employees’ increasingly diverse career ambitions and lifestyles, we are enhancing measures to support their desire to learn and voluntarily take on new challenges. We have also set up the Corporate Culture Reform Promotion Committee to create a new corporate culture more suited to the times, and are implementing relevant measures.

Diversity and Inclusion

At Alps Logistics, we aim to hire people of different nationalities, ethnicities, ages, genders, ways of thinking and beliefs. Based on this policy, we are working to effectively deploy human resources and create workplaces where they can maximize their capabilities in each region where we operate. We will also work to realize our Corporate Philosophy by using the diverse values, career histories, and workstyles of our employees to expand our range of services.

In achieving workforce diversity, we recognize the need to increase the percentage of women in management positions both at Alps Logistics and at major subsidiaries. To promote the appointment of women to management positions, it is first important to increase the number of women in positions just below management, and are therefore enhancing the following measures.

We view the enhancement of work-life balance as a key challenge. In addition to improving systems to ensure comfortable workplaces for employees of all genders, we are working to create a corporate culture that is accepting of diverse values. In doing so, we will create workplace environments where employees can continue to make full use of their capabilities.

For women in non-management leadership positions, we offer a female leadership training course. We follow-up with participants one year later as opportunity for them to think about their career path.

(Female leadership training: Began in 2016; Cumulative total of 66 participants)
(Female leadership follow-up training: Began in 2017; Cumulative total of 74 participants)

Percentage of Women in Management Positions (Alps Logistics Non-consolidated)

At Alps Logistics, many mid-career hires play active roles. While continuing to proactively hire mid-career employees, regardless of the route they took to join the Company or when they were hired, we will provide them with ways to utilize their accumulated experience and maximize their career opportunities.

In terms of inclusion, we are working with public authorities at multiple domestic sites to increase our employment of people with disabilities.

Promoting Work-Life Balance

In line with employees’ career ambitions and lifestyles, we have introduced course-specific human resources systems through which employees can choose their own work locations: The global course for employees seeking to work on the global stage; the national course for domestic careers; and the area course where are no transfers require relocating. We also established a system in which employees from any of the above courses can go on to become managers.

In addition, we help employees achieve a balance between work and childcare/nursing care through statutory leave systems and reduced-hour systems, with the aim of preventing employees from leaving due to such commitments. We have also introduced work-from-home systems for back-office operations and certain other departments to enable flexible ways of working in line with individual employee circumstances. We are also encouraging men to take childcare leave to support work-life balance for all employees. We host briefings for eligible employees, and 23.1% of eligible male employees took childcare leave in FY2023.

Reducing Employee Worktime

As one part of our work style reforms, since 2016 we have been working to cut employee worktime by reducing overtime and improving the annual leave utilization rate. The maximum hours in the 36 Agreement were reduced from 100 to 80 hours per month for general employees from April 2019, and for drivers from April 2024 as well as for general employees. We are also proactively encouraging the utilization of annual leave for every position, setting a target rate of 70%. We are also working to optimize workforce sizes for departments where there are consecutive months of significant overtime hours. Ahead of the so-called 2024 Problem, the year when regulations on driver overtime hours is enforced, we have set our own management standards for working hours. This includes resetting routes and reducing ancillary work. As a result, we have reduced working hours to below the existing upper limit.

Total working hours (Alps Logistics Non-consolidated)

Improving Employee Engagement

Employee Satisfaction Surveys

To improve employee engagement, we have implemented Companywide employee satisfaction surveys annually since FY2021. Based on the results of the annual survey, labor and management exchange opinions to promote and implement specific improvement measures. In FY2023, we introduced an external survey tool to ensure the establishment of improvement measures and to consider the continuation of periodic surveys in the future. Through the exchange of opinions at each site, we not only introduced and replaced equipment to improve the working environment but also achieved the relocation of sales offices.

Human Rights Policy

Basic Approach

At Alps Logistics, we recognize that respect for human rights is a universal value, and that our business activities have the potential to impact human rights.

We protect the basic rights of all our employees, and do not discriminate based on factors such as race, gender, age, nationality, way of thinking or beliefs. We also reject all forms of forced labor, child labor and harassment.

In Japan and other countries in which we conduct business, we strive to create environments in which employees can work in a healthy and fulfilling manner and ensure they have opportunities for growth.

Initiatives to Promote and Establish Respect for Human Rights

We promote initiatives to instill and establish respect for human rights. As the beginning of our efforts on human rights due diligence, we conducted a self-assessment on human rights across 36 domestic and international sites within the group, identifying two moderate or higher risks. Moving forward, we will address the identified risks through corrective actions, risk prevention initiatives, and monitoring as part of our sustainability efforts.

System for Voicing Concerns

At Alps Logistics, we have set up an Ethics Hotline in Japan and overseas. The hotline is independent from business execution departments and is a way for employees to voice concerns or report on human rights issues. While ensuring whistleblower anonymity, we engage in thorough investigations, and provide help and take action as necessary.

Addressing Human Rights Issues in the Supply Chain

We understand that respect for human rights is also an important issue throughout the supply chain. We have clarified our human rights guidelines within the Alps Logistics Group Partner Company Action Guidelines. We ensure thorough compliance with these guidelines among our partners, and utilize self-assessments to check the status of compliance.