At the HTS Group, we aim to support a diverse group of people to truly shine.
In order to recognize diverse values and different cultures and deepen mutual understanding as the globalization of business activities progresses, we have used "HTS Group Code of Conduct" as a manual, which includes "Respect for human rights" in the basic code of conduct.
We have been deepening our understanding of respect for human rights by conducting employee training through e-learning, and training by rank for new employees, experienced workers, and for new assistant managers and new managers. In FY2020, 760 full-time employees (21% of whom were management) of HTS and its domestic group companies participated in training that included human rights-related topics.
We are aware that harassment is increasing in workplaces, schools, and other places, and that it is becoming a social problem. To promote understanding of what harassment is, the HTS Group has hung posters in Japan to raise awareness of harassment prevention at offices. We have also set up a harassment consultation desk to respond to employee inquiries and otherwise promote harassment-free workplaces. In FY2021, we conducted video training on the prevention of power harassment for all managers of domestic group companies and worked to strengthen measures against power harassment, which has become an issue of increasing occurrence in companies.
The HTS Group aims to be an organization where diverse human resources of different "gender," "race", "religion," "age," "disability," "sexual/religious/political orientation," "nationality," "social/cultural background" having various attributes, values, and backgrounds can fully demonstrate their potential and play an active role. In a society where it is difficult to predict the future, we will promote diversity and inclusion management so that diverse human resources can play an even more active role in the creation of added value and achieve growth of the company through contributions to society.
The HTS Group has established the "HTS Group College" as an educational system for all of our employees, designed to draw out the strengths of each individual through practical and specialized training courses.
In addition to training by rank, on-site operations, and manager-level training, we also institute general training for all employees to enhance their basic skills and encourage communication.
Furthermore, we have developed training systems including our "Managerial Personnel Training", which serves to train the next generation of managers, and our 3PL (Third Party Logistics) Professional Course, which works with backbone employees on 3PL projects. These personnel development programs are implemented to continuously solidify our business base.
We plan and manage various types of training for employees to acquire the specialized skills required for specific occupations and business units in the HTS Group.
We determine training themes and curriculum considering business needs to provide the best training.
In addition to sharing knowledge about new technologies that support logistics, experienced in-house instructors pass on systematic know-how.
The course aims at teaching knowledge readily applicable to practical situations by conducting group discussions among participants using knowledge and analytical methods learned.
Overseas training program has been in place since 1989 with the aim of providing young employees with opportunities to gain overseas experience and of fostering global human resources.
For the HTS Group, whose corporate vision is to become "the most preferred global supply chain solutions provider," it is critical to foster human resources with global thinking and high expertise who can contribute to our business across different cultures and values.
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 their opinions 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 approx. 17.
| Destination of young employees in the overseas training program (Total: from 2016 to 2020) | Approx. 17 countries/regions |
|---|
Since 2016, we have been implementing six-month training programs for selected directors, department managers, and section managers with the aim of developing future executive candidates. A total of 111 people have participated in the programs where, after learning about business frameworks, the participants conduct management analysis of our group companies and make business proposals to management executives. In addition, as an opportunity for individual education, we dispatch people to business schools that match the expectations and roles of their assumed posts.
We conduct training aimed at making careers more relevant to the individual. In FY2020, we provided career design and training on communication with young employees to 147 supervisors of new graduates assigned to 12 group companies in Japan. Starting in FY2021, we plan to implement career training in rank-based group trainings for managers and for young employees.
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.
The HTS Group provides college students with opportunities to learn about the logistics sector as social infrastructure and the HTS Group's businesses through internship programs sponsored by logistics industry groups, overseas internship and workplace experience in the frontline of data science and other various workplaces.
We are making efforts to give diverse students, irrespective of gender and nationality, a better understanding of the HTS Group's business.
| Education expenses per employee (full-time employee) | 19,934 yen |
|---|---|
| Education time per employee (full-time employee) | 9.150 hour |
Scope: HTS, domestic group companies
The HTS Group stipulates in the "HTS Group Code of Conduct" that in conducting its business it shall comply with local laws and regulations on working hours and overtime work in countries and regions where we operate. Moreover, in order for the company to continue to grow, we believe that it is of the utmost importance for employees to always "continue to work in good health with a sense of security with motivation."
Regarding "good health and sense of security," we are promoting health support in collaboration with occupational health staff such as industrial physicians in order to improve the physical and mental health level of each and every employee of the entire Group. Regular health checkups incorporate risk screening for lifestyle-related diseases and cancer, leading to early detection and treatment. In addition, we have set up a consultation desk by an specialized external agency to provide mental and physical health consultations and second opinion referrals from employees and their families.
Regarding "cultivating motivation," we are working on "VC activities (Value Change & Creation)" with the aim of "creating a workplace full of smiles and vitality."
We will promote the creation of a workplace where everyone can work with peace of mind, and by individual employees working as actively as they can, we will improve the productivity and corporate value of the entire organization.
We strive to constantly change work styles, such as labor saving at work sites, paperless office work, and teleworking, and carry out continuous improvement activities that incorporate the voices of employees.
The HTS Group complies with local laws and regulations on working hours and overtime work in countries and regions where we operate. To reduce overtime hours in Japan, we are encouraging employees and managers to change their mindsets by managing objective records such as computer log management and biometric authentication, and are also actively promoting the acquisition of annual paid leave. In addition, we are also encouraging to improve work efficiency through operational reform such as office digitization using RPA (Robotic Process Automation), etc. Labor-saving equipment such as automated guided vehicles and automated forklifts are being installed in the logistics centers gradually. During truck transportation, SSCV-Safety (safety operation management solution) that utilizes IoT captures the operational status in real time, which helps protect the driver from accidents.
| FY2018 | FY2019 | FY2020 | |
|---|---|---|---|
| Overtime hours (hours/month) | 30.2 | 28.6 | 28.1 |
| Number of paid leave taken (days) | 18.5 | 18.5 | 16.7 |
| Rate of paid leave taken | 78.0% | 77.3% | 69.8% |
Scope: HTS(full-time employees)
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 2020, we opened the Group Health Management Section, which is staffed by public health nurses and other dedicated staff to support the health promotion of our employees. In addition to providing consultation services to Group's employees regarding chronic illnesses, poor health, mental and physical health concerns, self-care, etc., monthly "Health Topics" are delivered on a dedicated intranet site to help improve health literacy by providing easy-to-understand information on how to live a healthy life. In this way, we work to enhance health management and health promotion support measures and strive to create a workplace where employees can work in good health and with peace.
The HTS is taking the following measures to prevent COVID-19 infections.
We are installing a ventilating and air conditioning system in logistics centers and sales offices across the country. In addition, we install the wireless LAN system in staff lounges and improved powder room interior to create a comfortable and employee-friendly working environment.
We are promoting the creation of a safe and secure work environment so employees, who are the source of the HTS Group's competitiveness, can make the most of their abilities. As part of these efforts, we conduct education to deepen understanding of the importance of health and the safety standards that must be observed in the workplace at rank-based group trainings.
| Training | Specific content | Number of attendees (persons) |
|---|---|---|
| New employees trainings | Practical instruction on workplace safety and accident prevention | 190 |
| Basic training for young employees | Fostering safety awareness using recent examples of workplace accidents | 160 |
| New assistant managers trainings | Understanding as a manager on occupational safety and hygiene and explanation of recent accident cases | 147 |
| New managers trainings | Understanding of safety and hygiene management systems, safety obligations, and health risks due to long working hours | 156 |
Scope: HTS (full-time employees), domestic group companies (full-time employees)
The HTS Group has been working on "VC activities" with the goals that "the Company continues to grow" and "employees find their work rewarding" as daily improvement activities to implement the "HB WAY". We continue to improvement activities in a cycle in which employees come up with ideas on various themes at each business site or department and systematically implement improvements.
By "visualization of improvement activities" and "cultivation of the culture of praise ," such as sharing the improvement efforts of each business establishment widely within the Company and holding regular presentations to commend good practices, we are trying to establish a culture of improvement.
Based on deep human-centered dialogue, we are strengthening our organizational and operational capabilities by advancing our work in a cycle of learning while having fun, creating ideas, and implementing improvements.
The accumulation of these "VC activities" is the source of the foundation and value creation that supports our business model as an improvement culture.
The HTS Group creates a people-oriented workplace where employees stay and get together through communication full of smiles and vibrance.
We design a community "Logistics OPEX: Operational Excellence" where employees enjoy repeating learning and improvement through deep discussion for managers and workers to discuss and appreciate their experiences and ideas side by side and create a workplace full of smiles and vibrance.
Some of the employees who participated in the community said, "Now I can talk to my boss easily," "I think my workplace has become cheerful" and "I got the hang of my work."
Currently, we are promoting activities to develop human resources who utilize Logistics OPEX in each site to further spread it within the Company.
| Number of OPEX designers developed (FY2020 cumulative) | 47 |
|---|
Scope：HTS, Domestic group companies
We started a dialogue session with the aim of "practicing communication that transcends the boundaries of the office organization" since FY2019.
In FY2020, we held online "digital dialogue session" twice in a bid to promote communication beyond job positions with approximate 200 attendees from around the nation. We exchanged ideas under the theme of "let's envision a digitalized future office" and actively discussed how to promote DX at workplace.We used to hold face-to-face dialogue session in the past, but the online session enabled employees around the nation to join at the same time over geographical distances.
Participants learned how to come up with and sophisticate ideas through "deep dialogue" in this event and are using it in their daily improvement activities at their workplaces.
We regularly hold workshop for generating improvement ideas by directly hearing the voices of employees working on-site. We are striving to improve work environment and operating process by sharing what they think is unnecessary or inefficient and exchanging ideas about how to improve them. In addition, we are trying to cultivate a "culture of praise" by posting "Good Job Cards" in workplaces for employees to give each other words of appreciation.
We provide various improvement education based on the self-developed "Improvement Handbook".
We are making various efforts such as preparing this in comic book format so that employees can learn enjoyably. We provide unique improvement education adopting Industrial Engineering (IE), etc.
We implement cross-departmental productivity improvement by making full use of digital tools such as RPA (Robotic Process Automation).
We share excellent improvement cases within the Group and manage the progress of improvement initiatives using the dedicated system.
The VC Award is held once a year as a forum for the presentation and commendation of excellent cases of VC activities.
In November 2020, we held "VC21 Award 2020" online. As we had to refrain from holding meetings in a large group as a preventive measure against the spread of COVID-19, we connected LOGISTEED CAFÉ in the head office building and offices in each region online, allowing more than 1,000 including the Company's officers and the employees of group companies to participate the event. Among 19 improvement/excellent cases selected by group companies and departments, six cases selected by vote of 4,396 employees were elaborately presented.
The number of improvement initiatives of the entire HTS Group proposed in FY2020 reached approximately 13,000.
In FY2020, most of our activities were held online due to COVID-19. Group companies have conducted various activities in addition to those listed below.
| Name of activity | Number of times |
|---|---|
| VC Award | 1 |
| Workshop for generating ideas | 17 |
| Digital dialogue events | 13 |
| Improvement education/assistance | 62 |
| Logistics OPEX-related activities | 27 |
| VC21 activities steering committee meetings | 13 |
| Total | 133 |
The following is the data including Diversity and Job creation, Work-life balance and so on.
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