SustainabilityCreating Opportunities for Employees to Grow and Thrive
To become a group where employees can be confident, take pride in their work, find job satisfaction and thrive, we will create a work environment that fosters growth for each employee and enables everyone to demonstrate their abilities fully.
Creating a Comfortable and Fulfilling Work Environment
Relay transportation system
The working conditions for truck drivers face industry challenges such as long working hours and driving while sleeping in their vehicles, with labor shortages remaining a significant issue.
Our group is implementing reforms to improve work conditions and create a conducive work environment to achieve sustainable logistics.
K. Tis Corporation, which serves as the Group’s main transportation arm, implements transportation services designed to ensure “continuous vehicle operation” and “eliminate the need for drivers to stay overnight”. (Fig. (1))
Previously, a single driver was responsible for long-distance transportation to the final destination sales office. However, by handing over the trailer to a second driver at an intermediate relay station, the first driver can return to the departure sales office within the same day.
We have implemented a relay transportation system combining driver transfers and trailer exchanges using nationwide bases.
As a result of the service launched in 2016 between “Tokyo and Kobe”, we established long-distance relay transportation that can be handled with day-trip operations. Additionally, the number of vehicles and drivers per week changed from 6 vehicles and 6 drivers before implementation to 2 vehicles and 5 drivers after implementation, achieving a 1.5-fold increase in vehicle turnover and improving productivity.
Additionally, by eliminating overnight operations, we reduced the travel duration by 14 hours, cut CO₂ emissions from idling during refrigeration operations to virtually zero, and achieved a 34% annual reduction.
In recognition of the above efforts, we received the Logistics DX and Standardization Award from the Green Logistics Partnership Council under the Ministry of Land, Infrastructure, Transport and Tourism in 2023.
In 2024, the project will be expanded to cover the area between “Aomori and Ibaraki”, with plans underway to connect the entire Japanese archipelago from the Tohoku region to Kyushu.
Additionally, for the same purpose, we introduced double trailer trucks in collaboration with NEXT Logistics Japan Co., Ltd. (Headquarters: Shinjuku, Tokyo) in August 2024. (Fig. (2))
Even for this service, we anticipate improvement in the labor environment by handing over vehicles at relay stations and enhanced productivity by transporting the cargo of two vehicles.
We will continue to strive for the improvement of drivers’ working conditions and the reduction of environmental impact.
Relay transportation system (Fig. 1)
Double-trailer trucks (Fig. 2)Implementation of employee satisfaction surveys
labor-management council meetings
We conduct an anonymous employee satisfaction survey every year to create a better and more supportive workplace for our employees.
The survey results are reported in meetings attended by management and used to formulate labor policies.
In addition, labor-management council meetings are held three times a year in each area, where employees and the company directly discuss matters.
As a result of the feedback collected above, we have introduced a paid time off system, accumulated paid leave, implemented shortened working hours during childcare, extended bereavement leave, and increased the number of designated holidays.
We will continue to actively engage in dialogue with employees and strive to create a work environment that is both comfortable and fulfilling.
Employee satisfaction survey response rateIntroduction of hourly-based annual paid leave system and reward leave for long service
We have reviewed the vacation system to create a workplace that is easy to work in.
In addition to introducing a paid time off system that allows employees to take paid leave in hourly increments, we have implemented a system where employees can take multiple days of refresh leave and reward leave based on milestones in their years of service.
Additionally, to ensure employees can work with peace of mind during their first six months of employment before the paid leave is granted, we have established a special leave system that can be used for this period.
Human Resource Development and Retention
One-day work experience and roundtable discussions for students
We hold a one-day job experience program to help prospective employees better understand their job duties after joining the company.
Additionally, during the recruitment selection process, we organize roundtable discussions with senior employees, where candidates can engage on a wide range of topics such as job duties, work environment, and personal lifestyle, helping to address any concerns or questions they may have before joining the company.
We have received many positive comments, such as, “I was able to imagine what it’s like to work here by experiencing specific work tasks and hearing the genuine thoughts and motivations of employees”. We will continue to make efforts to ensure new employees can join with confidence.
Training
We are in the business of providing “logistics”, an invisible function and service (time, space, information). Therefore, each employee needs to be trusted and relied upon by our customers and business partners.
Since “personnel (talent)” = “company value”, we have designed and expanded a training system to maximize the value of employees (abilities, experience, and motivation) and connect it to the long-term improvement of corporate value.
In FY 2021, our company reorganized the training system and designed two major training programs: role-based training and training by year of entry.
Enjob
“enjob” is a term that combines “enjoy”, the Japanese concept of connection, “en”, and “job”.
This system allows employees to take on projects offered by departments or branches for a limited period while remaining in their current roles.
“I want to continue working, feeling excited, enjoying my job, and experiencing a sense of purpose”
This motivation inspired the creation and launch of the “enjob” system. As a system that enables employees to realize their desire to “try it out”, we plan to expand it in the future in line with the aspirations of our employees.
For the first initiative, we implemented a website redesign project.
enjob System GuideSupport for obtaining medium, large, and trailer license
K. Tis Corporation, which serves as the Group’s main transportation arm, provides support for employees to obtain medium, large, and trailer driving licenses by covering the costs of obtaining these licenses. This initiative aims to foster personnel who will contribute to the efficient operation and development of the company.
Each year, around 10 employees take advantage of this system to obtain their licenses and actively contribute to our operations.
Incentives for correspondence education and qualification acquisition
Our Group has implemented a self-development support system for employees.
We offer the following two programs:
- Incentives for correspondence education
Employees can freely enroll in courses from various correspondence education programs, with the company subsidizing either half or two-thirds of the course fees for those who complete the program.
- Incentives for qualification acquisition
Employees who obtain new qualifications will receive a bonus according to the designated qualification rank.
Every year, our employees across Japan actively take advantage of this system and pursue their self-development.
