Third-Party Opinion

(August 2017)

Masatoshi Tamamura Professor Faculty of Policy Management Keio University

Masatoshi Tamamura

Professor
Faculty of Policy Management
Keio University

Orientation of this Third-Party Opinion and Points to Note

This Third-Party Opinion was written based on the author's interviews with relevant parties in August 2017, his research on Project G conducted to date, as well as assessment of the Yamato Group Corporate Social Responsibility Report 2017*.

*The Yamato Group Corporate Social Responsibility Report 2017 covers the period of fiscal 2016 from April 2016 to March 2017, including information about activities before or after fiscal 2016. The report is further published in both an abridged highlights version (booklet) and full online report version (website). This Third-Party Opinion covers both formats.
In writing this Third-Party Opinion, the author also referred to the Yamato Group’s past corporate social responsibility reports published on its website in order to review the company’s PDCA cycle and check trends in its approach to CSR (the Environmental Report for fiscal 2000 to fiscal 2003, the Environmental Sustainability Report for fiscal 2004, and the Corporate Social Responsibility Report for fiscal 2005 onward).

This Third-Party Opinion examines the Yamato Group’s “Approach to CSR: Corporate Stance, Setting of Materiality, Contents of Implementation, System and Others” and “CSR Report: Objectivity and Ease of Understanding” as described in the Yamato Group Corporate Social Responsibility Report 2017 using an independent perspective from the Yamato Group based on the author’s expertise. In turn, this Third-Party Opinion provides the author’s views broken down by areas of excellence and areas in need of future improvement.

1. Approach to CSR: Corporate Stance, Setting of Materiality, Contents of Implementation, System and Others

<Areas of Excellence>

The title of the Message from the President in the Yamato Group Corporate Social Responsibility Report 2017 states “We are committed to being a company that continually creates new value for the world and for people,” which represents the belief that “based on its corporate philosophy, CSR represents the very essence of management.”

The company’s fundamental approach underpinning its corporate philosophy is indicated as the company precepts established in 1931 that contain the company’s founding spirit. In particular, the first precept states, “We ‘all’ represent the company.” The company’s website explains that employees identify themselves as an integral part of the Yamato Group and that the company highly values this spirit where corporate management represents a combination of the strengths of each and every employee.

Employees, who individually have contact with society, maintain a stance closely imbued by the precept “We ‘all’ represent the company.” Management policy dictates that employees play an integral role in the company’s corporate social responsibilities, which can be viewed as a strength, I believe.

In actuality, the Yamato Group’s employees have developed and established various services to address social issues (difficulties) based directly on customer feedback and their experience on the frontlines, and as a result the company itself fulfills its corporate social responsibilities as an important piece of social infrastructure. As a widely known example, I would like to cite TA-Q-BIN, a small parcel delivery service empire established by the company forty years ago so that consumers could know when a parcel would be picked up or delivered. This was followed by a number of services that address difficulties in society, such as TA-Q-BIN Collect, a payment on delivery service essential to the spread of online and mail order shopping, Cool TA-Q-BIN, for delivering fresh produce, and Time Period Delivery, designating a time when a parcel will be delivered.

In this manner, the Yamato Group, which is set to celebrate its 100th anniversary in 2019, has created a number of innovative services, including TA-Q-BIN. It can be said that this is the result of the Yamato Group’s pursuit of creating shared value (CSV) in which the company creates economic and social value at the same time as resolving customers’ issues.

The Yamato Group is also implementing Project G (Government), which seeks to address social issues through close partnerships with local governments and organizations as a means to furthering the use of Yamato Group solutions. The Yamato Group Corporate Social Responsibility Report 2017 explains that up to June 2017 a total of 1,971 projects have been considered, with 611 of these projects now being implemented as actual services.

Project G is seeking to build a collaborative social system that utilizes the strengths of all stakeholders involved, including local governments and organizations, as a means of the Yamato Group CSV. The number of these projects and services continues to increase with each passing year, as the number of projects as of June 2017 was 1971 and services totaled 611, compared with June 2016 when there were 1770 projects and 529 services, marking an increase of 201 projects and 82 services, respectively. Employees with a keen sense of the issues, through their experience on the frontlines and with customers, are establishing collaborative mechanisms with various players based on their strong sense of motivation and providing the Yamato Group’s logistics technology, information technology and financial technology as a platform, which results in collaborative projects with local governments and organizations. As a result, the Yamato Group is making forward progress with solving difficult to address social issues, having a positive impact on society in every corner of Japan.

Project G has focused mainly on initiatives with local governments in regional areas of Japan, but in April 2016, the lifestyle support service was launched with the collaboration of the Yamato Group, Urban Renaissance Agency and the City of Tama as a project focused on suburban areas. Additionally, in fiscal 2015, through its International Cool TA-Q-BIN service, the Yamato Group is using its robust international network alongside local governments such as Aomori Prefecture to help connect restaurants outside of Japan with local Japanese producers, creating a new innovation only possible by the Yamato Group.

Furthermore, in the Yamato Group Corporate Social Responsibility Report 2017, Feature Article 1 examines the collaborative model involving the combined passenger-cargo operations and its win-win relationship involving local residents, Miyazaki Kotsu and Yamato Transport in Miyazaki Prefecture. The article also explains how Cool TA-Q-BIN is being promoted since January 2017 as the next step based on experiences gained thus far. Additionally, Feature Article 2 explores the Yamato Group’s total community support through eco-friendly and smart logistic services provided to Fujisawa Sustainable Smart Town, a smart city with progressive initiatives taking place throughout the community. The article also explains how the Yamato Group is working for improving livability by providing on-demand logistics services and promoting activities in the community. Through these efforts, the Yamato Group is implementing an urban business model that seeks to solve social issues in urban areas, including rising energy usage from concentrated populations. In this manner, the Yamato Group presents further challenges it addresses using its platform and based on its experience working collaboratively with various players. In addition to its existing watch-over support and lifestyle support (shopping support, etc.) for the elderly, combined passenger-cargo operations, disaster reconstruction assistance, tourism support, regional revitalization support, and international development support, among others, the Yamato Group is carrying out more in-depth efforts to address various social issues (difficulties), including sustainable frameworks for mountainous regions, collaborative business models for expanding the possibility of business expansion by regional players, lifestyle support in suburban areas, development of progressive business models, and expansion based on collaborative experiences.

I believe the Yamato Group is well on its way to fulfilling its goal of becoming “a company most loved and trusted by society” as noted on the cover of the 2017 report. This is because Project G is addressing social issues through collaboration with various players as a company that forms an important piece of social infrastructure and thanks to its style of focusing on the contributions of each and every employee, who maintain direct contacts with society.

<Areas in Need of Future Improvement (Updates and Issues)>

■ Update from the Third-Party Opinion for the Yamato Group Corporate Social Responsibility Report 2016 and Areas in Need of Future Improvement

I pointed out the following areas in need of future improvement within my third-party opinion for the Yamato Group Corporate Social Responsibility Report 2016.

(1)
Check the themes for CSR improvements and put these continual improvements into practice
(2)
Define approaches to CSR in tune with overseas expansion
(3)
Establish a mechanism and share information across the entire value chain that can more clearly verify how each and every employee, who forms part of the precept “We ‘all’ represent the company,” should be involved in CSR and CSV
(4)
Regarding Project G, make it easier for employees to engage in trial and error approaches to issues on the frontlines
(5)
Encourage greater mutual learning and interaction in putting Project G into practice nationwide
(6)
Regarding Project G, provide established models to other communities and establish a system for promoting and encouraging trial and error in each individual location
(7)
Regarding Project G, establish a system for designing and building mechanisms collaboratively that address specific systematic issues (evolve into a more collaborative style)
(8)
Regarding Project G, make it easier to grasp the overall picture of projects being implemented nationwide
(9)
Expand Project G using the collective strengths of the Yamato Group

I conducted interviews with relevant parties in August 2017 to monitor the progress of efforts regarding each of these areas in need of future improvement. Below, I will examine the progress of improvements based on these interviews and the contents of the Yamato Group Corporate Social Responsibility Report 2017.

(1) Check the themes for CSR improvements and put these continual improvements into practice

The Yamato Group is working to expand its delivery business, grow its non-delivery business and reinforce its overseas expansion. As a result, the social responsibilities expected of it have grown larger. For this reason, the Yamato Group clarifies materiality within its CSR initiatives based on a review and understanding of the impacts of its corporate philosophy and resulting expectations of stakeholders

Given this assumption, I pointed out “every year the Yamato Group is expected to check the themes for CSR improvements and putting them into practice” as an area in need of future improvement within the third-party opinion for the Yamato Group Corporate Social Responsibility Report 2016

In the Yamato Group Corporate Social Responsibility Report 2017, new pages were allocated in the highlights version (booklet) to the three areas of “safety,” “the environment” and “society,” where details of initiatives were explained clearly and commentary was provided on symbolic practices, as “Initiatives of Note in Fiscal 2016.” Also, in the full online report version (website), a section called “Results of Initiatives in Fiscal 2016” was established to provide more detailed commentary on the nature of initiatives as well as results and outcomes. In these sections, outcomes are illustrated using quantitative data as much as possible.

As a result of these improvements, it is now possible to examine the Yamato Group’s themes for CSR improvements along with responses and results, which is a change I commend.

Based on such improvements, I would like the Yamato Group to establish the habit of implementing the Plan, Do, Check, Action (PDCA) cycle in advance for themes for CSR improvements. These themes should be set in advance under a clear basis (in addition to reporting them after the fact in the report) and then openly shared using the corporate website or other means. Also, where possible, I would like a similar verification and information sharing to take place for the third-party opinion of the report, too.

(2) Define approaches to CSR in tune with international expansion

The Yamato Group is working to strengthen its overseas expansion. In my third-party opinion for the Yamato Group Corporate Social Responsibility Report 2016, I pointed out “define approaches to CSR in tune with international expansion” as an area in need of future improvement.

In the Yamato Group Corporate Social Responsibility Report 2017, a new page called “The Yamato Group’s Global CSR Activities” was added in the booklet version. The online edition enables searches and sharing of overseas initiatives on the newly established social contribution activity search page. As a result, the Yamato Group, which continues to grow globally, now provides information about its CSR activities outside of Japan based on the local situation on the ground.

In the future, I would like the Yamato Group to determine the situation and work continually to share the latest information, with the idea of publishing more in-depth information about its global CSR activities on its website as well as enriching these CSR activities under certain hypotheses.

(3) Establish a mechanism and share information across the entire value chain that can more clearly verify how each and every employee, who form part of the precept “We ‘all’ represent the company,” should be involved in CSR and CSV

(4) Regarding Project G, make it easier for employees to engage in trial and error approaches to issues on the frontlines

(5) Encourage greater mutual learning and interaction in putting Project G into practice nationwide

(6) Regarding Project G, provide established models to other communities and establish a system for promoting and encouraging trial and error in each individual location

During the interviews I conducted in August 2017, I was told that meetings to review CSR/CSV are held at each branch semi-annually. These meetings serve as a venue for participants to share and learn about each others’ best practices, too. I also learned that the Yamato Group is aware of the issue that it needs to communicate more effectively internally when it comes to CSR. I would like to see the Yamato Group broaden the way it shares and articulates information. For example, it should use not only the booklet and online versions of this report, but also highly visible posters in the workplace and other means such as articles in its company newsletter to explain and familiarize people with how each and every employee, who represent the precept “We ‘all’ represent the company,” is involved in CSR/CSV so as to lead to detailed actions in the future.

With Project G taking place nationwide in Japan, it is becoming more important to promote mutual learning and mutual influence. Each individual project under Project G involves various forms of trial and error on the frontlines, which has led to a steady and continual evolution of efforts. Various forms of assistance are also being provided to further promote trial and error on the frontlines. In the future, so as to further promote mutual learning inside the Group, I expect these efforts to become more efficient by improving in-house communications with regard to issues directly faced during trial and error on the frontlines and sharing the details of actions taken to promote and support these efforts.

(7) Regarding Project G, consider a system to support such collaboration to address specific issues (evolve into a more collaborative style)

Project G is a way of promoting the Yamato Group’s philosophy since its origin, which makes its acceleration, establishment and advancement important.

I believe approaches to Project G can be categorized as follows:

Project G 1.0: Enable elements (platforms) maintained by the company to be provided to society
Project G 2.0: Establish mechanisms for responding to the needs of society
Project G 3.0: Establish collaborative models with various players to create shared value

As indicated in the feature articles section of the report, I believe that the Project G 3.0 model has become the main format across the Yamato Group through its trial and error approach on the frontlines. As a result, mechanisms are being established that create new innovation in society and that advance solutions to social issues.

Going forward, I expect these level 3.0 projects to be promoted further across Japan to raise the bar higher. The domain of social issues addressed by Project G, however, requires in some cases a trial and error approach through actual practice to elucidate the fundamental essence of issues. These projects also face the challenge of meeting the needs of social system or social program design and reform. The approach in such situations should be to facilitate trial and error approaches among Yamato employees on the frontlines tackling the issue or to advance a more collaborative model to establish a system for designing and building mechanisms collaboratively that address specific programs.

In the future, I would like Yamato Group to identify and publish issues related to the further promotion and penetration of Project G as well as the situation of improvements on a fiscal year basis.

(8) Regarding Project G, make it easier to grasp the overall picture of projects being implemented nationwide

As an area in need of future improvement in the Yamato Group Corporate Social Responsibility Report 2016, I pointed out that the booklet and website versions provide commentary on the uniqueness of Project G through the feature article and other sections, indicating its role and value to the Yamato Group. At the same time, though, it is rather difficult to grasp the situation of the countless projects being implemented across Japan. The overall impression of this nationwide Project G is quite appealing, which by itself should lead to new collaboration.

In the Yamato Group Corporate Social Responsibility Report 2017, the online version included more introductions of actual practices and updated information, resulting in improved content overall. Additionally, the Yamato Transport website offers more information on examples of its community solutions and initiatives, while links are also provided from the online version of the report. This indicates that a number of improvements have been made over the 2016 report.

(9) Expand Project G using the collective strengths of the Yamato Group

The Yamato Group engages in the delivery, BIZ-logistics, home convenience, e-business, financial, autoworks, and many other businesses. Several Project G projects are already being implemented that leverage such collective strengths of the Yamato Group, but efforts should be made moving forward to further advance such projects and heighten connectivity with its businesses to increase the effectiveness. I expect the Yamato Group to consider approaches with potential from various perspectives.

■ Areas in Need of Future Improvement from the Yamato Group Corporate Social Responsibility Report 2017

Society expects more in the way of working style reform at the Yamato Group, given that it is a company that forms a critical aspect of social infrastructure.

In the Yamato Group Corporate Social Responsibility Report 2017, commentary is provided about working style reform in the Message from the President section and regular actions being taken, but there is no dedicated section for the topic. I imagine that there was a limit as to the details that could be provided about measures and actions being implemented given the timing of the publication, but working style reform is an important theme that requires attention. Therefore, together with implementing more effective working style reform, the Yamato Group should in the future provide more information on this topic within its online CSR report, updating information where possible.

As my third-party opinion, I have pointed out the following areas in need of future improvement. I would like the Yamato Group to examine these areas in the next fiscal year and beyond.

(1)
Further entrench the use of the Plan, Do, Check, Action (PDCA) cycle by establishing themes for CSR improvement in advance
(2)
Examine and share the third-party opinion
(3)
Strive to determine the situation and work continually to share the latest information, with the idea of publishing more in-depth information about its global CSR activities on its website as well as enriching these CSR activities under certain hypotheses.
(4)
Carry out internal communication on CSR more effectively. Broaden the way information is shared and articulated. For example, familiarize people with how each and every employee, who represent the precept “We ‘all’ represent the company,” is involved in CSR/CSV so as to lead to detailed actions in the future.
(5)
Regarding Project G, so as to further promote mutual learning inside the group, make efforts more efficient by improving in-house communications with regard to issues directly faced during trial and error on the frontlines and sharing the details of actions taken to promote and support these efforts.
(6)
Identify and publish issues related to the further promotion and penetration of Project G as well as the situation of improvements on a fiscal year basis
(7)
Expand Project G using the collective strengths of the Yamato Group
(8)
Together with implementing more effective working style reform, provide more information on this topic within its online CSR report

2. CSR Report: Objectivity and Ease of Understanding

<Areas of Excellence>

The Yamato Group Corporate Social Responsibility Report has been provided in an abridged highlights version (booklet) and a full online report version (website) since fiscal 2016. Currently, the booklet version is shortened, with more detailed and exhaustive commentary reserved for the online version, while current trends and data of note appear in the booklet version.

The format, delivery, and utilization methods of a CSR report needs to be tailored to the viewpoints and strategies of each individual company.

The booklet version in paper form with comprehensive and exhaustive information has been attractive, but because many of the Yamato Group’s products and services such as TA-Q-BIN are used by the general public, since fiscal 2016 the booklet version has been reduced in size to focus on and emphasize certain content, making it easy to distribute and convenient to browse. It is important to modify how information is delivered based on the perspective of emphasizing stakeholder engagement, and I expect the Yamato Group to continuously explore its future style and design of reporting based on how the report is actually utilized.

The booklet version for fiscal 2017 focuses on the areas of “safety,” “the environment” and “society” just like the fiscal 2016 version, but new introductory pages have been created for each section, special emphasis has been given to “Initiatives of Note in Fiscal 2016” and smaller sub-articles have been added in the “Topics” area of these sections. In this manner, innovative changes have been made to focus on particularly noteworthy initiatives that took place in fiscal 2016.

Additionally, information regarding important initiatives for safety, the environment and society only appeared in the company’s website in fiscal 2016, but this information was presented in the booklet version of the report in fiscal 2017. This conveys which areas the Yamato Group is focusing CSR efforts on in particular.

The online version uses the Internet to foster communication by making the Yamato Group’s stance toward CSR and CSR initiatives more easily understood through videos and other formats unique to the Internet. Links are also provided to previous feature articles to encourage greater understanding. The Yamato Group is also focusing the attention of stakeholders by offering more detailed content within each year’s feature articles section.

The online version of the fiscal 2017 report now features search page for social contribution activities. Until now information has appeared categorized by “safety,” “society” and “the environment,” but the ability to search by activity theme, region, and company name now makes it possible to easily view the integrated details of activities being implemented by the Yamato Group. Going forward, I would like to see the Yamato Group make changes to the way it collect information so that it can add this information to its website as needed, given the fact that many initiatives are being implemented on its frontlines.

The special feature articles on the company’s website provide additional content over the booklet version and also brief articles representing the voices of stakeholders and employees, which indicates efforts were made to convey more detailed information than before.

Generally, for its CSR report, the Yamato Group has put a system in place for stable communication for enhancing content and improving explainability by combining the report into a booklet and online version. I expect the Yamato Group to further advance its communication with stakeholders using this platform.

<Areas in Need of Future Improvement>

■ Update from the Third-Party Opinion for the Yamato Group Corporate Social Responsibility Report 2016 and Areas in Need of Future Improvement

In my third-party opinion for the Yamato Group Yamato Group Corporate Social Responsibility Report 2016, I pointed out the following as areas in need of future improvement.

(1)
Provide relative data and make it easier to detail annual changes in numerical benchmarks and indicate the direction and challenges based on such
(2)
Indicate advancements in domains where definitions and quantification of results is difficult
(3)
Examine relationships with the latest trends in ESG (environment, society, governance) and impact investments
(4)
Use the website to provide a greater sense of how the Yamato Group’s CSR is continually in flux
(5)
Elaborate each year on the improvement themes for approaches to CSR reporting

I conducted interviews with relevant parties in August 2017 to monitor the progress of efforts regarding each of these areas in need of future improvement. Below, I will examine the progress of improvements based on these interviews and the contents of the Yamato Group Corporate Social Responsibility Report 2017.

(1) Provide relative data and make it easier to detail annual changes in numerical benchmarks and indicate the direction and challenges based on such

(2) Indicate advancements in domains where definitions and quantification of results is difficult

Overall, I commend the fact that explanations use data, but in my third-party opinion for the Yamato Group Corporate Social Responsibility Report 2016, I pointed out “Provide relative data and make it easier to detail annual changes and indicate the direction and challenges based on such” as an area in need of improvement. I also noticed a gap in the presence and comprehensiveness of data based on the matter being discussed. For example, in the field of safety, in most cases the achieved results (outcome and impacts) were indicated using data, which shows thorough efforts are being made with safety, an important topic of concern for Yamato Holdings. For the environment and society, too, information is provided quantitatively to every extent possible and I noticed information about outputs and qualitative explanations. Although there are domains where definitions and quantification of results is difficult, I pointed out Yamato Holdings needs to supplement explanations about the benefits provided to society in these cases and to detail annual changes or gaps so as to indicate advancements (even if qualitative in nature).

In the Yamato Group Corporate Social Responsibility Report 2017, efforts were made particularly on the company’s website to present numerical data and disclose information that was identified, which included providing more information about annual changes and using graphs to explain the overall situation of the Yamato Group in the fields such as the environment. I would like the Yamato Group to continue identifying annual changes and providing more detailed numerical benchmarks going forward. However, for some domains it may be difficult to provide numerical data due to technological and cost reasons, while for other domains it may be challenging to define and quantify results. In such cases, I still would like Yamato Holdings to carefully supplement explanations about the benefits provided to society and to detail annual changes or gaps so as to indicate advancements.

(3) Examine relationships with the latest trends in ESG (environment, society, governance) and impact investments

I pointed out “Yamato Holdings should also appeal information disclosures and numerical data compliant with the latest trends in ESG investment and impact investing. Investor relations and CSR, however, have different aims and goals, so Yamato Holdings will need to closely examine relationships and policies (instead of completely integrating both)” as an area in need of improvement in my third-party opinion for the Yamato Group Corporate Social Responsibility Report 2016.

In regards to this area, while it has made progress with adding articles and disclosing numerical data, I still would like to see the Yamato Group continue to examine this area going forward.

(4) Use the website to provide a greater sense of how the Yamato Group’s CSR is continually in flux

Online information can be revised and distributed quite easily. As an area in need of improvement in my third-party opinion for the Yamato Group Corporate Social Responsibility Report 2016, I pointed out that “the Yamato Holdings already shares information about awards, agreements and events through the CSR News section. By more strategically sharing the status of CSR implementation and the situation after each event and agreement, visitors to the website will be able to have a greater sense of how the Yamato Group’s CSR is continually in flux.”

In the Yamato Group Corporate Social Responsibility Report 2017, the Yamato Group has enabled more multifaceted sharing of information by establishing a search page for social contribution activities. Going forward, I would like the Yamato Group to utilize this mechanism to continuously disseminate information.

(5) Elaborate each year on the improvement themes for approaches to CSR reporting

Approaches to CSR reporting can be improved in a sustained manner every year, and therefore, I would like Yamato Holdings to continue to share more detailed information on its annual improvements and updates going forward to show what policies are used to make these annual improvements.

■ Areas in Need of Future Improvement from the Yamato Group Corporate Social Responsibility Report 2017

By indicating its approach and relationship with the Sustainable Development Goals (SDGs), the Yamato Group could be able to promote collaboration with various other players more easily, including at a global level. Toward this end, I would like the Yamato Group to consider how it will approach the SDGs.

The Yamato Group should update as necessary its website whenever there is updatable content given its relationship with the establishment of the medium-term management plan and other matters.

As my third-party opinion, I have pointed out the following as areas in need of future improvement. I look forward to the Yamato Group examining these areas in next fiscal year and beyond.

(1)
Use more numerical benchmarks, ascertain annual changes, and indicate advancements in domains where definitions and quantification of results is difficult
(2)
Examine relationships with the latest trends in ESG (environment, society, governance) and impact investments
(3)
Use the activity search page to continuously share information and provide a greater sense of how the Yamato Group’s CSR is continually in flux
(4)
Elaborate and share each year on the improvement themes for approaches to CSR reporting
(5)
Indicate approach to and relationship with the Sustainable Development Goals (SDGs)
(6)
Update as necessary its website whenever there is updatable content given its relationship with the establishment of the medium-term management plan and other matters.

Response to Third-Party Opinion

I would first like to thank Mr. Tamamura for his very valuable feedback and suggestions regarding the Yamato Group's CSR activity reporting.

The booklet version of this year’s CSR report focuses on specific initiatives from fiscal 2016 in the areas of safety, the environment, and society, while the online version features the new addition of a search page for activities to make it easier to search through the CSR activities of the group, so as to foster greater understanding among stakeholders about the Yamato Group’s CSR activities.

The initiatives introduced in both represent the outcome of Yamato Group employees’ thinking about what they can do to make a difference for customers in the communities they serve. I am honored to hear Mr. Tamamura commend us for making greater progress in the resolution of various social issues through these initiatives.

Working style reform represents a top priority of management because we are committed to our people and providing a workplace with a sense of motivation and pride. I would like to report on those initiatives we could not present in this year’s CSR report using the CSR news section of the Yamato Holdings website and other means.

Additionally, recent there has been a rallying cry for the realization of sustainability. For example, there is rapidly growing awareness in Japan, too, about the need to achieve the Sustainable Development Goals (SDGs) adopted by the United Nations in 2015 and to be mindful of ESG investments. The Yamato Group will actively disclose information in these areas, effectively summarize disclosed information, and figure out innovative ways to communicate it to stakeholders in a consistent manner.

We stand committed to giving back to local communities collectively as a group of companies, while also emphasizing our culture and philosophy when it comes to ensuring our employees have pride in their work and answer the question of what they can do to make a difference for customers in their community.

Tomoki Otani Yamato Holdings Co., Ltd. Senior Executive Officer

Tomoki Otani

Yamato Holdings Co., Ltd.
Senior Executive Officer
Legal Affairs & CSR Strategy

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