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Human Resources Development
Human Resource Development Policy
To enable the continued development of the Yamato Group, we must ensure the growth of each individual employee as they are our greatest asset.
Each Yamato Group company implements human resource development that supports the autonomous career development of employees, based on the Yamato Group 
Human Resources Development Policy , to ensure they embody the Group Corporate Philosophy and continue to create new value by placing customers at the forefront amid significant changes to the surrounding business environment.
Human Resource Development System
We have positioned “designing growth opportunities through work” as a key mission for human resource development and created a structure that links training measures with growth opportunities. Ultimately, we aim to create a workplace culture that enables each employee to feel job satisfaction. Executive officers in charge of human resources are responsible for employee human resource development. Under their supervision, development is advanced based on policies made by the Yamato Holdings Human Resource Strategy Department. The Human Resource Unit Heads of each Group Company have developed a framework for resolving HR issues in line with the characteristics of each Company.
Under this framework, we are establishing a training evaluation and improvement process with the aim of enhancing the value of human capital and advancing business strategies through the advancement of the human resource strategies, based on our Human Resources Management Policy. This has also led to disclosure of accurate information to society concerning human capital management through the integrated visualization of implementation status and results of in-house training.
Training Structure
We have created and are promoting a training structure based on the self-study method, aimed at autonomous employee career development. We have positioned the following as pillars of our education measures; selective training to launch the education of the next generation of managers, organization-based training tailored to business characteristics, and objective-based training that covers themes key to the Company, including safety and compliance. We are developing these pillars with a focus on group training and e-learning. We support the growth of each employee by linking training to their appropriate placement.
Furthermore, we are developing an efficient and effective training environment through the enhancement of learning platforms, such as the introduction of the latest digital technology (AI). At the same time, we are creating a framework that enables employees to improve on their own without limitations on time or space.
| Number of Subjects | Total Time | Time per Employee | |
|---|---|---|---|
| Total | 76,110 | 309,177 | 4.1 |
| Management Employees | 4,345 | 33,779 | 7.8 |
| General Employees | 71,765 | 275,398 | 3.8 |
- *Total face-to-face training and e-learning
Organization-Based Training
Through training at each business after entry to the Company, launched by Management Policy training, pre-assignment training, and education based on position, such as in-service training at each Company, we aim to improve the knowledge, skills, and attitude required by each role and revitalize the front line and organization as a whole.
Selective Training
Training of Next-Generation Management Talent
We have created a training structure that supports succession plans for core personnel in the Management Strategy, in accordance with the Corporate Governance Code, enhancing the potential to systematically allocate necessary human resources over the long term and contributing to improvement of corporate value that leads to realizing the Management Strategy and achieving the Medium-Term Management Plan. Specifically, we have established a connection between training and employee allocation through talent management and are implementing the Next Leader Program, for senior management employees eligible to become executive candidates, and the Future Leader Program and Leadership Challenge Program for middle-management employees eligible to become senior management candidates.
Medium-Term Education for Regular Graduate Recruits
We provide growth opportunities for regular graduate recruits on an annual basis following their entry to the Company. We aim to encourage career autonomy for core personnel and produce the next generation of leaders based on the pillars of provision of growth opportunities (annual training), visualization of human resources through assessment implementation, and strategic allocation of employees after ascertaining their individual characteristics.
Selective Education by Position in Business Operations
We implement successor training for key positions in each business with the aim of clarifying the successor pool for each position. We create opportunities for training that enable participants to act with confidence when assigned to key positions by intensively inputting the knowledge and skills vital for each role.
| Program | Subjects | FY 2024 Results | |
|---|---|---|---|
| Number of Participants (people) | Training Hours per Employee (hours) | ||
| Next Leader Program | Senior management employees eligible to become executive candidates | 17 | 15 |
| Future Leader Program | Middle-management employees eligible to become senior management candidates | 69 | 105 |
| Leadership Challenge Program | |||
| Training for Regular Graduate Recruits | Regular graduate recruit employees | 1080 | 14.7 |
Objective-Based Training
We provide regular training in line with objectives for themes including safety and compliance. Furthermore, we have developed training that aims to contribute to the knowledge and skills necessary for highly specialized personnel to promote DX, including training on generative AI.
Learning Platform
We are reinforcing our educational foundation, which is not influenced by the external environment, by utilizing digital technology and creating a learning platform to promote independent learning by employees.
By integrating education with the latest digital technology, we are promoting support for career development tailored to each employee.
Personnel Evaluation System
The Yamato Group has introduced a job-based human resource evaluation system, which contributes to the further personal growth of employees through fair evaluation and feedback.
This system focuses on a “target achievement evaluation” that sets six-month job goals for each employee and is based on the opinion of workplace evaluators regarding results, including the daily efforts of employees. It also focuses on an “employee evaluation,” under which coworkers assess the degree to which the expectations of Yamato Group employees and managers are manifested from multiple angles. The system aims to strengthen organizational capabilities by encouraging employee desire for growth and enhancing the skills of each employee through objective assessments from various viewpoints.
Career Support Program
The Yamato Group has introduced various systems to provide opportunities for growth through work for employees who soundly continue to take on challenges and show effort, encouraging employees to form and realize their own career paths
In-House Job Posting System
Yamato Transport has introduced an in-house job posting system at certain organizations, including Head Office, to offer challenging opportunities and personal growth to employees who constantly strive to be at their best. The system aims to match employees with positions based on their career aspirations with the aim of supporting autonomous career development.
Career Survey System
Once a year, Yamato Transport conducts interviews for all full-time employees concerning vital information for their career path, such as the role, position, and working area within the Group that they are aiming for. The results of this survey can lead to the provision of opportunities for employees to realize this progression for themselves.