To achieve the LOGISTEED Group medium- to long-term vision, LOGISTEED2030, the Group is working to develop human resources that can put into practice and lead the LOGISTEED WAY and to create an organization that can demonstrate overall strength. We have built systems to visualize the status of our human resources and organization, and are implementing various measures to enhance human resource capability (develop change leaders) and invigorate the organization. We also monitor the effectiveness of these measures and implement a PDCA cycle that leads to continuous improvement of these measures.

Toward the "LOGISTEED2030," we strive to actively secure diverse human resources who can contribute to our business with skills for global business and DX and other expertise, and promote initiatives to support their early participation.

In addition to adopting a direct recruiting approach, we also offer internship programs and hold roundtable discussions with employees to provide those who were not interested in the logistics industry with opportunities to know about and become interested in Logistics DX.
In FY2025, we held 14 industry research internships from June to December and 10 industry-specific internships in January and February (7 for 3PL and 3 for DX), with over 500 students participating.

We are focusing on securing human resources who have practical language skill as well as an understanding of the culture and business environment of relevant countries and can work together toward globalization to enhance and expand overseas business. We also actively hire foreign new graduates to deepen understanding of other employees around them about foreign cultures and also to promote globalization.

We provide trainings on the LOGISTEED WAY, safety, and legal compliance to young employees, and mid-career employees.

We conduct training aimed at making careers more relevant to the individual. Under the mentor system, in addition to supervisors in assigned departments, senior employees also serve as mentors and counselors to support young employees in their career development. Through dialogue with mentors with diverse work experience, young employees have the opportunity to broaden their perspectives and deepen their understanding of careers in our group.

We conduct surveys on young employees to measure their awareness of participating in the organizations they belong to and improving their productivity, in order to use the results to give advice to their supervisors on management. We also strive to improve the employee retention rate by introducing a mentoring program and having career development interviews on a regular basis.

The Group is engaged in supporting active skill development of each and every employee. We organize the skills required for each role and key position, and provide education by rank, in addition to systematically providing specialized education in areas such as logistics site management and logistics technology, offering educational opportunities according to the steps of growth of employees. By periodically assessing skills, we visualize the gap between individuals' actual and desired skill levels, and provide an environment enabling them to participate in educational programs according to their respective development themes.

Furthermore, we provide development management support programs for managers, and are working to raise the level of the skill development environment within the workplace.

We have established a groupwide educational system, and conduct practical and specialized training for all employees. In addition to training such as training by rank, training to strengthen on-site capabilities and manager training, we have independently developed training for all employees aimed at improving the basic skills of all employees and promoting communication and training for core personnel handling 3PL operations, and conduct human resource development with a view to further strengthening our operating base. In addition to conventional training for quickly gaining specialized knowledge required in our main business, we have also been implementing training measures for human resources with DX skills and human resources with global skills as priority themes required for the realization of the Mid-term Management Plan "LOGISTEED 2027."

We also provide educational opportunities through skills training for career development, divided into programs designed to strengthen general business skills (such as management and various business frameworks) and specialized skills specific to our operations (such as logistics center management and logistics technology). (Number of participants in Skill Training in FY2025: 6,589 cumulative participants / Participation rate among Japan Group employees (11,299): 57.8%)

In order to secure human resources with DX skills to handle the creation of new businesses utilizing IT, we are improving DX education in addition to existing training systems. Based on the results of a skills survey (IT literacy x IT work utilization) of employees, we are developing educational measures tailored to the level of each employee. Specifically, for those who are working to improve their IT literacy, we provide e-learning courses on "DX mindset training" for learning basic knowledge on DX and internal case studies, and for those who are working to improve their IT business application level, we also provide specialized training such as "DX mindset development training" and "training to strengthen DX technical skills" for the purpose of strengthening practical DX skills.

To develop talent capable of driving our business globally, the Group is promoting initiatives that provide consistent support, from the provision of development opportunities through to practical experience and growth into human resources with business management capabilities. Specifically, we provide human resources in Japan with development opportunities tailored to each career stage, including practical experience through an overseas business training program involving the early selection of young employees, as well as programs for international assignees designed to strengthen their management capabilities. Furthermore, we also formulate succession plans for key positions, including management roles, and promote systematic talent development and the placement of the right personnel in the right roles by ensuring visibility of human resource information globally as a whole. For human resources outside Japan, in addition to rolling out globally standardized programs on the LOGISTEED WAY, human rights, and other topics, we provide training opportunities in Japan and global rotations to enhance their expertise. Going forward, in addition to expanding education in specialized areas such as 3PL and DX, we will promote the cross-border and cross-regional mobility of talent to strengthen our framework for enabling diverse talent to collaborate in leading our business globally.

Under this program, participants work to propose and implement improvements addressing actual operational challenges at the forefront of global supply chains, while gaining an understanding of the business environments and operations in each country and region. At the conclusion of the training program, participants make presentations in English on the challenges identified in their assigned areas based on their local work experience, the improvement measures implemented and their results, recommendations for the Group, and their future action plans, thereby sharing the insights gained throughout the Group. To date, young employees have been dispatched to 15 countries and regions worldwide. Going forward, we will further strengthen the development of human resources with global skills by expanding the program's scope and enhancing its framework.

We provide systematic development programs for international assignees with the aim of cultivating talent capable of leading operations at overseas locations and achieving sustainable growth. In addition to fostering cross-cultural understanding and a global mindset, these programs strengthen the practical skills required to manage overseas businesses, including the formulation and execution of business strategies, organizational operations and people management, and compliance and risk management. To support language proficiency development, we subsidize the cost of English proficiency tests, provide programs designed to strengthen practical communication skills directly applicable to business, particularly listening and speaking, and expand opportunities for daily practice through the use of an AI-powered English conversation app. Through these initiatives, we promote autonomous development of skills.

LOGISTEED has developed a global employee database for visualizing human resource information from overseas group companies according to global standards and serving as a foundation for talent management. Since FY2023, we have steadily expanded the rollout of the database, and in FY2025, it was newly introduced at five companies in five countries across North America and Europe. By integrating human capital data from each country and company, we established a framework for centrally monitoring a wide range of data, including employee composition and diversity indicators. Going forward, we will further expand the range of data items compiled and develop a dedicated human capital information database to enable data-driven global human resources initiatives. We will also explore global human resources initiatives that leverage the database, including the development of overseas talent.

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. Furthermore, we introduced a system for employees of Japan group companies to take open courses outside the company to encourage the acquisition of skills necessary for individual issues based on the results of skills surveys. In FY2025, 176 employees participated in these courses.

To ensure the entire company works together to expand business domains and create new added value, we are introducing a group-wide "a job-based personnel system" and building a "personnel management system." By fostering each employee's awareness to autonomously carry out their roles, encouraging them to challenge the unknown and grow, and through an annual performance evaluation process consisting of goal setting, mid-year reviews, and year-end evaluations, better reflecting their actions, processes, and results in evaluation and compensation, we aim to enhance employees' sense of satisfaction and accomplishment. We aim to create greater value for all group companies.

With a view to introducing the job-based personnel system, we are working to unify the criteria to establish organizations within the Group to enable flexible job rotation to place "the right person in the right job." We are also creating position profiles which clarify and stipulate roles to shift to a compensation system based on the evaluation criteria for the "position."

We have established clear job descriptions that define the roles and required skills for each position. Shifting from a seniority-based approach, we are promoting the adoption of a job-based human resource system that ensures fair evaluations aligned with job responsibilities, while enabling employees to proactively build their own careers.

To realize sustainable growth, we need to develop strong relationship between employees and the Company and increase employee engagement. To increase employee engagement, it is imperative to deepen understanding of and spread the LOGISTEED WAY which shows the Group's role and the way to move forward and is the core of connections among employees. We will also conduct engagement surveys and address issues identified in the surveys to increase employee engagement and become a company where employees can keep working with enthusiasm.

To make the concept of the LOGISTEED WAY take root in employees' behaviors and judgment criteria, we hold workplace meetings and regular education, such as rank-based trainings and e-learning, and implement initiatives such as VC activities on an ongoing basis.

We conduct an employee engagement survey annually for the purpose of invigorating the organization and increasing employee engagement. We analyze the survey results in detail, identify internal issues and take necessary actions to solve them. In FY2025, we expanded the scope of overseas group companies from major companies (26companies) to consolidated group companies (48companies). We will expand this initiative to ALPS LOGISTICS group in FY2026.

We analyze the results of the engagement survey over time, and we are working to revitalize the organization by going through the cycle of identifying issues, considering countermeasures, and implementing them in the areas of management, human resources, and the workplace.
The survey results will be shared at management meetings such as the Board of Directors and Executive Committee. In addition, examples of each organization's efforts to improve engagement will be shared within the Group. Issues will be identified and improvement measures will be considered, leading to company-wide improvement activities. Specific measures include holding dialogue sessions between senior management and employees, educational programs to deepen understanding of the LOGISTEED WAY among senior management, and training to strengthen management skills for managers.

The following is the data.