Human Resource Management

Basic Approach

Sumitomo Warehouse believes that all officers and employees who conduct business activities being able to exhibit their own abilities and skills as they healthily and vibrantly engage in work will lead to the continuous development of the Company as a whole and the realization of a sustainable society.

In addition to changes in the business environment surrounding the Company such as rising costs set against the backdrop of the recent labor shortage, expansion of digital transformation initiatives and heightened awareness of ESG, as the needs directed toward the Company become more complex, it is our view that it is important to secure and develop human resources with diverse approaches, knowledge and skills.

For this reason, the Company provides a variety of education and training opportunities, and has established measures supporting the activities of each employee.

Furthermore, under the concept of “Connecting people” in the Moving Forward to 2030 long-term vision, the Company aims to further enhance development of our invaluable human resources, and address social changes, including the declining birth rate and aging population, adopt flexible and diverse work styles, and continue to be a company that attracts people to it.

Required Human Resource Form, Human Resource Training and Skill Development

Required Human Resource Form

• People with the spirit of challenge thinking for themselves and acting with a sense of speed
• People who have the ability to think things through in order to provide high-quality logistics services, such as having sharp insight seeing through to the essence of a problem or flexible imagination not constrained by existing frameworks
• People with a sense of mission who sincerely engage in overcoming issues

Human Resource Training and Skill Development

The Company has established diverse training systems with consideration for the career advancement of each employee based on the belief that “growth of employees leads to growth of the company, and we would like to foster better company personnel for the development of society.”

Group Training (Level-based Training)

Training for new employees includes one week of lecture and a six-month practical training period in which the employees receive guidance from more senior employees assigned as their training officers to provide support enabling them to get off to a start free of concern as a member of society. Many new employees are assigned to sites such as warehouses and harbors, and basically begin with on-the-job training provided by their superiors and more senior employees in the workplace.

Following that, in order to supplement the on-the-job training, tiered training is provided according to seniority and position to provide an understanding of the current condition of the Company, expand knowledge and provide motivation to create a vibrant corporate structure and reform organizational culture.

Training for employees at a general manager level is treated as a place for deeper thinking on the state of the business from a long-term perspective by fostering a management perspective with a view of the entire Group through discussion.

Development of Global Human Resources (Overseas Training)

The Group would like to provide the detailed logistics quality developed in Japan overseas as well. Moreover, a global logistics strategy and the proposal of more innovative options are also essential for ensuring the sustainability of customers’ supply chains.

In the Moving Forward to 2030 long-term vision, the Company states that it will provide multifaceted support for the overseas expansion of customers, further develop global logistics and increase operational capacity, recognizing that the development of global human resources is essential. In order to achieve this, the Company encourages employees to obtain understanding of different cultures, communication skills and overseas logistics knowledge and skills required for working overseas through one-year overseas posting trainings and opportunities for overseas training, etc. to gain a deeper understanding of local logistics conditions.

Language and Business Skills Training

Furthermore, training through e-learning to supplement tiered training, language training and various business training providing certification and improving skills required in business such as bookkeeping, customs clearing agent, real estate transaction agent and international air freight handler certification are implemented to develop human resources capable of executing business with a broad perspective. From fiscal year 2024, we newly launched an open application-based training program on business planning to support the self-directed learning of motivated and capable employees.

Self-development

To support the learning of motivated and capable employees, we provide correspondence-based education programs. Employees can freely choose from more than 100 courses, and we have established a system that subsidizes part of the course fees to encourage self-directed learning.

Training System

Securing a Diverse Range of Human Resources

To respond to the diverse needs in society and the trend of globalization, the Company considers it essential to ensure diversity and increase competitiveness. To promote diversity, the Company is committed to advancing the promotion of women’s participation and advancement, recruitment of external talent, and initiatives for balancing work with childcare and nursing care.

The Company strives to ensure hiring is equitable, fair and transparent, and implements hiring practices in accordance with the Act on Securing, etc. of Equal Opportunity and Treatment between Men and Women in Employment, the Employment Measures Act and the Act for Employment Promotion, etc. of Youth. We also establish internal regulations to prevent unreasonable disparities in treatment based on employment type, in accordance with the 'Equal Pay for Equal Work Guidelines' issued by the Ministry of Health, Labour and Welfare.

Promotion of Women’s Participation and Advancement

The promotion of women’s participation and advancement is one of our important management priorities. As of March 2025, women account for 40% of our employees, while the ratio of women in management positions is 2.9% as of July 2025. All female employees who have taken maternity or childcare leave have returned to work, and many women successfully balance their professional careers with childcare responsibilities.

On the other hand, the Company currently faces the challenge of having a limited number of female employees who have reached the age and career stage at which they are eligible for management positions, resulting in a shortage of role models. In addition, promoting men’s participation in childcare is also essential to expanding opportunities for women to thrive, and we therefore encourage male employees with children to take an active role in childcare.

Under our policy of proactively appointing women to management positions, we will continue to implement various initiatives and work to create an environment in which female employees can play an even more active role.

Targets and Results

Main Initiatives to Promote Women’s Participation and Advancement

Related InformationSupport for the Development of Future Generations (General Employer Action Plan)

Related InformationPromotion of Women's Participation and Advancement (General Employer Action Plan)

Recruitment of Persons with Disabilities

As of March 2025, the employment rate of persons with disabilities at our Company is 2.88%. Promoting the active participation of persons with disabilities is an essential initiative for achieving sustainable growth. We are working to expand employment opportunities and improve workplace environments, while striving to strengthen job placement and support systems that enable individuals to make the most of their abilities.

In addition, we have established consultation and grievance channels, accessible by phone or email, for employees who may experience difficulties in their working lives due to disabilities. We clearly state that the privacy of those seeking consultation is protected and that no disadvantageous treatment will result from raising concerns.

Going forward, we will continue to implement initiatives aimed at creating a workplace environment in which each employee can work in a way that reflects their individuality and fully demonstrate their potential.

Promotion of Active Participation of Senior Employees (Re-employment after Mandatory Retirement)

As we enter the era of a hundred-year lifespan, the number of elderly people who want to work is increasing. The Company has rehired employees who wish to continue working after mandatory employment since before the relevant legislation was established. At present, the Company and Group companies have systems for re-employment of employees who wish to do so until the age of 65 under certain conditions. This is also a valuable system for transferring the knowledge of veteran employees to junior employees.

Recruitment of External and Specialized Talent

To respond to changes in the business environment, we actively conduct career recruitment in order to secure talent with diverse perspectives, knowledge, and skills. Hiring individuals with diverse career backgrounds not only enables us to secure immediate contributors, but is also expected to invigorate our organization by introducing new perspectives and values. In addition, from FY2024, we have introduced a “comeback recruitment (alumni recruitment)” program targeting former employees.

Support for Balancing Work with Childcare and Nursing Care

Establish various systems related to childcare, etc. that go beyond statutory requirements

• Childcare leave system (until the date on which the child that employee takes care of reaches two years of age)
• System to shorten working hours (until before the child that employee takes care of finishes the second year of elementary school)
• Subsidy for childcare service, childcare support service, etc., under corporate contract

Establishment of a Fulfilling Workplace Environment

As our business primarily provides logistics services, we recognize human capital as one of our most important management resources. We believe that in order to establish a fulfilling workplace environment that raises employee motivation, it is important to have an openness that allows employees to freely and openly exchange opinions. Since FY2019, the Company has conducted employee awareness surveys regularly, identified issues, and prioritized actions to address them.

In our personnel system, the Company has made it mandatory for supervisors to have one-on-one meetings with all of their subordinates, under a self-reporting system where employees express their career visions. By increasing opportunities for dialogue, including labor-management consultations, the Company strives to increase employee capabilities and motivation.

Employee Engagement Survey

In the FY2024 employee engagement survey, the positive response rate for overall satisfaction reached 64.7%, up from 58.0% in FY2019, which we believe reflects the effectiveness of our various initiatives. At the same time, the survey identified challenges related to the penetration of our management philosophy and vision, as well as workplace communication. Based on an analysis of these survey results, we newly introduced town hall meetings with mid-level and younger employees as a measure to promote dialogue between management and employees.

Town Hall Meetings

We believe that direct dialogue with employees is essential to fostering an open and transparent corporate culture. Since 2025, we have been holding town hall meetings between management and employees. In the initial round of town hall meetings conducted from February to March 2025, we held 14 in-person sessions mainly with mid-level and younger employees, with approximately 150 employees participating. Through open discussions on topics such as communication and ways of working, we believe that direct dialogue between management and employees contributes to enhancing employee engagement.

Initiatives to Promote Work Style Reform

To enable employees to fully demonstrate their abilities, it is important to ensure a solid work-life balance and establish systems and an environment that support it. In addition, a flexible environment that can support diverse work styles and lifestyles increases each and every employee’s motivation toward better productivity and helps secure a diverse range of human resources. For this reason, we ha been promoting a work style reform, with the key measures set out being the correction of long working hours, improvement of the rate of annual paid leave taken, promotion of flexible work styles, and enhanced support for life events.

In FY2024, in addition to promoting these key measures, the Company advanced the building-wide lights-off time at both the Head Office and Tokyo Head Office by one hour compared with the previous fiscal year, thereby promoting a more well-balanced work style and implementing awareness initiatives to enhance the quality of work. As part of the Company’s childcare support systems, a childcare concierge service was also introduced under a corporate contract, creating an environment where employees can balance work and childcare with peace of mind.

In addition to these initiatives, the Company will make full-fledged efforts to promote health in FY2025, with an aim to improve productivity across the entire company.

Targets and Results

Main initiatives to Support Work-life Balance

Related InformationSupport for the Development of Future Generations (General Employer Action Plan)