Creating comfortable workplaces

Each branch has an “Industrial Safety and Health Committee” (and a Health Committee at Head Office) to share information with operating bases including operation-commission and cargo-handling companies where operations are outsourced. In addition, we strive to prevent industrial accidents by conducting safety and health education and safety patrols inside and outside the facilities.

To effectively fulfill its obligation of safety, which is required of every corporation, the Company proactively takes initiatives to maintain and promote employees’ health.

Toward health promotion

Health promotion seminars are held for the purpose of maintaining good health and improving the lifestyles of employees. (The seminars were canceled in 2020 due to COVID-19.) At these seminars, simple aerobics dance programs are offered to encourage employees to engage in light physical exercise in addition to lectures (on mental health and eating habit guidance) given by experts.

In order to achieve the MLC2030 Vision, it is necessary to encourage the active participation of employees more than ever, which requires strategic human resource development and human resource allocation.
As a characteristic of the Company’s Logistics Business, maintaining the certainty and quality of operations at each sales office, which are our logistics sites, forms the basis of the services we provide to our customers, and the stable allocation of employees who have the experience and knowledge of those operations is essential.
In recent years, in view of the fact that there have been cases where general employees are unable to accept transfers due to family circumstances, etc., and it is difficult for them to carry out their duties without limiting the areas in which they work, we have divided general employees into “general employees (no limits on workplace regions)” an “regional general employees (limits on workplace regions)” whose aim is to strengthen the on-site and sales capabilities in each region, in order to secure and develop future management personnel and ensure a work system that is more suitable for employees to demonstrate their abilities.

Although screening is necessary, the system allows employees to switch between categories in accordance with their circumstances. It is expected that this will contribute to improvements in employee satisfaction.

Pursuant to the implementation of the Act on Advancement of Measures to Support Raising Next-Generation Children, the Company formulated the “Ordinary Business Owner Action Plan” and implemented a child-care leave system, a reduced working hours system, a nursing care leave system, a general care leave system and a family care leave system to assist with the coexistence of employees’ working life and home life. Furthermore, the Company encourages the enhanced use of annual paid vacations to reduce working hours in a year and has introduced a systematic granting system (six days per year) of annual paid vacations under labor-management collaboration.

A variety of systems are available in compliance with the three catchphrases of “Provision of security,” “Recreation” and “Promotion of residential house acquisition” for the promotion of employees’ welfare.

The Company considers it important to support every employee in having a purposeful life by ensuring systematic and constant care for his/her mental health.
To promote mental health care in accordance with the Ministry of Health, Labour and Welfare’s guidelines for maintenance and promotion of mental health for workers, the Company has implemented a variety of initiatives such as reinforcement of in-house education and training, cultivation of dedicated staff in charge at operating sites, implementation of the stress check system based on the Industrial Safety and Health Act and improvement of networks via collaborations with external professional organizations.