SENKO HOLDINGS

SENKO Group Corporate Environment Development Policy

Policy (basic approach)

The SENKO Group conducts itself in accordance with the following mission: As a corporate group fostering people and supporting people’s lives, we contribute to achieve a genuinely productive global society by continuously challenging efforts to create new trends in terms of products and services that shift the future; centering on our physical and commercial distribution business.

To accomplish this mission, we believe that it’s important for each and every person who works at the SENKO Group to feel motivated and experience personal growth so that the company can continue to provide new value for people and society through its involvement with people’s lives and industry.

We respect human rights while striving to realize a relationship between the company and its employees that allows both to achieve new heights of performance, and we're working to create workplaces where employees can do their jobs in a safe, energetic, and healthy manner while manifesting their individuality.

Group initiatives

Healthfully and safely: Providing a sound workplace environment and ensuring compliance with appropriate work practices and legal requirements

Having identified implementing “ESG+H” (environmental, social, governance, and health) management as a key priority under its Medium-term Business Plan, the SENKO Group practices health management, reflecting its belief that facilitating employee health is an essential part of ensuring business activities progress smoothly. In addition, we establish targets for reducing vehicle and occupational accidents and undertake safety-focused activities by implementing the PDCA cycle for our safety systems in order to realize the goal of zero-accident workplaces.

Health management initiatives

In 2017, we announced the SENKO Group Health Management Declaration. We strive to create conditions that facilitate individual employees’ mental and physical health and allow them to maximize their performance while manifesting their individuality.

By practicing health management, we’re working to improve employees’ health literacy, lower health insurance co-pays, minimize situations where illness prevents employees from realizing the true level of performance of which they are capable, and boosting work engagement.

Preventing overwork

The SENKO Group is working to manage labor at its workplaces in a more sophisticated manner by introducing Work Network, an employee attendance management system that was developed in-house. Going forward, we will continue to roll out this system to Group companies.

Occupational health and safety

●Offering stress checks and line care seminars

All Group employees undergo an annual stress check, and meetings with industrial physicians and nurses are scheduled based on the results of those tests and at employees’ request. In addition, we offer line care seminars, a series of position-specific mental health seminars designed to endow managers with proper knowledge about the subject. Through these and similar activities, we're putting in place structures for managing employees’ physical and mental health.

●Safety management

We carry out safety performance evaluations (internal audits) in accordance with applicable laws at logistics worksites each year, and worksites are ranked on the basis of improvements they’ve made. This information is distributed to branch managers and Group company presidents on a regular basis. We ensure safety by implementing the problem-solving PDCA cycle, allowing specific results to be utilized for the purpose of regional management.

Harassment and discrimination countermeasures

Internal hotline program

In addition to establishing the SENKO Standards of Business Conduct to strengthen corporate ethics and legal compliance throughout the Group, creating committees to implement the Standards, and working to enhance them, we’ve created an internal hotline and taken steps to prevent discrimination against whistleblowers.

To augment the internal hotline, we’ve created a harassment and discrimination help line, and we’re working to prevent harassment and discrimination by spreading awareness, for example by displaying posters at worksites.

Harassment and discrimination prevention training

We offer thorough education to prevent harassment and discrimination, including through training for newly appointed employees in middle management positions, training for newly appointed foremen, one-on-one training, and training for managers with responsibility for labor oversight.

We also offer unconscious bias training to all managers whose subordinates include female management candidates. Trainees learn about unconscious bias, a universal tendency that automatically drives perceptions and judgments based on factors including past experience, knowledge, and values. They also master the management techniques needed to prevent discrimination in the workplace and ensure human resources diversity by embracing a broad range of values.

Labor relations

The SENKO Group Labor Union Federation undertakes a variety of activities day in and day out in keeping with its mission of “creating rich and fulfilling lifestyles for workers at the SENKO Group.” In addition, the group participates in discussions via various conferences and negotiates with the company in an effort to maintain and improve working conditions and to enhance employee benefits.

Creating workplaces where employees can manifest their individuality

Letting employees be themselves: Realizing a discrimination-free environment conducive to diversity and supporting diverse workstyles

Reflecting its belief that cultivating a discrimination-free workplace environment where each and every employee can feel motivated and engaged serves to increase corporate dynamism by encouraging individual growth and participation, the SENKO Group strives to create a workplace environment where all employees feel they can continue to work under worker-friendly conditions throughout their lives. In addition to efforts to enhance employee benefit programs and put in place associated facilities, we're working to improve the workplace environment through initiatives that bring the views and thinking of young employees to bear on the Group’s future management as well as in-house events and other measures.

In addition, the SENKO Group has set the goal of increasing male employees’ utilization of paternity leave programs to at least 50% by FY2027. To achieve that goal, we’re taking steps to put in place a workplace environment that's conducive to employee utilization of childcare leave.

As of March 31, 2023, companies with a legal obligation to disclose leave program utilization are as follows:

Program

On-site childcare

The SENKO Group operates six on-site childcare facilities. These facilities have earned praise from local residents by accepting children other than those of Group employees and launching free, unlicensed daycare service for children ages three through five in October 2019.

Establishment of consulting service for diseases specific to women

Working under the supervision of an industrial physician, the SENKO Group has opened a consulting service concerning diseases specific to women on the third Friday of each month. By offering appropriate care for health issues specific to women and providing health-focused support for the development of a workplace environment where women can participate, the initiative is geared to help the Group’s female employees continue to do their jobs in an energetic and engaged manner while manifesting their individuality.

Office reforms

The SENKO Group has launched a series of workstyle reforms to realize flexible, location-independent methods of work in an effort to achieve the following goals as it grapples with a labor shortage caused by Japan’s aging population and declining birthrate: (1) securing a diverse and talented workforce, (2) putting in place a productive and efficient work environment, and (3) fostering innovation.

Specifically, we’re undertaking a balanced approach to reforms by implementing the following three measures:

Workplace and
environment

· Introducing flexible workstyles (activity-based working, or ABW)
☞Transition to workstyles where employees are free to choose times and locations according to the nature of the task they’re performing
· Realizing an office environment characterized by constructive variations
☞Expanding hot-desking, booths to aid concentration, and communication areas
· Realizing an office environment where employees can maintain their physical and mental health
☞Implementing practices including green offices, environmental music, aromas, and training rooms

In August 2022, we relocated the Osaka Offices of SENKO Group Holdings and some Group companies. Amidst efforts to implement the Group’s first ABW approach, we introduced a less structured method for grouping department and team members’ desks and embraced the challenges of realizing new workstyles in a new workplace environment, for example by expanding common spaces in the center of each floor and creating a floor plan that creates numerous opportunities among departments and companies.