Harima Company

Climate Impact & Sustainability Data (2022-04 to 2023-03, 2023-04 to 2024-03)

Initiatives for diverse human resources including women, foreigners, and career hires with various experiences; improvement of the work environment to maximize the characteristics and abilities of each employee; education of management personnel; revision of personnel systems.

Establishment of clear decision-making procedures for promoting sustainability; Compliance management, environmental management, and social contribution activities are promoted by the responsible departments; Sustainability-related important matters are reported and deliberated at the management meeting, and important matters are reported to the board of directors.

Intensifying competition in the daily necessities distribution industry due to the oligopolistic trend among major retailers; Dependence of logistics department performance on specific retail companies; Dependence on outsourcing for some distribution and warehouse operations; Potential disruptions from natural disasters; Credit collection risks; System failures; Risks from infectious disease outbreaks.

Diversification of revenue through logistics services; Close collaboration with specific retail companies for business planning; Regular updates of logistics equipment; Maintaining good relationships with outsourcing partners and securing diverse partners; Thorough credit management and subscription to trade credit insurance; Installation of core computer equipment in a data center with earthquake-resistant facilities and a backup power generator; Server duplication and data backup; Establishment of appropriate management systems for prevention and containment of infectious diseases.

Reduced return quantity by 72.9% compared to 2018.
Established a new logistics center in Komaki City, Aichi Prefecture, aiming to improve logistics efficiency and reduce CO2 emissions.
Introduced a truck berth reservation system to improve efficiency of loading and unloading.
Shifted to multimodal transport (inland waterway transport) to improve transport efficiency and reduce traffic congestion.
Converted 18 out of 33 company vehicles (excluding trucks) to hybrid vehicles, achieving a low-emission vehicle ratio of 54%.
Installed solar panels on the roofs of three logistics centers (Himeji, Fukusaki, Miyagi), contributing to CO2 reduction through renewable energy generation.
Recycled used plastic pallets and containers from logistics centers.

Increased the number of group mid-career hires.
Implemented a job-type employment system.
Provided various training programs for employees at all levels.
Increased the proportion of women in new graduate recruitment.
Introduced a mentor system.
Implemented a re-employment system for employees up to age 65.
Increased the average number of paid leave days to 12.5 days (76.7% rate) in 2023.
Improved the male parental leave rate to 100% in 2023.
Renovated the Osaka office to improve work environment.
Received the “Hyogo Work-Life Balance Enterprise Certification” in September 2023.
Supported local sports team AS Harima Albion.

Adopted the audit committee system with three members (including two external auditors).
Established internal and external whistleblowing channels.
Developed a skill matrix for directors and auditors.
Implemented security measures to prevent system downtime and internal fraud.

2024 problem in logistics (restrictions on overtime work hours for truck drivers).
Potential for increased transportation costs and labor shortages.