Part 2

DESTINATION OF ONE YAMATO

Medium-Term Management Plan "One Yamato 2023"

(From the fiscal year ended March 31, 2022 to the fiscal year ending March 31, 2024)

Under "One Yamato 2023," the medium-term management plan due to conclude at the end of the fiscal year ending March 31, 2024, we will offer value to individual and corporate customers, as well as society as a whole. We will accomplish this by combining the management resources centralized under One Yamato into an optimal form and supporting the entire supply chain, from suppliers and manufacturers to consumers, based on the accelerated adoption of e-commerce (EC) in all industries brought on by rapid changes to consumption behavior and the logistics structures.

Main Initiatives of "One Yamato 2023"

Optimal allocation of management resources

Promotion of data and innovation strategies

Reinforcement of Group infrastructure

based on data analysis

Creation of the "EC Ecosystem"

Transformation into a business partner that

Reform of management structure and

supports the entire supply chain

reinforcement of governance

Human resource strategies that support the

Improvement of capital efficiency

Strengthening of sustainable management

"innovating delivery business"

Progress in the First Year of "One Yamato 2023" (Fiscal Year Ended March 31, 2022)

We are steadily promoting structural reform initiatives that have been set out by the medium-term management plan "One Yamato 2023" and are based on changes to the business environment, such as the prolonged impact of the COVID-19 pandemic and the international situation.

DESTINATION OF ONE YAMATO

Part 2

Main Initiative: Transformation into a Business Partner That Supports the Entire Supply Chain

Provision of support for the innovation of supply chains and business processes as a management partner for our customers through the provision of consistent business solutions to the downstream, midstream, and upstream of supply chains

Major Progress and Results

Future Initiatives

•Further reinforcement of corporate sales and account

management

•Expansion of business in customers' upstream supply chains

•Provision of value through the integration of sales and

operations

•Recruitment and development of specialized personnel

For more details, please refer to page 20.

Main Initiative: Reform of Management Structure and Reinforcement of Governance

Optimization of the management structure and reinforcement of governance aiming the optimal allocation of management resources and maximization of corporate value under the One Yamato management structure

Major Progress and Results

Future Initiatives

•Promotion of optimizing management resource allocation on a

Fiscal year ended March 31,

Fiscal year ended March 31,

2021

2022

Performance

Performance

Consolidated operating revenues

¥1,695.8 billion

¥1,793.6 billion

Consolidated operating profit

¥92.1 billion

¥77.1 billion

Consolidated operating profit margin

5.4%

4.3%

Consolidated ordinary profit

¥94.0 billion

¥84.3 billion

Profit attributable to owners of parent

¥56.7 billion

¥55.9 billion

ROE

10.0%

9.6%

Fiscal year ending March 31,

2024

Target

¥2,000.0 billion

¥120.0 billion

6.0%

¥120.0 billion

¥72.0 billion

10.0% or higher

•Launch of the One Yamato management structure, which inte-

regional basis

grates the Yamato Transport with eight Group companies

•Further promotion of integration of operations and systems

•Optimization of costs by consolidating operations

Main Initiative: Human Resource Strategies That Support the "Innovating Delivery Business"

Creation of a system for clarifying and evaluating the roles of each employee and promotion of development of specialized personnel

Major Progress, Results, and Future Initiatives for Each Main Initiative

Main Initiative: Optimal Allocation of Management Resources Based on Data Analysis

+

Main Initiative: Promotion of Data and Innovation Strategies

Promotion of optimal allocation of management resources by

Renewal of our core systems, development of our digital data, and

enhancing the accuracy of workload forecasts and enhancement of

reinforcement of our digital platform

productivity across the entire network through operational reform

Promotion of open innovation through collaboration with and

and a shift to automation and digitalization

investment in start-up companies

Major Progress and Results

Future Initiatives

•Completion of defining professional duties for each type of job

•Expansion of system for specialized human resources and redef-

and connection with evaluation and treatment

inition of professional duties

•Creation of a system to encourage sales drivers growth

•Promotion of the utilization of a talent management system

For more details, please refer to page 40.

Major Progress and Results

•Progression in the creation of a digital infrastructure through the development of our digital data to establish data-driven management and enhancement of methods for data collection that utilize the latest technology

Main Initiative: Reinforcement of Group Infrastructure

Aim to expand value provided to customers and to enhance productivity through the optimization and enhancement of functions for facilities, transportation, and delivery and promotion of business process reengineering

+

Main Initiative: Creation of the "EC Ecosystem"

Establishment of a sustainable EC ecosystem in which EC operators, customers, and delivery persons can enjoy the benefits

Major Progress and Results

•Improvement of efficiency of last mile pickup and delivery services

•Promotion of building EC logistics network

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YAMATO HOLDINGS CO., LTD.

Integrated Report 2022

Future Initiatives

•Advancement of demand forecasts and services and operations that apply digital data

•Implementation of initiatives aimed at enhancing system development capabilities in the medium term

For more details, please refer to page 30.

Future Initiatives

•Creation of a specialized network in line with customer needs and particular characteristics of packages and development of its system of operation

•Enhancement of operational efficiency and optimization of costs by consolidating and enlarging of facilities (sales offices, terminals, and logistics centers)

For more details, please refer to page 20 and 26.

Main Initiative: Improvement of Capital Efficiency

Improvement of shareholder value through timely and appropriate measures based on the future growth potential and profitability of our businesses, financial soundness, investment progress, capital efficiency, and other factors

Major Progress and Results

Future Initiatives

•Improvement of performance at overseas Group companies

•Transfer of shares issued by Yamato Home Convenience Co., Ltd.

•Continued implementation of capital protocol and shareholder

•Purchase of treasury stock and implementation of stable

returns based on basic policies

dividends

For more details, please refer to page 16.

Main Initiative: Strengthening of Sustainable Management

Promotion of sustainable management based on Sustainable Medium-Term Plans 2023

Major Progress and Results

Future Initiatives

•Promotion of sustainability initiatives

•Promotion of green innovation initiatives in line with risks and

•Formulation of policies related to human rights and the

opportunities resulting from climate change

environment

•Operation and monitoring of each policy and initiative

For more details, please refer to page 32.

YAMATO HOLDINGS CO., LTD.

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Integrated Report 2022

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Yamato Holdings Co. Ltd. published this content on 16 December 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 16 December 2022 09:12:06 UTC.