VALUE CREATION BY THE NEW YAMATO GROUP

Performance HighlightsYear Ended March 31, 2021

Financial Information

Operating revenues amounted to ¥1,695,867 million, up 4.0% year on year, due to factors including the results of Yamato's response to the accelerated growth of the EC domain and an increase in the number of parcels handled by the Company. Operating profit came to ¥92,121 million, up 106.1%, owing to an increase in the effectiveness of pickup and delivery services as a result of optimal allocation of management resources based on data analysis and the promotion of more effective sorting work and trunk-route transportation amid the increase in parcels. As a result, profit attributable to owners of parent stood at ¥56,700 million, an increase of 154.0%, and ROE was 10.0%, increasing 6.0 percentage points.

VALUE CREATION BY THE NEW YAMATO GROUP

Non-Financial Information

We are working to strengthen sustainable management to achieve both sustainable business growth and the development of a sustainable society. To implement management that incorporates the environment and society, we have promoted initiatives that address the material issues we have identified based on our two visions of "Connect. Deliver the future via green logistics" and "Through co-creation and fair business activities, help create a society that 'leaves no one behind.'" The promotion of these initiatives was carried out with the aim of increasing the efficiency of transportation and providing delivery services that are better for the planet, our customers' lifestyles, and the economy by leverage cutting-edge connections between data, people, and resources.

Operating Revenues

(¥ billion)

1,695.8

1,800

1,350

900

450

0

2017/3

2018/3

2019/3

2020/3

2021/3

Operating Profit

(¥ billion)

92.1

100

75

50

25

0

2017/3

2018/3

2019/3

2020/3

2021/3

Number of Employees*2/ Operating Revenue per Employee*3

(People)

(¥ thousand)

250,000

223,191

13,000

225,000

12,000

200,000

11,000

175,000

11,633

10,000

0

2017/3

2018/3

2019/3

2020/3

2021/3

0

Number of employees (left scale) 

Operating revenue per employee (right scale)

Improved Status of Amount of Overtime Work*4 per Employee

100

80

60

48.0

40

20

0

2017/3

2018/3

2019/3

2020/3

2021/3

Percentage of Annual Paid Vacation Days Taken per Employee*5

(%)

100

90.0%

80

60

40

20

0

2017/3

2018/3

2019/3

2020/3

2021/3

Parcel Delivery Amount /

Parcel Unit Price Growth Rate (YoY)

Profit Attributable to Owners of Parent / ROE

(Millions of parcels)

(%)

(¥ billion)

(%)

3,000

20

60

56.7

12

2,096

1,500

10

40

10.0%

8

0

(6.4)%

0

20

4

2017/3

2018/3

2019/3

2020/3

2021/3

△10

0

2017/3

2018/3

2019/3

2020/3

2021/3

0

Working Styles

Awareness Surveys*6

(%)

80

75.2%

71.6%

60

67.6%

40

20

0

2017/3

2018/3

2019/3

2020/3

2021/3

Rate of Resignation*7

(%)

8

6

4

2.8%

2

0

2017/3

2018/3

2019/3

2020/3

2021/3

Amount of Greenhouse Gas (GHG) Emissions/GHG Emission Intensity

(Thousand tCO2e) (tCO2e/operating revenues of ¥100 million)

950

915

100

900

80

850

46.3

60

800

40

0

2017/3

2018/3

2019/3

2020/3

2021/3

0

Parcel delivery amount (left scale)  

Profit attributable to owners of parent (left scale)  

ROE (right scale)

Parcel unit price growth rate (YoY) (right scale)

Employee-friendly  Rewarding  Desire to continue employment

Amount of greenhouse gas (GHG) emissions (left scale) 

GHG emission intensity (right scale)

Operating and Investing Cash Flows / Free Cash Flows*1

(¥ billion)

200

167.9

150

100

123.9

50

44.0

0

Total Shareholders' Equity / Shareholders' Equity Ratio

(¥ billion)

576.3

(%)

600

60

400

52.9%

55

200

50

Number of Serious Traffic

Accidents*8/Number of Serious

Occupational Diseases*9

(Units)

20

16

12

8

4

4

*1 Free cash flows = Cash flows from operating activities + Cash flows from investing activities *2 Number of employees as of March 31, 2021

*3 Calculated using the average number of employees and the number of part-time workers (after conversion into full-time employees) during the fiscal period

*4 Figures based on actual results for 2017/3 as 100 (Scope: Full-time employees of Yamato Group companies in Japan)

*5 Number of annual paid vacation days taken per employee in respective fiscal year

×100

Number of annual paid vacation days granted per employee in respective fiscal year (Scope: Full-time employees of Yamato Group companies in Japan)

*6 We administer awareness surveys regarding working styles on an annual basis in order to come up with more effective "work style reform" initiatives centered on management. (Scope: Full-time and part-time employees of Yamato Group companies in Japan)

*7 Number of employee resignations in respective fiscal year (of their own accord)

(50)

0

Number of registered employees as of respective fiscal year-end +

×100

(100)

2017/3

2018/3

2019/3

2020/3

2021/3

Cash flows from operating activities 

Cash flows from investing activities  Free cash flows

0

0

2017/3

2018/3

2019/3

2020/3

2021/3

Total shareholders' equity (left scale)  

Shareholders' equity ratio (right scale)

0

2017/3

2018/3

2019/3

2020/3

2021/3

Number of serious traffic accidents  Number of serious occupational diseases

Number of employee resignations in the respective fiscal year (including those due to retirement, etc.) (Scope: Full-time employees of Yamato Group companies in Japan)

*8 Fatal traffic accidents (for which the employee is responsible)

*9 Incident involving a fatality

014

YAMATO HOLDINGS CO., LTD.

YAMATO HOLDINGS CO., LTD.

015

Integrated Report 2021

Integrated Report 2021

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Yamato Holdings Co. Ltd. published this content on 15 March 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 15 March 2022 06:19:06 UTC.