Case Study: Specified Skilled Worker Driver Recruitment and Operation - East Japan Transport Co., Ltd.
East Japan Transport Co., Ltd. has successfully adopted two foreign drivers under the Specified Skilled Worker program, which became fully operational in April 2025. This initiative addresses the chronic labor shortage in the logistics industry, showcasing a phased introduction process born from on-site consensus and a redesigned training system. The company overcame the limitations of domestic and regional recruitment efforts.
📋 Article Processing Timeline
- 📰 Published: April 1, 2026 at 01:00
- 🔍 Collected: April 1, 2026 at 01:06 (6 min after Published)
- 🤖 AI Analyzed: April 22, 2026 at 09:40 (512h 33m after Collected)
— A phased introduction process born from on-site consensus and a redesigned training system —
Foreign drivers under the Specified Skilled Worker program, which became fully operational in April 2025. While utilizing this system is becoming an option for the logistics industry facing a chronic labor shortage, companies actually taking the plunge remain limited.
This time, East Japan Transport Co., Ltd. (Headquarters: Minato-ku, Tokyo), which we (Azstaff Co., Ltd.) supported as a registered support organization, hired two foreign drivers in the initial stages of the system's implementation.
In this article, we interviewed Mr. Takahashi, General Manager of General Affairs, and Mr. Nittoji, Section Chief of General Affairs, about the background and initiatives.
■ Limits of domestic recruitment and the challenge of regional recruitment
East Japan Transport underwent multiple verification processes before deciding to hire foreign nationals.
“The labor shortage is becoming more severe year by year. While retirements are progressing, new entrants are limited. It was difficult to secure stable human resources with traditional recruitment methods alone.” (Mr. Takahashi)
The company undertook regional recruitment as one measure to expand the possibilities of hiring Japanese nationals. Recruitment began in the Tohoku and Niigata areas and eventually expanded nationwide from Hokkaido to Okinawa.
The aim was to first establish a system that could systematically supply human resources to large distribution centers in the Tokyo metropolitan area, where the labor shortage is particularly pronounced.
Accordingly, they prepared support measures for living, such as providing relocation expenses and expanding rent subsidies, on the premise of relocating to the Tokyo metropolitan area. In addition, they anticipated attracting applicants who would positively consider relocation, taking into account the higher salary levels in the Tokyo metropolitan area compared to rural areas.
However, the result was that applications were extremely limited.
“We covered all relocation expenses and prepared all the conditions. Honestly, I thought we would get a good response. However, in reality, we didn't get the applications we expected.
Foreign drivers under the Specified Skilled Worker program, which became fully operational in April 2025. While utilizing this system is becoming an option for the logistics industry facing a chronic labor shortage, companies actually taking the plunge remain limited.
This time, East Japan Transport Co., Ltd. (Headquarters: Minato-ku, Tokyo), which we (Azstaff Co., Ltd.) supported as a registered support organization, hired two foreign drivers in the initial stages of the system's implementation.
In this article, we interviewed Mr. Takahashi, General Manager of General Affairs, and Mr. Nittoji, Section Chief of General Affairs, about the background and initiatives.
■ Limits of domestic recruitment and the challenge of regional recruitment
East Japan Transport underwent multiple verification processes before deciding to hire foreign nationals.
“The labor shortage is becoming more severe year by year. While retirements are progressing, new entrants are limited. It was difficult to secure stable human resources with traditional recruitment methods alone.” (Mr. Takahashi)
The company undertook regional recruitment as one measure to expand the possibilities of hiring Japanese nationals. Recruitment began in the Tohoku and Niigata areas and eventually expanded nationwide from Hokkaido to Okinawa.
The aim was to first establish a system that could systematically supply human resources to large distribution centers in the Tokyo metropolitan area, where the labor shortage is particularly pronounced.
Accordingly, they prepared support measures for living, such as providing relocation expenses and expanding rent subsidies, on the premise of relocating to the Tokyo metropolitan area. In addition, they anticipated attracting applicants who would positively consider relocation, taking into account the higher salary levels in the Tokyo metropolitan area compared to rural areas.
However, the result was that applications were extremely limited.
“We covered all relocation expenses and prepared all the conditions. Honestly, I thought we would get a good response. However, in reality, we didn't get the applications we expected.