[Specific Skills Driver Employment and Operation Case Study] Higashi Nihon Transport Co., Ltd.

― A Phased Introduction Process Born from On-site Agreement and Redesigned Training Systems ― Foreign national drivers are now being accepted under the Specific Skills system, which officially began accepting workers in April 2025. While utilizing this system is becoming an option for the logistics industry, which faces a chronic labor shortage, the number of companies actually implementing it remains limited. This time, Az Staff Inc. (hereinafter referred to as "our company"), as a certified support organization, supported Higashi Nihon Transport Co., Ltd. (Head Office: Minato-ku, Tokyo) in employing 2 foreign national drivers in the early stages of the system's implementation. In this article, we interviewed Mr. Takahashi, General Affairs Manager, and Mr. Nittoji, Section Chief of the General Affairs Department, about the background and initiatives behind this. Mr. Takahashi, General Affairs Manager, and Mr. Nittoji, Section Chief of the General Affairs Department

The Limits of Domestic Recruitment and the Challenge of Regional Recruitment Higashi Nihon Transport underwent several verification processes before deciding on foreign national recruitment.

"The labor shortage is becoming more serious every year. While retirements are increasing, new entrants are limited. It has become difficult to secure a stable workforce with traditional recruitment methods alone," said Mr. Takahashi. As one measure to broaden the possibilities for domestic recruitment, the company embarked on regional recruitment. Recruitment initially began in the Tohoku and Niigata areas, eventually expanding to Hokkaido and Okinawa. The aim was to establish a system that could systematically supply personnel to large distribution hubs in the Tokyo metropolitan area, where the labor shortage is particularly acute. In conjunction with this, the company prepared support measures for daily life, such as covering relocation expenses and expanding rent subsidies, assuming relocation to the Tokyo metropolitan area. Furthermore, considering the higher salary levels in the Tokyo metropolitan area compared to regional areas, they anticipated attracting applicants who would be more inclined to consider relocation. However, the result was an extremely limited number of applications. "We covered all moving expenses and prepared favorable conditions. Honestly, we felt confident about it. But in reality, we didn't receive the applications we expected," said Mr. Takahashi. The company did not view this as a mere failure. They analyzed why their approach didn't resonate, considering factors such as the low inherent necessity for relocation in logistics roles. Based on this, they began seriously considering the utilization of the Specific Skills system as their next option. ■ The Prerequisite for Implementation is "Acceptance Design," Not Just "Recruitment" When considering the utilization of the system, the company placed the highest importance not on recruitment itself, but on establishing a robust acceptance system.

"While it's necessary to broaden the scope of recruitment, the site's anxieties cannot be resolved without accompanying educational design. The premise was to establish a system where the head office would support them, rather than leaving it entirely to the worksite after they join," said Mr. Nittoji. At the worksites, there can be preconceived notions about foreign national workers, even before considering their Japanese language ability or driving skills. Delivery operations, in particular, require a certain level of communication quality, including greetings and inspections at delivery destinations.

"Beyond their ability to perform the job, their mindset was a significant hurdle. How to overcome unfounded negative perceptions? That was the biggest challenge, and we struggled with it," said Mr. Takahashi. Through repeated discussions between the General Affairs department, branch managers, and operations managers, concerns were verbalized one by one. The General Affairs department demonstrated a commitment to continuous support, and preparations for acceptance were made in stages. ■ Training Should Not Be Individualized; Design for Each Branch After their arrival, the biggest challenge at the worksites was "communication."

・Use of translation apps ・Explanations avoiding complex expressions ・Confirmation of understanding through repetition and recitation

While these basic practices were thoroughly implemented, the training system itself was redesigned for each branch.

"While the General Affairs department supported the worksites, we jointly considered 'how to train them.' In that process, the worksite proposed a four-person training team instead of a single dedicated trainer, and this has been implemented. Furthermore, the General Affairs department conducts detailed interviews regarding the situation after implementation, repeatedly confirming and improving operational aspects. The site supervisors have also become proactive in considering what is necessary to train a foreign national driver into a fully capable professional," said Mr. Nittoji.

Traditionally, when hiring experienced Japanese drivers, a certain level of operational capability is often assumed, and training usually proceeds relatively smoothly. Therefore, the process of discussing training policies among multiple people and training systematically has not necessarily been the norm. However, this initiative has created a forum for training supervisors to exchange opinions and formulate policies. "There haven't been many opportunities to discuss and plan training with multiple people before. As a result, I feel it has become a growth opportunity for existing employees as well. I believe this experience is a positive for the company," said Mr. Nittoji. A characteristic of the company's initiative is that it has not simply accepted new personnel but has also used this as an opportunity to review the very nature of training and connect it to the growth of the existing organization. ■ Phased Deployment and Operation The two drivers hired this time were gradually assigned to branches that were understanding and prepared for their arrival.

・1 driver: Inter-center delivery using a large-tonnage truck ・1 driver: Route delivery using a 2-ton truck (approximately 10 stores each in the morning and afternoon)

After a period of training, they have transitioned to independent operation, with the worksites and head office collaborating to monitor their progress. Mr. Y, a Specific Skills driver operating at the Misato branch

The Stance of Judging Based on "Primary Information" Negative information regarding foreign workers can be found on the internet. However, the company emphasizes the importance of making judgments based on primary information obtained from their own worksites, rather than secondary or tertiary information. "There are things you won't know unless you try. We can only make a judgment after actually accepting them, training them, and observing how they function on-site. We value that," said Mr. Nittoji. ■ Az Staff's Support System In this case, Az Staff Inc. provided support as a certified support organization for recruitment and preparation for acceptance. They facilitated rapid collaboration from interview scheduling to procedures and progress sharing, supporting the phased introduction. Higashi Nihon Transport has expressed a certain level of satisfaction with the speed and supportive collaboration provided by Az Staff in establishing their acceptance system. ■ Future Outlook Higashi Nihon Transport plans to gradually expand the number of branches capable of accepting foreign national drivers as they accumulate successful case studies.

Their approach is not solely focused on expanding recruitment numbers but is centered on building a sustainable system that prioritizes training, safety, and retention. They will continue to advance their initiatives with this focus. [Overview of Higashi Nihon Transport Co., Ltd.]

A logistics company headquartered in Minato-ku, Tokyo. As a member of the Morinaga Milk Industry Group, they provide high-quality transportation and delivery services, primarily in food logistics, and operate mainly in the Kanto region. The company has established storage and delivery systems capable of handling three temperature zones (ambient, refrigerated, and frozen), realizing comprehensive logistics solutions that meet a wide range of needs, including delivery to GMS, CVS, and mass retailers, as well as the operation of dedicated centers for major chains.

[Related Company Introduction] Company Name: Az Staff Inc. English Name: Az staff Inc. HP: https://azstaff.co.jp/ Dedicated Site: Foreign Driver dot com Head Office Location: 2F Nishishinjuku Takagi Bldg., 1-20-3 Nishishinjuku, Shinjuku-ku, Tokyo 160-0023 Number of Employees: 323 Number of Locations: 36 Corporate Philosophy Through human resource services specializing in the logistics industry, we strive to solve the human resource challenges that support Japan's logistics infrastructure. In recent years, we have been promoting our foreign driver business, creating new systems to connect Japanese logistics companies with overseas human resources.

[Contact Information for this matter] Contact: Az Staff Inc. Manato Taniguchi Phone Number: 050-8890-3418 Email Address: m-taniguchi@azstaff.co.jp Address: Room 405, 4F Umeda Pacific Bldg., 2-5-10 Sonezaki, Kita-ku, Osaka 530-0001 Details here! [Nepalese Dispatch Organization Company Profile] Company Name: Kizuna H.R. Solutions Pvt.Ltd Established: March 2023 Representative Director: Bhandari Thaneshwar Capital: 20 million Rupees Business Segment: Human Resource Introduction Business Details: Specific Skills Human Resource Introduction Services, Technical Intern Training Program Introduction Business, Translation and Interpretation Dispatch Services, Nepal Ministry of Labor Procedures Service Location: 3F Kizuna Bldg Basundhara Kathmandu Nepal, Postal Code 44600 Contact: TEL: 977-9857042135 (Representative) Licenses and Permits: Ministry of Health, Labour and Welfare Human Resource Introduction License No. 1612/79/80, JITCO Member, OTIT Dispatch Organization Number: NPL003240 Corporate Philosophy We aim to achieve sustainable international human resource exchange by becoming a bridge between Japan and Nepal, providing appropriate education and support to Nepalese individuals wishing to work abroad.

[Indonesian Dispatch Organization Company Profile] Company Name: LPK TOTAL BALI SEJAHTERA Established: June 4, 2024 Representative Director: FAUZAN AKBAR Business Segment: Human Resource Introduction Business Details: Dispatch support for workers/human resources to Japan, Japanese language education and training programs, Planning of employment/training programs in overseas (Japan) locations, Employment visa procedure support Location: Jln. Bypass Ngurah Rai No. 125, Kedonganan, Kuta Selatan, Bali Contact: TEL: 087861395767 Licenses and Permits: P3MY Corporate Philosophy We aim to create a safe and secure working environment for Indonesian individuals wishing to work in Japan by providing Japanese language education and employment support.