Every year we hold Safety Week as a unified activity across all Group companies at the beginning of autumn before the busy season begins.

Each year we set a menu of activities for the whole company, including distribution of safety messages from the president, internal site visits, solicitation and awards for safety slogans, discussions at each workplace (“safety moment”), serious accident response drills, crisis management PR drills, and near-miss incidents countermeasures.

We also create badges and posters to wear and display them during Safety Week.

This activity promotes safety and digital transformation across the Group with the aim to improve productivity, promote digitalization, and introduce advanced technology to achieve completely accident-free.

Increased productivity:
Eliminate all forms of waste and simplify, standardize, and improve efficiency by reviewing processes for the introduction of IT

Promotion of digitalization:
Unification of information sharing and usage methods, labor savings of document creation, revisions to meeting management, efficiency improvements and labor savings through development and use of apps

Introduction of advanced technology:
Building independent systems that do not depend on people, use of AI to reduce judgment errors

We set numerical targets to achieve completely accident-free and to improve productivity by 10% at target companies.

Our Tokyo office uses green power (electricity that is substantially renewable energy with environmental value such as post-FIT solar power generation). As a result, we have reduced CO2 emissions at the Tokyo office by about 92%. We will continue to go green in Japan and overseas.

The Bellflower is used for transporting alcohol (509 gross tonnage). It has attained the highest rating of five-stars (in alternative method) from the Ministry of Land, Infrastructure, Transport and Tourism's coastal ships energy efficiency rating system. The five-star (in alternative method) certifies that the environmental performance of the vessel in question has improved by 20% or more over the standard level.

For coastal shipping, our CO2 emissions reduction target for fiscal 2030 is 1.81 million tons compared to fiscal 2013. Our Group will continue to promote energy-savings and CO2-savings initiatives to achieve this target.

Coastal ships energy efficiency rating system from the MLIT website (in Japanese):

We donate to the Uyeno Education Foundation, which provides scholarships and other support to maritime students who will shoulder the future of the shipping industry. This helps in the development of maritime engineers.

We have adopted ABW (activity-based working), which allows employees to work wherever they like based on the content of their work.

We set up an open core space that creates chance encounters that transcend conventional walls held by companies and organizations. At the same time, the furniture and interior decoration add to the uniqueness of the Uyeno Group.

Group Management Committee and Management Advisory Meeting are our highest decision-making bodies after our General Meeting of Shareholders and our Board of Directors. We build and operate a transparent and effective corporate governance system and discuss business execution and management issues with the intent of achieving sustainable corporate growth and increasing corporate value over the medium- to long-term. In addition, at the Management Advisory Meeting led by external legal counsel, we can consistently improve corporate value by receiving support in the form of advice on strengthening our management foundation and advice pertaining to business issue solutions.