Driving Commitment and Growth in 2025

Hello, this is Ichiki from Sync Logistics.

Looking back on 2025, I feel that it was a year in which we consistently moved forward with a clear focus.
In April, we defined our 13th-term slogan as “Commitment”—bringing a proactive mindset to your behavior and responsibilities to achieve our goals.
Throughout the year, this slogan served as the foundation of our efforts.

I would like to reflect on two approaches I personally practiced in order to raise the overall commitment within the organization.

■ Strengthening Existing Commitment

First, I intentionally delegated greater responsibility to team members who were already demonstrating strong commitment – not only to their own goals, but also to the goals of the organization as a whole.

For individuals I regarded as ready to take responsibility for this team, I intentionally gave them opportunities where they could exercise greater influence. This meant decisively granting authority and responsibility, along with the chance to take ownership.

As a result of these accumulated efforts, three members are newly promoted to manager this year.
As managers, they have taken responsibility not only for organizational goals, but also for the goals of their team members – approaching them as their own and staying committed through to results.
This has led to decisions and actions being taken on their own initiative across different areas, gradually enabling the organization to operate more autonomously.

■ Removing Barriers That Hinder Commitment

At the same time, there were employees who struggled with the mismatch of tasks. For anyone, maintaining strong commitment toward tasks they are not suited for is not easy. In the case of that, such as “I’m not good at this” or “This is difficult for me” can quickly take precedence, creating barriers of “reasons why it can’t be done” that hinder commitment. Simply assigning tasks does not generate commitment.

To solve that, I first reviewed the alignment between each individual’s strengths and their current responsibilities, identifying where strain or misalignment existed, and adjusted role assignments accordingly.
I then shifted from merely assigning task to clearly defining role. Here, a role does not mean performing tasks alone, but rather being responsible for the value created within the organization and for the outcomes achieved.

By assigning roles that align with each person’s strengths and experience, we aimed to eliminate “reasons why impossible” and design an environment where taking the first step feels natural.
As these actions accumulated, individuals began to feel a stronger sense of ownership toward their roles and to engage more proactively in achieving their goals. This, in turn, has created a positive cycle in which results are more readily produced.

■ A Personal Resolution as a Leader and as a Father

On a personal note, I got married this year, and at the end of November, we welcomed our first child. As a father, I am still very much a beginner, learning every day through experiences such as late-night soothing and changing diapers.

Many of our employees are also raising families, and I continue to learn from them – particularly about managing time and balancing responsibilities at work and at home.

Now that I carry the responsibility of protecting my own family, I am more aware than ever that each employee also has a family to support. With that in mind, I determine to continue growing both as a father and as a business leader, while carrying these responsibilities with sincerity.

I would like to express my heartfelt gratitude for the tremendous support and cooperation we received throughout 2025.
I sincerely ask for your continued guidance and encouragement in the coming year.

Wishing you all a happy and prosperous New Year.