SUSTAINABILITY

World’s most admired company, CJ Logistics is actively involved in global standard ESG activities.

Governance

Stakeholder Identification

CJ Logistics defines all individuals and groups who have a direct or indirect impact on its business operations as stakeholders. Among them, customers, suppliers, shareholders and investors, local communities, and employees have been identified as our key stakeholders. Through a variety of communication channels, we collect and reflect stakeholder feedback to anticipate changes in the business environment and identify potential risks to respond proactively.

Incorporation of Stakeholder Feedback

Through a wide array of communication channels, CJ Logistics gathers stakeholders input and channels key insights to the Board to align them with management activities. We continuously monitor and review our sustainability initiatives, fostering greater stakeholder involvement in business operations. Moving forward, we will continue to incorporate stakeholder input into our decision-making process and strengthen our commitment to corporate social responsibility.

Incorporation of Stakeholder Feedback
Stakeholder group Customers Partners Shareholders and investors
Communication channels
  • Online and call center-based customer service centers
  • Customer satisfaction surveys
  • Integrated parcel service mobile application
  • AI chatbot and visual ARS (Automated Response System)
  • Social media channels including YouTube, Instagram, KakaoTalk, Facebook, and LinkedIn
  • CJ Logistics' official homepage
  • Partner meetings
  • Cyber Audit Office
  • VOP (Voice of Partner)
  • Regular general shareholders' meetings
  • Public disclosures of business reports and major management decisions
  • Earnings releases and financial results disclosures
  • NDR (Non-Deal Roadshows) for domestic and global investors
  • Participation in conferences hosted by domestic and global securities firms
  • Ongoing one-on-one / group investor meetings (in-person, conference calls, email / phone communication)
  • Seminars and site tours for analysts and domestic/global investors
  • Analyst communications
Communication topics
  • Diversifying communication channels
  • Enhancing customer satisfaction
  • Improving customer experience
  • Addressing customer complaints and concerns
  • Raising brand awareness
  • Strengthening brand communication
  • Building win-win partnerships and co-prosperity
  • Ensuring compliance with fair trade practices
  • Business performance and outlook by business
  • Market competitiveness, mid-to long-term growth strategies, and investment plans
  • Profitability, financial condition, and key investment indicators
Improvement actions and outcomes
  • Expanded brand touchpoints across all channels through a tailored content strategy for each customer group
  • Launched "the unban," a digital freight matching platform offering AI-based real-time optimal rates to connect cargo owners and carriers amid surging online order volumes
  • Enhanced estimated delivery time notifications via the website, call centers, and other platforms
  • Reflected customer feedback received through various channels to improve packaging customization, enhancing product safety and delivery speed
  • Collaborated with the Korea Consumer Agency to analyze VOC (Voice of Customer) data and establish improvement plans
  • Launch of Everyday O-NE 7-day Delivery Service : Launch of Bonae O-NE Consumer-to-Consumer(C2C) Service Introduction of Easy Call for Elderly Customers
  • Held business–specific partner meetings to discuss workplace enhancements for parcel delivery personnel, leading to the introduction of virtual account notifications prior to delivery
  • Adopted standardized waybills to address difficulties in identifying labels on rising volumes of cross-border e-commerce parcels
  • Improved privacy during onsite health checkups by installing privacy partitions and conducted satisfaction surveys to enhance service quality
  • Conducting a satisfaction survey to assess the practical effectiveness of “Parcel Delivery Rest Day” and establish a field-oriented welfare system
  • Held four quarterly earnings briefings
  • Provided detailed business strategies and performance indicators in IR materials (disclosed on the website)
  • Conducted 148 IR meetings with domestic and international institutional investors
  • Held nine one-on-one and group conference meetings
  • Organized one site tour for institutional investors and analysts
  • Hosting 1 Investor Day for Domestic Analysts and Institutional Investors
  • Publishing In-Depth Reports and Holding Basic Seminars for New Coverage Analysts
Communication channels
Stakeholder group Local communities Media
Communication channels
  • Local social contribution activities
  • Partnerships with NGOs
  • Sponsorship for sports
  • Press releases
  • Media responses
  • SNS, New media
Communication topics
  • Expanding employee participation in social contribution
  • Diversifying community engagement programs
  • Promoting sports-linked CSR activities
  • Key business achievements
  • Promoting core business competitiveness
  • ESG accomplishments
Improvement actions and outcomes
  • Provided logistics support tools such as one-touch boxes and paper tape based on our TES technology to 30 small business owners, along with one marketing trend training session to enhance their customer engagement capabilities
  • Supported logistics for an NGO, the Salvation Army’s fundraising campaign to encourage a culture of giving
  • Conducted ongoing local environmental improvement activities near business sites
  • Shared the latest information on ESG management activities to enhance transparency in corporate social responsibility
  • Communicated the company’s sustainability goals and key initiatives with media outlets to improve brand credibility
  • Conveyed the company’s vision and ESG positions through executive interviews with the press
Communication channels
Stakeholder group Government Employees
Communication channels
  • Participation in official meetings, councils, and forums with government agencies and associations
  • Participation in seminars including those in the National Assembly
  • Submission of proposals and suggestions to government bodies and associations
  • Response to assessments conducted by government agencies, research institutes, and associations
  • Participation in joint projects and pilot programs
  • Participation in joint projects and pilot programs
  • Internal suggestion board, knowledge database, and organizational culture innovation forum
  • Internal campaigns, employee meetings, and culture change / innovation programs
  • Organizational culture survey (CJ Voice ON)
  • Channel CJ, internal broadcasting (CKN), and Nim newsletter
  • Labor union
Communication topics
  • Regulatory and policy improvements, etc.
  • Acquiring government and international certifications, etc.
  • Honing employee capabilities
  • Strengthening internal communication
  • Supporting work-life balance
  • Improving employees’ welfare
Improvement actions and outcomes
  • Responded to regulatory changes including amendments to the Clean Air Conservation Act, such as restrictions on the distribution and sale of non-compliant emission control components → Increase in Urea Solution Sales Due to Legal Mandate for Urea Solution Use
  • Acquired and renewed international certifications (IATA Pharma, secondary batteries)
  • Operated internal engagement programs and encouraged the formation and activities of employee clubs to strengthen communication and team cohesion
  • Held CEO-led roundtables, issued CEO letters, and carried out on-site management activities
  • Hosted town hall meetings and the 95th anniversary celebration events to build alignment and reinforce commitment to shared goals and vision

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