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DHL Japan's Approach to Senior Engagement

In a landmark interview, Tony Kahn, CEO of DHL Japan, discusses the company's remarkable achievements in fostering a workplace that values senior employees. DHL Japan was recently awarded the top spot in the Great Place to Work Senior Ranking as well as the overall Best 100 in Japan for 2025, marking a significant recognition from the Great Place To Work® Institute Japan. This article delves into DHL Japan's unique strategies that make it a model for promoting senior talent in a rapidly aging society.

Embracing an Inclusive Work Culture

DHL Japan has set a precedence in creating an inclusive work culture where age is not a barrier to performance. Kahn elaborates that while the mandatory retirement age is positioned at 60, many employees continue to thrive in their roles up to the age of 69, provided they maintain their health and enthusiasm to work. This approach reflects the company’s commitment to nurturing talent across all age groups.

To address the physical demands some senior employees may face, DHL Japan adopts flexible strategies like offering internal job transitions. For those seniors experiencing physical challenges, opportunities are made available to shift to roles that prefer desk work, such as customs and customer service positions.

Furthermore, Kahn revealed that DHL Japan is planning to focus on recruiting senior interns, thereby facilitating re-employment opportunities for seniors post-retirement, paving the way for a more age-diverse workforce.

The People First Strategy and Business Revival

DHL Japan's recovery from significant losses following the 2008 financial crisis has been nothing short of impressive. Kahn attributes this turnaround to their 'People First Strategy.' By investing heavily in their employees, the company managed to achieve a remarkable V-shaped recovery within just two years. They practice a business model based on the belief that 'when employees are happy, they provide the best service,' further illustrating the positive cycle of employee satisfaction and customer service quality.

Work-Life Balance in Addressing the 2024 Challenge

As the logistics industry confronts the challenges posed by high overtime hours, DHL Japan has proactively tackled these issues. The company has successfully limited the average overtime to below 30 hours and has set an example by encouraging executives to utilize their vacation days. Kahn emphasized that maintaining a healthy work-life balance is critical not only for productivity but also for employee retention and satisfaction.

Conclusion

DHL Japan's approach demonstrates how a robust workplace culture that respects and empowers employees, regardless of age, can lead to remarkable success. The company has not only set a benchmark within the logistics industry but has also paved the way for a broader conversation on the role of seniors in the modern workforce. With its remarkable policies and genuine investment in people, DHL Japan serves as a beacon for other companies aiming to cultivate a more inclusive and dynamic workplace.

For further insights and more detailed information about DHL Japan's initiatives, check out the full interview and article linked below:

Read the full interview