Sustainability Report2024

TOKYO TATEMONO GROUP
Sustainability Report 2024

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Since our founding in 1896, the Tokyo Tatemono Group has
ESG Management

worked as a property developer to build a prosperous societyLong-term Vision and Materiality

through urban development.

Sustainability Promotion Framework

With our corporate philosophy of “Trust beyond the era,” under

Material Issue KPIs and Targets

which we have earned our century-old trust, we aim to create

Stakeholder Engagementa sustainable society and improve our corporate value as a

Participation in Initiatives
External Evaluation for Sustainability

member of society by finding solutions to various social issues.

Corporate Philosophy

Corporate Stance

Trust beyond the era

We support affluent and dream-filled living.
We aim to create comfortable urban environments.
We create worthwhile spaces offering peace of mind.

We aim to grow the Company and to create a prosperous
society, taking pride in the level of trust placed in us for morethan a century.

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources

Company Profile (as of December 31, 2023)

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Operating Revenue, Business Profit, Profit Attributable to Owners of Parent, and ROE
Company NameTokyo Tatemono Co., Ltd.

Sustainability FinanceSocialRespect for Human Rights

Financial Highlights

Head Office
Representative

Tokyo Tatemono Yaesu Building, 1-4-16 Yaesu, Chuo Ward, Tokyo 103-8285■ Operating revenue ■ Business profit ■ Profit attributable to owners of parent(Billion yen)400

* The head office location on the commercial registration is 1-9-9

Established

October 1, 1896

Capital92,451 million yen

Business
Segments

Commercial Properties (Urban Development, Office Buildings), Residential(Condominiums for Sale and Lease), Asset Services (CRE Strategy Support,
Real Estate Brokerage, Asset Solutions, Leasing and Management of Real
Estate, Real Estate Appraisal), Other (Commercial Facilities, Logistics Facilities,
Parking Lots business, Leisure, Overseas Business, Real Estate Fund business)

Number of
Employees

807

Number ofConsolidated
Employees

4,661

(%)

200

12

375.9

349.9
10.0

Hitoshi Nomura, Representative Director, President and Chief Executive Officer

Supply Chain Management
Improving Quality and Customer Satisfaction

340.4

334.9

323.0

ROE

9.6

8.7

8.2

8.3

51.6
29.7

49.8
31.7

47.9 34.9

66.3
43.0

74.4
45.0

2019

2020

2021

2022

2023

6

Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Number ofConsolidated
Subsidiaries

0

Operating Revenue per Segment
Asset Service

63.8 billion yen(17%)

Residential
32

Number of
Affiliates
22
Accounted for by
the Equity Method134.1 billion yen(36%)

FY2023Operating
Revenue¥375.9bn

0

Business Profit per Segment
Other

Other 4.4 billion yen (5%)

22.7 billion yen(6%)

Asset Service

Commercial
Properties

155.2 billion yen(41%)

12.9 billion yen(15%)
Residential

27.1 billion yen(32%)

FY2023Business
Profit¥74.4bn*

Commercial
Properties

40.1 billion yen(47%)* Business profit includes 72 million yen in eliminations of intersegment
transactions other than those above and -10,314 million yen in Group-wide
expenses not allocated to each reportable segment, as adjustments to segment
profit.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 20242

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy

CONTENTS

Message from the President and CEO
ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

02 Corporate Philosophy, Corporate Data, Financial Highlights, Editorial Policy
04 Message from the President and CEO

Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

07 ESGManagement

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources

16 Environment

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights

07

Long-term Vision and Materiality

09

Sustainability Promotion Framework

10

Material Issue KPIs and Targets

12

Stakeholder Engagement

13

Participation in Initiatives

15

External Evaluation for Sustainability

17

Environmental Management

22

Promoting a Decarbonized Society

31

Responding to Natural Disasters

33

Biodiversity

35

Water Resources

37

Promoting a Recycling-oriented Society

40

External Evaluation and Certification for Green Buildings

41

Sustainability FinanceSupply Chain Management
Improving Quality and Customer Satisfaction

44 Social

45

Respect for Human Rights

50

Supply Chain Management

52

Improving Quality and Customer Satisfaction

Human Resource Investment and Development

57

Revitalizing and Utilizing Real Estate Stock

Health Management / Occupational Health and Safety

59

Contributing to Our Communities

63

Human Resource Investment and Development

65

Health Management / Occupational Health and Safety

70

Diversity & Inclusion

74

Corporate Governance79

Risk Management

Data

82

Compliance

Third-party Assurance

87

Data

98

Third-party Assurance

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

73 GovernancePublication Date
1st Edition:June 2024 (Published)
2nd Edition:September 2024 (Updated)(previous report published June 2023, next scheduled report June 2025)

Brillia ist Shinonome Canal Court

Reporting Period
The period covered by this report addresses our activities in FY2023 (January 1, 2023
to December 31, 2023). The report also presents some other information that is not
limited to the fiscal year under review. Certain items in the Data section correspond to
the period between April and March of the following fiscal year.
Scope of Coverage
This report primarily focuses on activities of Tokyo Tatemono Co., Ltd. However, some
sections cover activities across the entire Tokyo Tatemono Group or group companies.
Activities of Tokyo Tatemono Co., Ltd. are described using “Tokyo Tatemono.”
Activities of the entire group are described using “Tokyo Tatemono Group.”

T-LOGI Kyoto Fushimi

Contributing to Our Communities

Revitalizing and Utilizing Real Estate Stock

Otemachi Forest (Otemachi Tower)

Editorial Policy
The Tokyo Tatemono Group publishes sustainability-related information tocommunicate to all our stakeholders about our role in helping to realize a sustainable
society and our initiatives in this area. All information concerning our sustainability
initiatives is posted on our website, which is divided into two sections: thesustainability website, which is designed to provide easy-to-understand information to
all stakeholders; and the Sustainability Report, which is our annual report.
We have enhanced the level of quantitative data provided in the Sustainability Report,with the aim of providing comprehensive and detailed information on our initiatives. We
have selected themes that the Tokyo Tatemono Group considers important to society
and our customers and for each theme, reported on our approach, indicators, andresults for fiscal 2023.

Referenced Guidelines
This report has been prepared with reference to the following reporting standards andguidelines:• The Sustainability Reporting Standards of the Global Reporting Initiative (GRI)• The SASB Standards of the Sustainability Accounting Standards Board (SASB)• Recommendations of the Task Force on Climate-related Financial Disclosures (TCFD)• The International Organization for Standardization’s ISO 30414: 2018 Human
Resource Management — Guidelines for internal and external human capital reporting
GRI Standard Content Index
SASB Comparison Table
Third-party AssuranceTokyo Tatemono underwent a third-party quality assurance evaluation by LAQA
Limited in connection with certain environmental and social data to ensure the integrityof the data within this report. The type of data and numerical figures subject to thisevaluation are indicated with .
Inquiries
Sustainability Management Department Tokyo Tatemono Co., Ltd.
Tokyo Tatemono Yaesu Building, 1-4-16 Yaesu, Chuo Ward, Tokyo 103-8285
TEL: +81 (0) 3-3274-0148

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Message from the President and CEO
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO
ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Message from the President and CEO

Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources

Continuing to be a sustainable company
both in name and reality by addressing
stakeholder needs based on a solid trackrecord and foundation of trust

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRepresentative Director,
President and CEO,Tokyo Tatemono Co., Ltd.

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance2023 was a year that had a big impact on all our lives. Although COVID-19 was downgraded to a Class 5
disease and economic activity recovered quickly, social unrest continued with the conflicts in Russia andUkraine and the Middle East, not to mention the energy crisis and rising prices. People’s values have changed
since the pandemic. Yet, while lifestyles and work styles have diversified, there is a renewed focus on face-toface communication in the office.In times like these, I feel that the real estate industry has a big role to play.

Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Taking our sustainability efforts to the next level in 2023
In 2023, for the first time since the pandemic, we visited and met with foreign investors in person.
The fact that we raised the Tokyo Tatemono Group's emissions reduction target to the 1.5℃ level in October
attracted a great deal of attention, and we received words of appreciation from people we met in Europe for ourefforts and higher targets.
As well as raising our emissions reduction targets for fiscal 2023, we also abolished the deadline of2030 for the development and promotion of zero energy homes and buildings (ZEH/ZEB) which we have toTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Message from the President and CEO
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO
ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate Governanceaddress through our business. Instead, going forward, we madethe decision to develop ZEH/ZEB for all newly constructed officebuildings, logistics facilities, for-sale and for-rent condominiums.
We have also strengthened and brought forward all targets related
to promoting a decarbonized society, which is one of our material
issues, including bringing forward the target for a shift to renewableenergy in real estate owned by Tokyo Tatemono in its Commercial
Properties Business by 20 years. This is not simply an increase in
our targets in response to the growing social demands to address
climate change, but rather a means to manifest the positive
attitude of our employees in tackling environmental issues in allof our internal businesses. We have also introduced an internalcarbon pricing system to visualize the amount of CO2 emissions
generated from our business operations as well as the effects ofenergy conservation and the shift to renewable energy. In addition topredicting and preparing for additional costs that may arise from thecarbon pricing system being considered for introduction in Japan,
we are also working to further raise environmental awareness among
employees.
On the social side, we formulated our Guidelines on the
Sustainable Procurement Standards to promote understanding of
the purpose and content of the Sustainable Procurement Standards.
These Standards were established in 2021 to help us realize
sustainable procurement that takes into consideration respect forhuman rights, occupational health and safety, anti-corruption, andenvironmental conservation. It is vital that we as a Group work
together with our suppliers to build a sustainable supply chain.
With these guidelines, we aim to strengthen the effectiveness of ourefforts to build a sustainable supply chain.

offered by our Group companies. It also expresses our determination
to become a company that builds community development fromboth the tangible and intangible aspects by bringing together thestrengths of the Group.

Risk Management
Compliance
Data
Third-party Assurance

Community development withstakeholders
Becoming a next-generation developer−this is the Tokyo TatemonoGroup’s long-term vision. The word “developer” implies not only todevelop real estate (hard aspect), but also to enrich and develop
communities by providing various customer services (soft aspect)

The Noto Peninsula earthquake struck on New Year’s Day
2024. Given that Japan is prone to earthquakes and that natural
disasters are becoming ever more frequent and severe due to recent
climate change, it is only natural and extremely important to have adisaster prevention mindset in order to solve social issues throughurban development.

Tokyo Tatemono is working on several redevelopment
projects in the Yaesu-Nihonbashi-Kyobashi area, located in front
and to the east side of Tokyo Station. Many of the buildingsin the redevelopment area are old. The redevelopment projectwill regenerate the area and the buildings, and will also help tostrengthen the town’s disaster preparedness. For example, it willoffer emergency storage facilities and space to take in people who
are unable to return home.
We are also actively involved in promoting walkability, oneof the concepts of urban planning in Japan. The Yaesu Project,which is being built in front of Tokyo Station, is uniquely located asa transportation hub with access to JR and subway lines, as well as
to the airport. In this project, Tokyo Tatemono will develop a largescale bus terminal connecting Tokyo Station to international airports
and regional cities, as well as an above-ground and undergroundpedestrian network that connects Tokyo Station with surrounding
urban areas.
The Metropolitan Expressway runs above the Nihonbashi
River over which the Nihonbashi Bridge spans, and there are plans
to make this expressway underground. The Gofukubashi Project
which Tokyo Tatemono is working on along the Nihonbashi Riveris adjacent to the Metropolitan Expressway. Tokyo Tatemono iscollaborating in various ways to make the Metropolitan Expressway
underground, and is also developing a waterside space that will
become a focal exchange hub along the Nihonbashi River, as well
as a pedestrian network that connects Tokyo Station, Nihombashi
Station, and Otemachi Station.
These initiatives will undoubtedly improve convenience forpeople visiting and using the area. This meaningful community
development will provide for more advanced urban functions
befitting the land gateway to the international city of Tokyo.
In large-scale redevelopment and reconstruction projects,
many parties involved in the redevelopment area are involved withvarious forms of rights. Consensus building is not an easy task, but
we will discuss, coordinate, and promote the project with many
stakeholders, including landowners and government officials, as wellas with those involved in design and construction. Understanding
the culture and values that landowners maintain, sincerely
addressing their concerns and fears, as well as gaining their
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Message from the President and CEO
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO
ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development

wholehearted trust and reassurance that they want to work withus, will be a test of our know-how and experience as a developer,
and our credibility as a company, that we have cultivated since
our founding. I also believe that community development is about
coordinating and working with all of these parties.
Urban development does not end with the completion of abuilding; it is a project that continues over a long period of time, longafter the build is complete. Communities don’t exist independently,
but rather, they mesh and work together in cooperation with theentire area beyond city blocks and even with surrounding areas,
to enhance the value and appeal of the region as a whole. These
projects that we are working on are a collaborative process andwe will continue to communicate with all parties involved, not only
from when the redevelopment project begins, but also long after the
project ends.

The best talent as a developer
As a developer, an individual’s resourcefulness and skills are
essential to building relationships of trust with all parties involved.
I believe that these human skills are Tokyo Tatemono’s greatest
strength. Human skills include the element of “likability,” or theability to be liked by others. When employees possess the kind of
likeability that makes others want to work or consult with them, it
brings the company together to make it strong. In the case of theTokyo Tatemono Group, I feel that the human skills and likability ofeach and every employee is reflected in their sincere attitude toward
stakeholders, which in turn leads to our credibility and performance
as a company.
Human skills and likeability may be innate to some extent, butthey can also be acquired by continuing to work in an environment
full of likeable people with a good human nature. For the Tokyo
Tatemono Group to continue to be a sustainable company, we
should not change this corporate culture, which is the foundation of
our Group, but instead we should embrace it. On top of this, we arealso focused on recruiting mid-career hires, so I hope that people
with a broad knowledge-base who have gained experience at othercompanies will make a positive difference by becoming part of ourcompany.

Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceContinuing to be a sustainable company

Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

The year 2024 marks the final year of our Medium-Term Business
Plan (FY2020-2024). I believe that the issue we must focus on
going forward is a specific response to climate change. Creatinga decarbonized society is one of the most important social issues
that requires a global solution. Because the national and corporate
goals for this solution are ambitious, there are limits to what can beachieved by individual companies alone. This is why considerable
technological innovation is a must. Industries have been affectedby soaring construction costs due to the recent labor shortageand energy problems, among other factors. This has meant thatenvironmental measures, such as wooden constructions, forexample, may become costly and may not go as well as planned.
I believe that we must raise awareness of this issue throughout theworld, making every effort to build a business out of it so that we
can move forward as much as possible toward finding a solution.
I also recognize that the promotion of women’s success in theworkplace is one of the issues that we must address going forward.
Although more and more new graduates are being hired and half of
all new employees are women, the real estate industry has always
been a strongly male-dominated industry. This is why we still see
few female employees in management positions and few who get
promoted to managerial roles. I would like to make a conscious
effort to address this issue, taking into account the ideas andopinions of our external directors.

To all our stakeholders
This year, we are celebrating the 128th anniversary since Tokyo
Tatemono was first founded. I believe that these figures are proof
that our Group has always been needed by society.
In our long-term vision, we declared our aim to be a goodcompany for all stakeholders. This does not mean that we are thebest company for all stakeholders “at all times,” but rather that weare seen by all stakeholders as a “good company” because we are
improving our corporate value over the medium to long term.
We will continue to promote to an even higher level solvingsocial issues and growing as a company by aiming to be a company
that earns even greater trust from our stakeholders. Thank you all foryour continued confidence in and support of our Group.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEOLong-term Vision and Materiality

ESG Management▶ Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Overview of ESG Management at
the Tokyo Tatemono GroupThe Tokyo Tatemono Group implements sustainability measuresthroughout the Group, working on an evolved approach to ESG
management in order to achieve a greater balance between solvingsocial issues and growing as a company through its businesses.
ESG management has grown ever-more important in recent
years, amid intensifying changes in the business environment.
In order to consistently promote sustainability measures acrossthe Tokyo Tatemono Group, we formulated a Long-term Vision
for the Group in 2020 and established a sustainability promotion
framework. In such a way we are working to steadily promote andadvance sustainability initiatives within the Tokyo Tatemono Group.
Our Long-term Vision looks ahead to 2030, which iswhen our current large-scale redevelopment projects will belargely completed and also the target year for the Sustainable
Development Goals (SDGs).

Long-term Vision

Becoming a Next-generation Developer
We live in a time of profound change. We are experiencing shifting demographics, growing diversity among
personal values, ever-accelerating technological development, and more. Amidst these uncertainties, a broad
range of challenges to achieving social sustainability have emerged.
The Tokyo Tatemono Group understands that the role of developers must also change in fundamental ways.
We are committed to using our business to offer better solutions to society’s problems and bring our own
growth as an enterprise to a higher level. By doing so, we aim to be a good company for all our stakeholders.

◆ Positioning of the Long-term Vision and Focus Factors in the External Environment

Our unchanging
values and mission

Our Approach to the SDGs
The Tokyo Tatemono Group recognizes the demand from society tohelp achieve the SDGs. As such, we have incorporated the SDGs
into our Long-term Vision and Medium-term Business Plan and are
actively implementing sustainability measures throughout the Group.
As we operate our business as a developer, we will continue
to be guided by the aim of realizing a sustainable society.

The Tokyo Tatemono Group
Vision for 2030

Focus Factors in the External
Environment· Intensified competition
Shared values with society
between cities internationallyto be realized to achieve· Changes in the financial environment
our Long-term Vision· Decrease in population and working-age citizens
in Japan· Diversification of work styles and lifestyles· Intensification of competition to
A strategy for achieving
recruit human resources
our Long-term Vision· Acceleration of digital technology advances andglobalization· Rising ESG awareness· Greater geopolitical risks andSpecific initiatives fornatural disaster risks
achieving our Mediumterm Business Plan

Corporate
Philosophy

Long-term Vision

Material Issues

Trust Beyond
the EraBecominga Next-generation
Developer
Growing as a company
while also solving social
issuesMedium-term Business Plan (2020–2024)

Fiscal Year Business PlanTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEOLong-term Vision and Materiality

ESG Management▶ Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceCompliance
Data

Materiality Identification Process
Third-party Assurance

Material Issues

Shared Values with Society

Contribution to SDGs

Strengthening Tokyo’s competitivenessas an international city
Contributing to a safe and secure society

Community building and revitalization

Well-being
Addressing the diverse needsof customers and society

Creating value of placeand value of experience

Value co-creation and innovation

Social implementation of technology

Revitalizing and utilizing real estate stock

Promoting a decarbonized society

Coexistence with
the Earth and the environment

Promoting a recycling-oriented society

Value creation platform

Risk Management

Under our long-term vision, “Becoming a Next-generation Developer,”the Tokyo Tatemono Group aims to achieve a high-level balance
between providing solutions to social issues and pursuing growth as
a company.
In 2019, the Tokyo Tatemono Group determined a numberof material issues for the social issues identified in consideration ofinternational issues (the SDGs) and domestic or industry-specificissues, evaluating their importance in terms of the magnitude ofsocial needs and their affinity with our business.
Since then, we have begun to revise these material issues
in response to major changes in the social landscape andpeople’s values, such as with the outbreak of the corona-virus
pandemic. Based on our corporate philosophy and long-term
vision, we considered the social issues identified in the SDGs andinternational guidelines on sustainability, and utilized the knowledge
gained through advice from external experts, participation invarious initiatives, and communication with stakeholders. Using
this information, we held discussions with internal directors andexchanged opinions with external directors regarding themes
related to materiality, and in June 2021, we identified 14 current
material issues. The Board of Directors has also confirmed theappropriateness of these material issues.
On our path to realizing our long-term vision, the Tokyo
Tatemono Group’s materiality has been identified from theperspective of both social value creation and a value creation
platform with an awareness of our shared values with society werealize through our business. The Tokyo Tatemono Group will seek
to develop solutions to these material issues through its businessto maximize our positive impact (opportunities) on society while
minimizing our negative impact (risks). In this way, we will help bringabout a sustainable society while growing as a company.

◆ Materiality of the Tokyo Tatemono Group

Social value creation

Water Resources

Materiality of the Tokyo Tatemono Group

Improve employee growthand job satisfaction

Value-creating talent

Diversity & Inclusion

Advancement of governanceRealizing sustainability management
Strengthen risk management framework

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Sustainability Promotion Framework

ESG Management
Long-term Vision and Materiality▶ Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety

GovernanceTo consistently pursue sustainability measures across the entire
Group, the Tokyo Tatemono Group established the Sustainability
Committee, chaired by our president and CEO. The Sustainability
Promotion Committee and Human Rights Subcommittee were alsoestablished under the Sustainability Committee.
The Sustainability Committee, like the Executive Committee,
Risk Management Committee and Internal Control Committee,
is under the direct control of the president and CEO. It meets inprinciple at least twice a year to deliberate and discuss mattersrelated to the formulation of the Group’s sustainability policies,
the development of systems, the setting of indicators and targets,and the monitoring and evaluation of progress. Important mattersdeliberated and discussed by the Sustainability Committee arebrought up for discussion or reported to the Board of Directors,
which makes decisions on important sustainability-related
matters, monitors and supervises the status of actions taken.
The Sustainability Promotion Committee shares decisions of the
Sustainability Committee, under which it sits, conducts preliminary
discussions for consideration, and reports on the progress of
the Group’s sustainability measures. Similarly, the Human Rights
Subcommittee promotes decisions made by the Sustainability
Committee, under which it sits, regarding human rights andreporting on the status of initiatives.

◆ Sustainability Promotion Framework Chart◆ Frequency of Main Meetings Held in FY2023
Organization

Board of Directors
Deliberate
and report

President and Chief Executive Officer

Supervise

Corporate GovernanceRisk Management
Compliance
Data

5

Risk Management Committee

3

Sustainability Committee

Risk Management
PDCA Cycle

Goal setting ⇒ Implementation and promotion⇒ Monitoring and evaluation ⇒ Review of activities

Chair:
President
Members: 	Directors (excluding external directors), senior and managing
executive officers, general manager of the Corporate Planning
Department, general manager of the Sustainability Management
Department, general manager of the Corporate Communications
Department, general manager of the Personnel Department, generalmanager of the General Affairs Department, general manager of the
Building Engineering Department, and other persons designated by
the President
Secretariat: Sustainability Management Department
Assisted by: Corporate Planning Department

Diversity & Inclusion
Governance

Times Held

Sustainability Committee

Sustainability Promotion
Committee

Human Rights Subcommittee

Shares decisions made by the
Sustainability Committee, conducts
preliminary discussions of items to beconsidered, and reports on the progressof sustainability measures.

Promotes decisions made by theCommittee that relate to human rights,
reports on the status of initiatives, etc.

Secretariat: Sustainability Management
Department and Corporate
Planning Department

Secretariat: Personnel Department
and Corporate Planning
Department

Tokyo Tatemono has established a Risk Management Committee
chaired by the president to build a system to oversee risk
management for the Tokyo Tatemono Group. The Risk Management
Committee formulates an annual risk management plan, evaluates
and analyzes key management risks for the Group (priority risks),
formulates preventive measures and countermeasures, andperiodically monitors the status of countermeasures. With regard tosustainability-related risks, the Sustainability Committee, as the risk
response organization (risk owner), works with relevant departments
and offices to prevent and manage such risks, and reports importantmatters on the status of implementation to the Risk Management
Committee. Important matters from among those deliberated byand reported to the Risk Management Committee are broughtup for discussion or reported to the Board of Directors, and theBoard of Directors oversees the effectiveness of the Group’s risk
management.
Risk Management (p. 79)

Third-party Assurance

Corporate Departments, Business Divisions, Group Companies

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

9

ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Material Issue KPIs and Targets

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework▶ Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society

ESG-related KPIs and Targets; Progress
The Tokyo Tatemono Group believes that an evolved approachto ESG management will help to maximize medium- to long-term
profits for stakeholders, and as such, has set KPIs and targets
based on the material issues identified in June 2021. In the areaof climate change in particular, in response to increasing social
demands for companies to address climate change, we set atarget in June 2021 of net zero CO2 emissions by fiscal 2050. And

in October 2023, we accelerated our efforts by raising the target
to reduce Scope 1 and 2 emissions by 46.2% by fiscal 2030
compared to 2019 levels, which is the level required to limit theincrease in global average temperature to 1.5°C compared to preindustrial levels. We have also set and are promoting goals related
to the development of zero energy buildings and homes, shift torenewable energy, and acquisition of green building certifications asprocess goals to achieve medium- and long-term targets to reducegreenhouse gas emissions.

In order to achieve these medium- and long-term targets, wehave incorporated an action plan with these process goals in mind
into the business plans of each business division or unit. Progressis then monitored and tracked by the Sustainability Promotion
Committee and Sustainability Committee using the PDCA cycle.
The Board of Directors also monitors and supervises progress
toward the targets.

Responding to Natural Disasters
Biodiversity

Material Issue KPIs and Targets

Water Resources
Promoting a Recycling-oriented Society◆ Environmental

External Evaluation and Certification for Green Buildings
Sustainability FinanceMaterial Issues

Items

Scope of CoverageSocialReduction in greenhouse gas
emissions

Respect for Human Rights

All businesses*1

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Human Resource Investment and Development

Promotinga decarbonizedsociety

Development of zero energy buildings
and homes*4

Health Management / Occupational Health and Safety
Diversity & Inclusion

Shift to renewable energy

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Scope 1, 2
and 3
Scope 1
and 2
Scope 3*2

Supply Chain Management

Contributing to Our Communities

KPIs and Targets

Acquisition of green building
certifications*7

Unit

FY2021

Track Records
FY2022

FY2023Net zero CO2 emissions by FY2050

CO2 emissions

t-CO2

1,034,699

1,015,172

984,40746.2% reduction in CO2 emissions compared to FY2019
levels by FY2030*3
40% reduction in CO2 emissions compared to FY2019 levels
by FY2030*3

CO2 emissions

t-CO2

71,412

72,21344,283CO2 emissions

t-CO2

762,130

596,335

621,989—(Not applicable)—(Not applicable)—
100.0(Not applicable) (Applies to 1 property)

ZEB for, in principle, all new office buildings and logistics
Commercial Properties Business Develop
properties*5

Percentage of ZEB
developments%—(Not applicable)

Residential Business

Develop ZEH for, in principle, all new for-sale condominiums and for-rentcondominiums*6

Percentage of ZEH
developments%—(Not applicable)

All businesses*1

Procure 100% of electricity consumed in business activities from renewableenergy sources by FY2050

Percentage of electricity
from renewable energy
sources

%

1.8

11.2

31.1

Procure 100% of electricity consumed at owned properties from renewableenergy sources by FY2030
Commercial Properties Business
Procure at least 50% of electricity consumed at owned properties fromrenewable energy sources by FY2024

Percentage of electricity
from renewable energy
sources

%

6.9

35.2

41.9

Commercial Properties
Business, Residential Business

Percentage of green building
certifications acquired%—(Not applicable)—(Not applicable)—(Not applicable)

Acquire green building certification for, in principle, all new office buildings,
logistics properties, and for-rent condominiums*8

Details

P.27

P.28

P.27

P.40

*1 	Applies to the Tokyo Tatemono Group.
*2 	Applies to Scope 3 categories 11 and 13.
*3 In FY2019, CO2 emissions for Scope 1 and 2 were 85,870t-CO2 and Scope 3 (categories 11 and 13) were 607,511t-CO2.
*4 	In addition to ZEB and ZEH-M, includes Nearly ZEB, ZEB Ready, ZEB Oriented, Nearly ZEH-M, ZEH-M Ready, and ZEH-M Oriented.
*5 	Applies to new buildings for which design work began in January 2023 or later.
Excludes certain properties such as joint venture properties or properties with special uses.
*6 	Applies to new buildings for which design work began in June 2021 or later.
Excludes certain properties such as joint venture properties or properties with special uses.
*7 	Mainly refers to DBJ Green Building certification, CASBEE building certification and BELS (Building-housing Energy-efficiency Labeling System) certification.
*8 	Applies to new buildings for which design work began in January 2023 or later.
Excludes certain properties such as joint venture properties or properties with special uses.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

10

ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Material Issue KPIs and Targets

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework▶ Material Issue KPIs and Targets

Material Issues

Items

Scope of Coverage

KPIs and Targets

Unit

Track Records
FY2022

FY2021

Details

FY2023By FY2030, 20% reduction in the rate of waste emissions per unit
compared with FY2019*10

Intensity of waste
emissionst/Thousand m2

5.2

5.3

5.3

P.37

By FY2030, achieve a waste recycling rate of 90%

Waste reuse rate

%

65.7

60.9

58.4

P.38

0.68 (—)

0.76 (0.08)

0.79 (0.02)

P.35—(Not applicable)—(Not applicable)—(Not applicable)

P.36

Stakeholder Engagement

Reduction of waste emissions

Long-term buildings*9

Participation in Initiatives

Waste recycling promotion

Long-term buildings*9

Reduction of water use

Long-term buildings*11

Reduction of water use intensity compared with previous fiscal year

Promotion of use of recycled water

Office buildings with total floorarea exceeding 30,000 m2

By FY2030, install gray water*12 treatment facilities at, in principle, all
new office buildings with a total floor area of more than 30,000 m2

Water use per unit (diff.
from the previous year)
Percentage of properties
with gray water facilities

Long-term buildings,
condominiums for sale or rent

By FY2030, use domestic timber and certified timber in the interior andfurniture of common areas of all new office buildings, for-sale and forrent condominiums
By FY2023, develop for-sale and for-rent condominiums that use CLT
for major structural components

Percentage of properties
using domestic /certified timber
Number of properties
using CLT

%

15.0
7.7
0.0
(Applies to 11 properties） (Applies to 20 properties） (Applies to 13 properties）

Properties

See p. 29

Communicate with tenants about sustainability at least 4 times a year

—

—

—

Achieved

Achieved——

Achieved

Achieved

Achieved

External Evaluation for Sustainability

Promotinga recyclingoriented society

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Promotinga decarbonizedsociety /Promoting a
recycling-oriented
society

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability Finance

Promotion of use of woodmaterials

Collaboration and co-creation withcustomers

Long-term buildings

Condominiums for sale or rent Communicate with residents to plan and implement sustainability
measures

m3/m2
%

P.29

P.37
P.62

*9 	Applies to the main long-term buildings and commercial facilities for which we have substantial energy management rights and for which we have submitted plans for the reuse and reduction of waste materials.
*10 In FY2019, intensity of waste emissions were 7.4 t/Thousand m2.
*11 	Applies to the main long-term buildings and commercial facilities for which we have substantial energy management rights.
*12 	Recycled water derived from rainwater and miscellaneous wastewater generated in buildings (e.g., wastewater from cooling towers and tenants’ kitchens). It is reused for non-potable purposes such as toilet flushing and watering plants.

SocialRespect for Human Rights◆ Social

Supply Chain Management
Improving Quality and Customer Satisfaction

Material Issues

Items

Revitalizing and Utilizing Real Estate Stock
Promotion of skills development

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion

Improve employee
growth and job
satisfaction

Governance
Respect for human rights

Risk Management
Compliance
Data
Third-party Assurance

Work-life balance
Diversity &Inclusion
Promotion of diversity in our
workforce

KPIs and Targets

Tokyo Tatemono

Average training time per employee: 15 hours or more each fiscal year

Tokyo Tatemono

Career training participation rate: 100% each fiscal year

Unit

Track Records
FY2021

FY2022

Details

FY2023

Hours

18.3

15.8

15.2

%

100

100

100

P.63

Health checkup rate*1: 100% each fiscal year

%

100

100

100

Follow-up test rate*1: 100% each fiscal year

%

83.7

98.0

81.5

Tokyo Tatemono

Smoking rate*2: 12% or less each fiscal year

%

16.0

12.1

13.1

Tokyo Tatemono

Percentage of employees maintaining an appropriate weight*1: 75% or more by FY2028

%

72.8

72.0

72.9

Tokyo Tatemono Group

Dissemination of the Human Rights Policy: Deployment to and compliance by group companies—

Implemented

Implemented

Implemented

P.45

Tokyo Tatemono

Average annual paid leave utilization rate: 70% or more each fiscal year

%

57.5

67.8

72.2

P.70

Tokyo Tatemono

Ratio of male employees taking parental leave*1: 30% or more by FY2025

%

13.0

50.0

78.1

P.71

Tokyo Tatemono

Ratio of women in management positions: 10% or more by FY2030

%

7.2

7.2

9.4

Tokyo Tatemono

Employment rate of people with disabilities*3: Over the legal employment rate each fiscal year* 2.3% or more until March 2024, 2.5% or more from April 2024 to June 2026, and 2.7% after July
2026

%

2.21

2.33

2.53

Tokyo Tatemono
Promotion of health management

Corporate Governance

Scope of Coverage

P.66

P.72

*1 Totaled from April of each year to March of the following year.
*2 At a specific point in time between April of each year and the following March.
*3 As of June 1 of each year.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

11

ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Stakeholder Engagement

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets▶ Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society

The Tokyo Tatemono Group’s business activities are supported not
only by the customers who use our products and services, but also
by many other stakeholders, including local communities, executives
and employees, shareholders, investors, and business partners.
We believe that building long-term relationships of trust with thesestakeholders is essential to our business activities. By engaging
with our stakeholders and incorporating their input in various ways,
we are not only earning their trust but also working to create social
value. To ensure that our engagement with stakeholders is effective,
we will review its approach and other aspects as necessary.

◆ Stance on and Approach to Dialogue with Our Core Stakeholders
Stakeholders

Customers
Building tenants, home buyers, users
of services

Local community
Local community around properties,
local governments, NGOs, NPOs,
educational institutions, etc.

Stance on Dialogue

Approach to Dialogue

We established various systems to incorporate customer
feedback in our business activities. We use these systems
to provide valuable products and services that offer safety
and peace of mind, while continuously improving customer
satisfaction.

• Customer satisfaction surveys•B rillia owners hotline(contact for home buyers)• Various questionnaires• Online inquiry forms, etc.

We work to increase local value and contribute to the local
community through efforts that include community development
and various community activities.

• Dialogue with local residents andgovernment bodies in the planning,development, and management ofproperties• Volunteer activities, including clean-up
activities• Participation in local events andfestivals• Support for education and the arts
• Post-disaster reconstruction support,
etc.

We work to create a satisfying workplace in which employees
can experience personal growth. We strive to develop people
who are trusted and capable of building the future.

• Various training and reward systems• Regular personnel interviews• Dialogue with labor unions and cohosting of events• Individual consultation on child-rearing
and nursing care support, etc.
• Compliance questionnaires, etc.

We aim to build long-term fiduciary relationships with ourshareholders and investors and earn appropriate recognition
through sincere and fair information disclosure and active
communication.

• IR information on our corporatewebsite, Integrated Report• General Meeting of Shareholders• Financial results briefings• Seminars for private investors• IR meetings (Japan/overseas), etc.

We conduct fair and equal business dealings with our partners
and strive for close communications to build even better
relationships with these partners.

• Verifying any signs of mistrust usingbusiness partner check sheets• Regular meetings, etc.
• Sharing the Supplier Code of Conductand conducting questionnaire surveys,
etc.

External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Executives and employees
All employees working for the Group

Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development

Shareholders and investors

Health Management / Occupational Health and Safety

Providers of capital that support theGroup’s business and those engaged
with the business through the exercise
of voting rights, etc.

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

Business partners
Business operators related toplanning, development, and property
management, and service provision, etc.

Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

12

ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Participation in Initiatives

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets

Highlights of Participation in Initiatives

Stakeholder Engagement▶ Participation in Initiatives
External Evaluation for Sustainability

Initiatives

Purpose of Participation; Our Role and Efforts

United Nations Global Compact (UNGC)

Initiatives

Japan Climate Leaders’ Partnership (JCLP)
Tokyo Tatemono is a signatory to the UNGC andregistered the Tokyo Tatemono Group as a participatingcompany. By supporting the UNGC, which addresses thefour areas of human rights, labor, environment, and anticorruption, we will help to realize a sustainable society.

Environment
Environmental Management
Promoting a Decarbonized Society

Purpose of Participation; Our Role and Efforts

Tokyo Tatemono participates as a member of the
JCLP. Together with other environmentally progressive
companies, we aim to help realize a sustainable,
decarbonized society through co-creation andcollaboration across industries and sectors.

Responding to Natural Disasters
Biodiversity
Water Resources

TCFD (Task Force on Climate-related Financial
Disclosures)

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management

The Tokyo Tatemono Group endorses and is a signatory
to the TCFD recommendations. The Group will strengthen
measures to combat climate change while giving
greater disclosure in line with the information disclosure
framework recommended by the TCFD (governance,
strategy, risk management, metrics and targets withrespect to climate change risks and opportunities).

Keidanren Initiative for Biodiversity
Tokyo Tatemono expresses its endorsement of the
Keidanren Biodiversity Declaration and Action Guidelines
and participates in the Initiative.

Disclosure based on TCFD recommendations (p. 23)

SBT Initiative (SBTi)

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development

The greenhouse gas emission reduction targets set by the
Tokyo Tatemono Group for fiscal 2030 have been certified
by SBT as being consistent with the levels required by theParis Agreement (to limit the global average temperature
increase due to climate change to 1.5°C compared topre-industrial levels).

Keidanren Nature Conservation Council
Tokyo Tatemono participates in the Keidanren Committee
on Nature Conservation to acquire the latest informationand trends related to biodiversity, working to improve
biological diversity.

Health Management / Occupational Health and Safety
Diversity & Inclusion

Principles for Responsible Investment (PRI)

RE100

Tokyo Tatemono Realty Investment Management, theasset management company of Japan Prime Realty
Investment Corporation, has endorsed and is a signatory
to the PRI’s basic principles.

The Tokyo Tatemono Group participates in this initiativewith the aim of procuring 100% of the electricity
consumed in its business activities from renewable energy
sources by 2050.

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Principles for Financial Action Towarda Sustainable Society (Principles for Financial
Action in the 21st Century)

Japan Climate Initiative (JCI)Tokyo Tatemono is participating in the JCI, seeing climatechange as a social issue that requires global collaboration.

Tokyo Tatemono Realty Investment Management, theasset management company of Japan Prime Realty
Investment Corporation, endorses and is a signatory tothese principles.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

13

ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Participation in Initiatives

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement▶ Participation in Initiatives

Collaboration with Industry Associations
Name

External Evaluation for Sustainability

Chair,
Environmental Committee

Japan Building Owners andManagers Association

As Japan’s only national association of
office building operators, this organization
engages in surveys, research, and educational
activities related to building management andadministration.

Vice Chairperson

The Association of Real Estate
Agents of Japan

This organization comprises major and mediumsized housing and real estate companies thatare involved in real estate distribution. It works
to improve various systems related to real estate
distribution through surveys, research, and policy
proposals.

Director

The Association for Real Estate
Securitization

This organization was established for the purposeof ensuring public confidence in real estate
securitization products and protecting investors. It
makes requests for system improvements and tax
system reforms that are necessary to promote thesound development of the real estate investment
and securitization market.

Director

Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters

Water Resources

The Real Estate Companies
Association of Japan

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Positions held by Tokyo
Tatemono officers, etc.

The organization comprises companies involvedin urban development and appealing community
development projects. It engages in surveys andresearch on various real estate-related systems,
policy proposals, and social contribution activities
with the aim of actively and effectively promoting
the supply of high quality offices and housing, as
well as the smooth distribution of housing stock. In
the area of climate change, we are working toward
the realization of a decarbonized society acrossthe whole industry by, for example, helping toformulate the Long-Term Vision for the Real Estate
Industry for the Realization of a DecarbonizedSociety (Vision for 2050), a climate change policyin the real estate industry, and participating as amember of working groups and subcommittees on
calculating GHG emissions during construction.

Environment

Biodiversity

Details

Name

Details

Positions held by Tokyo
Tatemono officers, etc.

Real Estate Fair Trade Council

This is a self-regulatory organization thatadministers the Fair Competition Code for Real
Estate Representation and the Fair Competition
Code on Premium Offers in the Real Estate
Industry in the Kanto and Koshin-etsu regions.
It constantly monitors real estate advertising,working to promote proper labeling and prevent
non-compliant advertising.

Chairperson(Representative Director)

Human Rights Due Diligence
Promotion Council for
the Construction and Real
Estate Sectors

This organization was established by nineconstruction and real estate companies tofulfill the human rights responsibilities requiredof companies by the United Nations’ Guiding
Principles on Business and Human Rights.
Regarding human rights issues in the industry,the organization is taking the initiative tocollaborate, sharing efforts such as humanrights due diligence, and investigating andresearching advanced cases.

Sponsor (FY2023)

AdvisorVice Chair

Vice Chair,Compliance Committee

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

14

ESG Management
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

External Evaluation for Sustainability

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives

Inclusion in Major ESG Indices

Evaluations and Certifications for Sustainability

FTSE4Good▶ External Evaluation for Sustainability

CDP

GRESB

EruboshiHealth & Productivity Management Outstanding
Organizations Recognition Program

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources

FTSE Blossom Japan Index

FTSE Blossom Japan Sector Relative Index

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Morningstar Japan ex-REIT Gender Diversity Tilt Index
MSCI Nihonkabu ESG Select Leaders Index

MSCI Japan Women’s Activity Index (WIN)

KuruminContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate Governance

Disclaimer
The inclusion of Tokyo Tatemono Co., Ltd. in any MSCI Index, and the use of MSCI logos, trademarks, service marks
or index names herein, do not constitute a sponsorship, endorsement or promotion of Tokyo Tatemono Co., Ltd. by
MSCI or any of its affiliates.
The MSCI Indexes are the exclusive property of MSCI. MSCI and the MSCI Index names and logos are trademarks orservice marks of MSCI or its affiliates.

Risk Management
Compliance

S&P/JPX Carbon Efficient Index

Data
Third-party Assurance* Tokyo Tatemono is listed on all Japanese stock ESG indices adopted by the Government Pension Investment Fund (GPIF).

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 202415

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO
ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Environment

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

16

Related Material Issues

Contributing to a safe and secure society

Well-being

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Environmental Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment▶ Environmental Management
Promoting a Decarbonized Society

Policy and Concept

Environmental Management Framework

Under the Tokyo Tatemono Group Environmental Policy, we
will help build a sustainable society through environmentallyconscious business activities. We have identified promoting
both a decarbonized society and a recycling-oriented society as
environmental material issues and, by working to resolve theseissues through our business, aim to realize coexistence with the
Earth and the environment, a value we share with society.

Responding to Natural Disasters
Biodiversity

Group Environmental Policy

The Tokyo Tatemono Group promotes environmental measuresacross the entire Group under the Sustainability Committee, chairedby our President, and the Sustainability Promotion Committee, asubordinate organization of the Sustainability Committee.
We have also established an environmental management
system for each of our businesses, tailored to their specificcharacteristics. Under these systems, we create PDCA cycles,
formulate environmental measures, share information, support
promotion and implementation, provide guidance, manage progress,and carry out improvements to initiatives.

Water Resources
Promoting a Recycling-oriented Society

We will help build a sustainable society through environmen-

External Evaluation and Certification for Green Buildings

tally-friendly business activities based on the following Group

Sustainability Finance

Environmental Policy.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety

Board of Directors• Creating a pleasant city and living with greeneryWe will create a rich and comfortable environment for Earthand people by utilizing the strength of greenery as much as
possible with consideration to biodiversity.
• Climate change prevention that leads the community
We will actively implement environmentally-friendly technologies
and ideas into our products and services to lead the community in building a low-carbon city.

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance◆ Environmental Management Framework Chart• Resource-saving activities that are kind to the Earth
We will strive to reduce the use of resources and environmental
impact through all available opportunities and contribute tocreating a recycling-oriented society.
• Developing employees with high environmental awarenessWe will comply with laws related to the environment andeducate and raise the awareness of our employees about theenvironment.

Deliberate
and reportSupervise

Sustainability Committee(Chair: President) (Secretariat: Sustainability Management
Department; assisted by: Corporate Planning Department)

Sustainability Promotion Committee(Secretariat: Sustainability Management Department andCorporate Planning Department)

Corporate departments, Business divisions,Group companies
Sustainability Promotion Framework (p. 9)◆ Environmental Management in Each Business

Commercial
Properties Business•E stablishment of the Environmental Measures
Promotion Group, a specialized department
within the business division’s Planning
Department•H olding of Environmental Committee meetings
attended by all business division departments

Residential Business•E stablishment of a cross-functional
Environmental Measures Project Team within
the business division•E stablishment of environmental guidelines in linewith the Group Environmental Policy for eachbusiness and company, and advancing the
Other businesses
businesses while adhering to themand Tokyo Tatemono•M anagement of data related to Tokyo TatemonoGroup companies
Group company energy usage, etc. andimplementation of sustainability measures under
the Sustainability Promotion Committee

Environmental Management in the Commercial Properties
Business
In the Commercial Properties Business, we have formulated
and implemented an Environmental Action Plan and Guidelines
aimed at achieving more robust environmental product planning,
attaining goals set by the Tokyo Tatemono Group, and establishinga PDCA cycle. We work with tenants and customers to addressa variety of environmental issues, including decarbonization,energy conservation, resource recycling, the effective use of water
resources, and biodiversity.
We have set a quantitative indicator in the form of energy
consumption per floor area unit to reduce energy consumption.
Here, we aim for a 1% annual unit reduction averaged over five
years as a target in accordance with the Act on the Rational Useof Energy. We are actively adopting environmental and energysaving technologies in new buildings. For existing buildings, we
promote energy saving by systematically upgrading to energy-saving
equipment. From an operating standpoint, we also work with our
tenants to conserve energy and reduce environmental impact.

Established January 2011

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Well-being

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Environmental Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework◆ Environmental Action Plan and Guidelines

Material Issue KPIs and Targets

Details of Tokyo Tatemono Group KPIs and Targets:

Stakeholder Engagement
Participation in Initiatives

Area

External Evaluation for Sustainability

Environmental Action Plan
Creating rich greenerythat helps cities
transform and thrive

Environment

Material Issue KPIs and Targets (p. 10)

New construction
Promote rich greening that evokes a sense of urban transformation and vibrancy.

▶ Environmental Management

Biodiversity

Greening

Regenerating
ecosystems withbiodiversity

Regenerate abundant, local natural settings that support rich ecosystems in which
diverse organisms compete and coexist.

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability Finance im for greening of at least 5% of the structure area and at least 50% of the exterior area; also promote interior greeningAand greening proposals for tenants’ private areas.

New construction / Renovation

Promote structure and exterior greening for all buildings, creating rich environments for users and the community.

Operations

Create and maintain a plant management plan; conduct regular monitoring and proposal of plans for improvement.

New construction / Renovation / Operations Acquire and renew SEGES, ABINC, and other certifications for the preservation of existing trees and the conservation of

Promoting a Decarbonized Society
Responding to Natural Disasters

Guidelines

ecosystems; implement ecosystem-friendly measures.

New construction / Renovation
Operations

 evise planting plans that reflect local characteristics and policies; maintain ecosystems by eliminating intrusive species,Ddevising planting plans that aim to conserve native species, and ensuring continuity with surrounding green spaces.
Conduct donation and awareness-raising activities.

Promote efforts to mitigate the heat island phenomenon.

Designing treeplacement to create
pleasant urban
environments withdappled sunlight andmoist airHelp create comfortable urban environments by positioning trees for optimal shadowsand heat shielding.

Using green assets toimprove area value

Increase the value of the area by cultivating public spaces for interaction among lush
greenery.

New construction

Conduct exterior fluid simulations and explore placement plans that incorporate exterior wind paths.

New construction / RenovationImplement measures related to roof, exterior, and ground surfaces; mitigate reflections from buildings on site pedestrianspaces; incorporate equipment for mitigating thermal environment degradation; explore vacant space planning for windpaths; secure appropriate shade; ensure green and water coverage ratios; minimize pavement area.

New construction / Renovation

Plan environments and facilities that evoke a sense of closeness to nature; improve scenery by greening roadsides, etc.

SocialRespect for Human Rights
Supply Chain Management

Operations

 isclose explanatory materials on planting plans and types of plants planted; sponsor events that offer a sense ofD
closeness to nature; participate in management of local plants and other initiatives.

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Well-being

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Environmental Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Area

Environmental Action Plan

Material Issue KPIs and Targets
Stakeholder Engagement

Acquisition andretention of thirdparty environmental
performancecertifications

Participation in Initiatives
External Evaluation for Sustainability
Environment

Guidelines

Promote the construction and management of buildings, emphasizing environmental
performance. Acquire and retain third-party certification for the environmental
performance of these buildings and contribute to sustainable decarbonized urban
development.
Tokyo Tatemono Group KPIs and Targets• Promotion of development of ZEB and ZEH└ Develop ZEB and ZEH for, in principle, all new office buildings, logistics facilities,
for-sale condominiums, and for-rent condominiums.

New construction

Operations

Scope of Coverage Commercial Properties Business and Residential Business▶ Environmental Management

Improve environmental performance.

New construction

Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Creating buildings withhigh environmental
performance

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Energyconservation

Develop buildings that offer high environmental performance while supporting thehealth and comfort of workers.
Quantitative Targets• 1% reduction in energy consumption in terms of crude oil equivalent per year
on a 5-year moving average

Operations

New construction / Renovation
Renovation / Operations
Operations

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Contributing to Our Communities
Human Resource Investment and Development

Adopting
environmentallyadvanced technology
initiatives

Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance

Actively incorporate advanced environmental technologies and initiatives to promote
the realization of environmentally-advanced buildings that lead the community.
Tokyo Tatemono Group KPIs and Targets
1. Reduction in Greenhouse Gas Emissions└ Scope 1, 2, and 3: Net zero CO2 emissions by FY2050.
└ Scope
1 and 2: 46.2% reduction in CO2 emissions compared to FY2019 by
FY2030.
└ Scope 3*4: 40% reduction in CO2 emissions compared to FY2019 by FY2030.

Compliance
Data
Third-party Assurance

New construction
New construction / Renovation

Scope of Coverage All businesses
2. Shift to Renewable Energy└ By FY2050, procure 100% of electricity consumed in business activities fromrenewable energy sources.
└ By FY2030, procure 100% of electricity consumed at properties owned by theCommercial Properties Business from renewable energy sources.
└ By FY2024, procure at least 50% of electricity consumed at properties owned by
the Commercial Properties Business from renewable energy sources.

 onsider energy conservation when introducing outside air; use energy-saving glass, motion sensors, and automaticClighting control; encourage subdivided lighting zones.
Study energy conservation measures, including energy conservation checkups.
Carry out appropriate filter cleaning.

Explore introducing renewable energy plans and using electric air conditioning.
Install solar power generation systems; explore use of renewable energy, including off-site; adopt passive energy-saving
technologies that utilize nature (e.g., leveraging natural lighting/ventilation, geothermal energy); adopt daylight-harnessing
technology; incorporate insulation/heat shielding technology; purchase Green Power Certificates, etc.; install CO2
monitoring systems and high efficiency equipment; utilize subsidies, energy saving diagnosis projects, etc.

Renovation

Consider updating from gas air conditioning to electric air conditioning.

Operations

Create and manage manuals for CO2 monitoring systems; introduce renewable energy plans; grasp the amount of
renewable energy generated; consider carbon offsets by purchasing energy certificates.

Scope of Coverage Commercial Properties Business

Corporate GovernanceRisk Management

Understand and present actual primary energy consumption unit values.

New construction / Renovation / Operations Use LED lighting and luminance of 500 lx in dedicated areas; consider interior illumination intensity and brightness levels.

Scope of Coverage All Tokyo Tatemono-owned properties and facilities

SocialBPI*1 of no more than 0.90, BEI*2 of no more than the target level for acquisition of third-party certification for each
property (actively work toward ZEB*3 status).

Conduct environmentally friendly planning and management.

Sustainability Finance

Revitalizing and Utilizing Real Estate Stock cquisition of Green Building Certification
A…… For DBJ Green Building certification, a 5-star or 4-star rating, for CASBEE building certification, an S-rank or A-rank
rating, and for BELS certification, a 5-star rating with ZEB certification (DBJ Green Building certification applies tolong-term holdings; other certifications apply to all assets).
Maintain Green Building Certification; acquire Green Building Certification for buildings that do not yet have it.

Using energy
management to reduce
consumption

New construction / Renovation / Operations Set target values for overall building energy consumption.
Pursue environment-friendly building management in cooperation with various building
stakeholders, including customers.

*1	BPI (Building Palstar Index): A standard for annual heat load established in accordance with revisions to the Act on the Rational Use of Energy
calculated with PAL (Perimeter Annual Load, also called PALSTAR, the annual heat load per unit of perimeter floor space).
*2	BEI (Building Energy Index): The ratio of primary energy consumption of the designed building compared to a standard building. Based on the
Energy Consumption Performance Calculation Program.

New construction / Renovation
Operations

Introduce BEMS and visualization systems.
 isclose environmental data to tenants; create building operation systems and management policies; execute powerDsaving measures.

*3	ZEB (Net Zero Energy Building): A building targeting a net-zero balance of annual primary energy consumption.
*4	Applies to Scope 3 categories 11 and 13.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Well-being

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Environmental Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Area

Environmental Action Plan

Material Issue KPIs and Targets

Guidelines
New construction / Renovation / Operations Implement trash weighing systems and kitchen waste weight/volume reduction and composting.

Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Cooperating withcustomers to contributeto a recycling-oriented
society

Environment▶ Environmental Management

Help create a recycling-oriented society by working with customers to promote thereduction, reuse, and recycling of waste.
Tokyo Tatemono Group KPIs and Targets
1. Reduction of Waste Emissions└ By FY2030, 20% reduction in the rate of waste emissions per unit compared with
FY2019.

Scope of Coverage Long-term buildings
2. Promoting Waste Recycling└ Achieve a waste recycling rate of 90% by FY2030.

Promoting a Decarbonized Society

New construction / Renovation

 lan appropriate recycling stations; plan stock spaces enabling separation of multiple types of waste; prevent unusedP
interior waste; identify construction waste and consider how to reduce it; confirm construction waste management policies,
recycling rates, etc.

New construction / Operations

Introduce waste disposal pay-as-you-throw schemes for tenants; implement measures to reduce unused interior waste
when tenants vacate.

Operations

 eparate and reuse waste; conduct educational activities on waste reduction, separation, recycling, etc. through meetings
S
with tenants, etc.; establish contracts with waste collection, transportation, and disposal companies that include provisions
on recycling; implement measures to promote collection of recyclables; implement systematic collection plans, etc., forvaluable materials; implement and manage waste reduction measures; computerize waste disposal manifests; implement
tours of waste disposal sites based on the Act on Waste Management and Public Cleaning; implement tenant tours ofwaste disposal sites.

New construction / Renovation

 se water-saving equipment in wash basins, hot water heaters, etc.; use water-saving toilets; reuse rainwater andUmiscellaneous wastewater (gray water); implement rainwater runoff control measures; comply with discharge standards
such as the Water Pollution Prevention Act and Sewerage Act; conserve water through the introduction of drought-resistant
plants; introduce irrigation facilities that contribute to water conservation (smart irrigation facilities); monitor water use withmetering for each system; prevent water leakage; prevent water leakage; treat rainwater on-site.

Scope of Coverage Long-term buildings

Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society

Waste andwater

External Evaluation and Certification for Green Buildings
Sustainability Finance

Reducing environmental
impact from water
conservation/use of graywater

SocialUse water conservation and rainwater utilization to help reduce our environmental
impact.
Tokyo Tatemono Group KPIs and Targets
1. Reduction of Water Use└ Reduce water use per unit compared with previous fiscal year.

Scope of Coverage Long-term buildings
2. Promotion of Use of Recycled Water└ By FY2030, install gray water 10 treatment facilities at, in principle, all new officebuildings with a total floor area of more than 30,000m2.

Scope of Coverage Office buildings with total floor area exceeding 30,000m2.

Respect for Human Rights

Renovation / Operations
Operations

Achieving longbuilding lifespansthrough developmentthat considers future
maintenance andupgradesRevitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development

 reate long-term repair plans; ensure the strength of core building frames; plan for easy separation of finishing materials
Cfrom building frames; plan rooms and finishes in consideration of upkeep and maintenance; adopt ducting/piping that
ensure long service lives.

New construction / Renovation

 dopt finishing materials that offer long service lives for exterior and interior walls; include maintainability of key equipment
Aas part of planning; consider ease of upgrades when planning air conditioning piping, sanitary piping, high-voltage wiring,and low-voltage wiring; create facility upgrade plans and secure upgrade routes; ensure maintainability of structures anddeploy backup equipment, etc., when upgrading facilities.

New construction / Operations

 reate medium- and long-term repair plans at the time of building construction; implement maintenance and repairs basedCon these plans.

Make plans during construction phases to facilitate maintenance and upgrades toensure an extended building lifespan.

Health Management / Occupational Health and Safety
Operations

Diversity & Inclusion
Governance

Proactive use of
eco-materials andrecycled materials

Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Work to create a cycle of recycling by utilizing eco-materials and recycled materials.
Tokyo Tatemono Group KPIs and Targets• Promotion of use of wood materials└ By FY2030, use domestic timber and certified timber in the interior and furniture ofcommon areas of all new office buildings,for-sale and for-rent condominiums, etc.

Scope of Coverage Long-term buildings, for-sale and for-rent condominiums
Environmental
awareness

Dissemination of
information on theenvironment andspread/improvementof environmental
conservation awarenessForming theEnvironmental Committee
and ongoing PDCA
cyclesShare information about the environment to promote environmental conservation
awareness among stakeholders such as employees, communities, and customers.
Tokyo Tatemono Group KPIs and Targets• Collaboration and co-creation with customers└ Communicate with tenants about sustainability at least 4 times a year.

Ascertain actual water use and cooling tower water use ; examine water conservation related to cooling towers.

New construction

Supply Chain Management
Improving Quality and Customer Satisfaction

Examine and ascertain the volume of water saved through renovations.

New construction

New construction / Renovation

 hare medium- to long-term repair plans with building management companies; calculate planned costs and energySsavings based on the medium- to long-term repair plans.
 onsider reuse of construction building frames; use recycled materials for major structural components; use recycledCmaterials outside of building frame materials; reduce use of materials which release chemical substances; use inert gas fire
extinguishers; regulate the ozone depletion potential and global warming potential of insulation materials used.
Use domestic and certified timber.

New construction / Renovation / Operations Disclose our sustainability initiatives.
Operations

Hold events focusing on sustainability.

Operations

 onduct regular surveys related to energy and environmental conservation; sponsor on-site cleanup activities; hold energyC
conservation meetings; green leases offered to tenants of underlying property portfolio; conduct energy conservation efforts
in cooperation with tenants; formulate environmental policies and manage properties based on them; grasp environmental
data and confirm certification status upon the purchase of properties; determine the energy reduction rates and costs ofenergy and water conservation renovation work upon their implementation.

Scope of Coverage Long-term buildings

Run environmental organizations; engage in high-impact environmental activities; set,
execute, and monitor environmental goals; engage in ongoing improvement activities.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Contributing to a safe and secure society

Related Material Issues

Well-being

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Environmental Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment▶ Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights

Environmental Management in the Residential BusinessIn the Residential Business, we have established the Brillia
Environmental Guidelines. These guidelines provide standards forcarrying out environmental measures consistently under the Brillia
series condominium brand we are developing while aligning withchanging social conditions. They also enable us to communicate
our environmental measures clearly to customers and society.
The guidelines define a set of environmental performance ratings
with four levels of environmental friendliness. In addition to thespecifications to be met for each level, at each stage of the
project from planning to design, we also check details such as
the environmental certification rankings (CASBEE, etc.) and CO2
emission reduction for each level.
We revise these guidelines as necessary in response to socialchanges and technological advancements, and in this way continue
to increase the overall value of the Brillia brand.
◆ Brillia Environmental Guidelines
environmental performance ratings (as of October 2023)(e.g., level set for energy conservation performance)

Supply Chain Management

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Level

Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance

Private area
BEI

Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Level 1

Level 2
(Standard)

Level 3 (High level)

Apartment
block

Energyconservation
criteria

ZEH
Oriented

ZEH Ready or higher

Residentialbuilding

Energyconservation
criteria

ZEH
Oriented

ZEH-M Ready or higher

Renewableenergyclassification

ExcludingrenewableenergyExcludingrenewableenergyExcludingrenewableenergyIncludingrenewableenergyStandard value

1.0 or less

0.8 or less

0.8 or less

0.5 or less

Design target
value

0.97 or less

0.77 or less

0.77 or less0.47 or lessStandard value

1.0 or less

0.8 or less

0.8 or less

0.5 or less

Design target
value

0.97 or less

0.77 or less

0.77 or less0.47 or less5-1. Insulation
performance
grade

Grade 4

Grade 5

Grade 5

Grade 4

Grade 5

Grade 6

Level

Improving Quality and Customer Satisfaction

Residentialbuilding BEI

Housing
performance 5-2. Primaryevaluationenergyconsumption
grade

Brownfield Redevelopment

Brillia Environmental Guidelines Overview
1. Creating a lush green living environment• Create a rich sense of familiarity with nature and seasonalchanges, a comfortable living space, and a landscape forthe entire region; use greening to reduce the heat inside andaround the building (heat island phenomenon).
• Plant trees that match local vegetation to cultivate a richnatural environment that sustains biodiversity.
• Provide environmental education programs, etc. to residents
to help foster awareness of environmental considerations inlocal communities.
2. Creating residences with lower environmental impact• Aim to achieve low-carbon residential buildings by proactively adopting equipment and services that contribute to global
warming prevention and resource conservation.
• Actively develop ZEH-M (ZEH condominiums), which reduceenergy consumption by making the building itself highly
insulated and by using renewable energy.
• Help reduce environmental impact throughout a building’s
life cycle by using visual displays of energy consumption toeducate tenants regarding environmental considerations.

Environmental Impact Assessment
When executing new development projects in Japan and overseas,
we conduct the necessary environmental impact assessments(environmental assessments) in accordance with laws andregulations. We also create plans that leverage our expertise toconsider how each project affects the environment.
Environmental impact assessments cover a wide range ofsubjects, including greenhouse gases, water cycle, water pollution,
air and soil pollution, waste, and biological and ecological systems.
If a negative environmental impact is found, we work to avoid or
mitigate it.

When we develop commercial or residential properties on land thathas been significantly underutilized compared to its potential value
or lain unused due to the presence or concern of the presence ofsoil contamination, we conduct soil surveys and implement otherspecialized measures to deal with soil contamination, properly
treating any contamination before proceeding with the project.

Compliance with Environmental Laws and Regulations
At each stage of property development and operation, we comply
with all relevant laws and regulations related to the environment.
There were no environmental incidents or violations ofenvironmental laws or regulations in FY2023.
(Data) Environmental Incidents and Violations of Environmental
Laws or Regulations (p. 89)

Collaboration with External Parties inEnvironmental Initiatives
We are leading the promotion of environmental action in the real estateindustry, including producing multiple chairs of the Environmental
Committee of the Real Estate Companies Association of Japan, andare working with industry associations to preserve the environment.
Participation in Initiatives (p. 13)

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

21

Addressing the diverse needs of customers and society

Related Material Issues

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management▶ Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Policy and Concept
Realizing a decarbonized society is a social issue that calls for
global solutions. The real estate industry must also strive to reducegreenhouse gas (GHG) emissions derived from real estate holdings
and business activities. The Tokyo Tatemono Group further believes
that the intensification of storms, flooding, and other natural
disasters owing to GHG emissions could have a significant impact
on the assets it owns. From this perspective as well, we recognize
the need to prioritize this issue.
The Tokyo Tatemono Group Environmental Policy calls for
us to lead the community in the prevention of global warming. In
addition, we have identified the promotion of a decarbonized society
as a material issue, and in order to address this issue through ourbusiness, we have set KPIs and targets related to the promotion of adecarbonized society. We are also accelerating our efforts to reduce
GHG emissions, etc.
In October 2023, we raised our target for GHG emission
reductions by FY2030 to the 1.5°C level. Based on theseassumptions, we put in place a roadmap (action plan) for reducing
GHG emissions in the Group toward FY2050.
Material Issue KPIs and Targets (p. 10)◆ Roadmap for Reducing Greenhouse Gas Emissions

Assumed CO2 emissions to increase with business expansion
Actual CO2 emissions after implementation of various reduction measures❶ Energy saving and shift to renewable energy❷ ZEB/ZEH development

Approx. 0.70 Mt
Base emissions❸ Improvement of CO2 emission coefficient

Contributing to Our Communities
Human Resource Investment and Development

Participation in Initiatives (p. 13)

Health Management / Occupational Health and Safety

Environmental Management (p. 17)❹ Additional reduction measures

Approx. 0.41 Mt

Diversity & Inclusion

Responding to Natural Disasters (p. 31)
GovernanceTarget emissions for FY2030 (compared to FY2019)• Scope 1 and 2 emissions: 46.2% reduction

External Evaluation and Certification for Green Buildings (p. 40)

Corporate GovernanceTarget emissions for FY2050

Net zero• Scope 3 emissions: 40% reduction

Risk Management
Compliance

0
Data

2019

2022

2030

2050

Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

22

Related Material Issues

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate Governance

Assess materiality

Biodiversity

Scenarios

Scenario Analysis

4°C scenario

1.5°C/2°C
scenario

A scenario in which the averagetemperature rise compared topre-industrial levels is kept below
1.5°C or 2°C by improving lowcarbon technologies, expanding
renewable energy, and promoting
energy conservation. In this scenario,
companies around the world arestrongly required to respond to climatechange by introducing carbon taxes
and strengthening policies to regulate
emissions in order to curb GHG
emissions.

• Setting Up the Scenarios
For our scenario analysis, we set up future worlds (scenarios). To
create our scenarios, we made use of scenarios published by the
IPCC*1 and the IEA*2. In our 4°C scenario, in which current policies
are maintained, the average temperature rises by 4°C or morecompared to pre-industrial levels by 2100. In our 2°C scenario,
a delayed transition scenario, the average temperature increaseis limited to less than 2°C. In our 1.5°C scenario, the averagetemperature increase is kept below 1.5°C.

Reference
Scenarios

A scenario in which the averagetemperature rises by about 4°C
compared to pre-industrial levels asa result of failure to introduce stricter
government policies and strengthen
regulations, such as regulations to
IPCC SSP5-8.5
curb GHG emissions, and of failure(RCP 8.5)
by businesses to take effective action
IEA STEPS
in response to climate change. Acuteeffects include more frequent extreme
weather events and more intense heavy
rainfall, while chronic effects include
rising sea levels.

◆ Risk Analysis Review Process

Identify risks andopportunities

Responding to Natural Disasters

The Tokyo Tatemono Group has established the Sustainability
Committee, chaired by the President, and the Sustainability
Promotion Committee as a subordinate organization to promotesustainability with regard to areas such as climate change.
The Sustainability Committee, like the Executive Committee,
Risk Management Committee, and Internal Control Committee,
is under the direct control of the President. It meets in principle atleast twice a year to deliberate and discuss matters related to theformulation of the Group’s sustainability policies, the developmentof systems, the setting of indicators and targets, and the monitoringand evaluation of progress. The Sustainability Committee deliberates
and discusses important matters concerning climate change,such as the identification of risks and opportunities, greenhousegas (GHG) emissions reduction targets and policies, and thestatus of initiatives to address climate change. Important matters
discussed and deliberated by the Sustainability Committee arebrought up for discussion by or are reported to the Board of
Directors, which makes decisions on important sustainabilityrelated matters and monitors and supervises the status of theirpromotion. The Sustainability Promotion Committee, which sits
under the Sustainability Committee, is a cross-sectional organization
composed of corporate departments and business divisions. It
shares the decisions of the Sustainability Committee, conducts
preliminary discussions for consideration, shares and considers theGroup’s sustainability measures, and reports on and discusses the
progress of the Group’s sustainability efforts.

◆ The Scenarios Used in the Analysis

The Tokyo Tatemono Group identifies risks and opportunities related
to climate change, assesses their significance, and conducts
analyses of the impact different scenarios could have on the Group’sbusiness profit using scenarios it has set.

Set up scenarios▶ Promoting a Decarbonized Society

Governance

Strategy (Scenario Analysis)

Estimate business impact

Environmental Management

Disclosure Based on TCFD Recommendations

IPCC SSP1-1.9(RCP 2.6)
IEA NZEIEA SDS*1 IPCC (Intergovernmental Panel on Climate Change): An institution that provides clear
scientific opinions on the status of climate change and its socioeconomic impact.
*2 IEA (International Energy Agency): An independent body within the OECD that facilitates
policy cooperation on energy security and energy.

Risk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

23

Related Material Issues

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management▶ Promoting a Decarbonized Society
Biodiversity
Water Resources
Promoting a Recycling-oriented Society

Looking at the Tokyo Tatemono Group's core businesses—theCommercial Properties Business and Residential Business—andbased on the areas where we develop and own buildings as wellas the conditions of each business phase (development, operationand management, and sale), we identified the main risks andopportunities concerning climate change for each and assessed
their materiality in terms of their expected degree of impact on theGroup’s finances and likelihood of occurrence. The period of impact
was categorized into short-term (1-5 years), medium-term (5-10
years), and long-term (>10 years).

◆ Identified Risks, Opportunities, and Materiality Concerning Climate Change

Category

Policies

Transition risks

Responding to Natural Disasters• Identifying Risks and Opportunities/Assessing Materiality

External Evaluation and Certification for Green Buildings

Regulations

Technology
and markets

Sustainability FinanceSocialReputation

Respect for Human Rights

4°C scenario

1.5°C/2°C
scenario

Imposition of carbon tax on own emissions (Scope 1 and 2)

Medium-term—

MediumPrice hikes for construction materials, construction costs, etc.

Medium-term—

MediumHigher costs of converting new buildings to ZEB/ZEH

Medium-term

Low

Low

Higher costs of introducing decarbonized building materials

Medium-term

MediumMediumIncrease in cost of energy-saving renovation of existing buildings

Medium-term

Low

Low

Higher utility costs due to change in energy mix

Short- tomedium-term—

Low

Higher utility costs due to higher demand for fossil fuels

Short- tomedium-term

Low—

Burden from renewable energy
procurement

Higher renewable energy procurement costs

Short- tomedium-term

Low

Low

Ensuring disaster preparedness andresilience

Higher costs of ensuring disaster preparedness and resilience

Short-term

Low

Low

Higher costs due to construction delays caused by supply chain
paralysis or disruption

Short-term——

Decrease in work efficiency at construction sites and delays
in construction schedules due to frequent heat waves, hightemperatures, etc.

Short-term——

Decreased rental income in the event of flooding due to heavy rains
or river flooding

Short-term

Low

Low

Increased restoration costs due to building damage from wind andflood damage

Short-term

Low

Low

Higher insurance premiums

Short-term

Low

Low

Rise in average temperature

Higher utility costs

Short-term

Low

Low

Efficiency improvements with ZEB andZEH development

Reduction of utility costs

Short-term

Low

Low

Procurement of renewable energy throughself-consignment

Reduction in utility costs and renewable energy procurement costs

Short-term

Low

Low

Improved earnings from highenvironmental performance properties

Higher sales due to higher evaluation of ZEB/ZEH

Short- tomedium-term—

Medium

Improvement of energy-saving effects

Addition of energy-saving effects to rental income

Short- tomedium-term—

Low

Expansion of ESG finance

Reduction in financing costs

Short-term—

Low

Stricter standards for GHG emissions andenergy saving

Higher unit cost of grid electricity

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Health Management / Occupational Health and Safety

Physical risks

Human Resource Investment and Development

Acute

Impact on the Tokyo Tatemono Group’s business

Adoption of carbon pricing

Supply Chain Management

Contributing to Our Communities

Materiality

Period ofimpactItem

Frequent and severe extreme weather
caused by extratropical and tropical
cyclones, etc.

Diversity & Inclusion
Governance
Chronic

Corporate GovernanceRisk Management
Technology

Compliance

Third-party Assurance

Opportunities

Data

Consumer
behavior

Markets

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

24

Related Material Issues

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management▶ Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock• Estimating Business Impact
We quantitatively assess the identified climate change risks andopportunities for their impact on the Tokyo Tatemono Group’s
FY2030 financials. For risks and opportunities for which quantitative
data is not readily available, we carry out a qualitative analysis.

• Countermeasures
The Tokyo Tatemono Group has identified the promotion of adecarbonized society as a material issue and is working to minimize
climate change risks through its business. At the same time, theGroup also views the situation as an opportunity and is working
to solve the challenges involved. To promote a decarbonizedsociety, we have established medium- and long-term targets for
reducing greenhouse gas (GHG) emissions and, to achieve thesetargets, we are taking measures such as shifting to renewableenergy and promoting the development of ZEB/ZEH and green
buildings. We are also focusing on urban development and realestate development that take into account resilience to damage
from storms, floods, and other natural disasters which are becoming
more frequent with climate change.
Specific measures are described in
Initiatives to Achieve GHG
Emission Reductions (p. 27).

◆ Impact on the Tokyo Tatemono Group’s Business Profit
Factors increasing business profit

Changes in consumer behavior•H igher sales due to higher evaluationof ZEB/ZEH•A ddition of energy-saving effects
to rental income

Factors decreasing business profit

Introduction of carbon pricing• Imposition of carbon tax on own emissions•H igher prices of building materials, construction
costs, etc., due to price pass-through of carbon
taxes

Highersales

Stricter standards for GHG emissions andenergy saving•C ost of converting new buildings to ZEB/ZEH•C ost of introducing decarbonized building
materials•C ost of renovating existing buildings for energy
savingIntensification of extreme weather
events•D ecrease in sales associated withflooding of buildings caused byfrequent and severe heavy rain

Lower
sales

ExpensesHighercosts

Rise in electricity prices and the shift torenewable energy•R ise in unit cost of grid electricity due to change
in energy mix → increase in utility costs•H igher renewable energy procurement costs
Intensification of extreme weather events•P aralysis and disruption in supply chains andlogistics, and delays in construction due toextreme weather•D ecrease in work efficiency at construction sites
and delays in construction schedules due tofrequent heat waves, high temperatures, etc.
•R
 estoration costs due to building damage andflooding caused by extreme weather events•H
 igher insurance premiums

Sales

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion

Rising temperatures•H igher utility costs due to rising temperatures

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Business
profitDeveloping properties with high environmental
performance/implementing energy saving
Lower•L ower utility costs due to ZEB/ZEH
costs
development•L ower utility costs and procurement costs
due to procuring renewable energy throughself-consignment•L ower financing costs through expanded use of
ESG financeTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

25

Addressing the diverse needs of customers and society

Related Material Issues

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management▶ Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

Risk Management

Indicators and Targets

Tokyo Tatemono has established a Risk Management Committee
chaired by the President to build a system to oversee risk
management for the Tokyo Tatemono Group. The Risk Management
Committee formulates an annual risk management plan, evaluates
and analyzes key management risks for the Group (priority risks),
formulates preventive measures and countermeasures, andperiodically monitors the status thereof. For risks other than priority
risks, the heads of departments, offices, and branches as well as
various committees act as risk response organizations (risk owners)
to prevent and manage such risks.
With regard to sustainability-related risks, the Sustainability
Committee, as the risk response organization (risk owner), works
with relevant departments, offices, and branches to prevent andmanage such risks, and reports important matters on the statusof implementation to the Risk Management Committee. Importantmatters from among those deliberated at Risk Management
Committee meetings are brought up for discussion by or arereported to the Board of Directors, and the Board of Directors
oversees the effectiveness of the Group’s risk management,
including risks concerning sustainability.

The Tokyo Tatemono Group has set medium- and long-term targets
for the promotion of a decarbonized society, identified as one of
the Group’s material issues. In 2021, we established net zero CO2emissions by FY2050 as the goal for our greenhouse gas (GHG)
emission reductions, and set a target of reducing our Scope 1, 2, and3 CO2 emissions by 40% compared to FY2019 levels by FY2030.
Thereafter in 2023, in response to increasing societal demand forcompanies to address climate change, such as the COP26 Glasgow
Climate Pact, we accelerated our efforts by raising the target to reduce
Scope 1 and 2 emissions by 46.2% by FY2030 compared to FY2019
levels, which is the level required to limit the increase in global averagetemperature to 1.5°C compared to pre-industrial levels.

Risk Management (p. 79)

Item
Reduction ingreenhouse gas
emissions
Promotion ofdevelopment of ZEB
and ZEH*3
Shift to renewableenergyAcquisition ofGreen Building
Certification*6

Scope of Coverage

KPIs and Targets
Scope 1, 2, and 3

All businesses*1

We have also set goals related to promoting the developmentof ZEB and ZEH, shifting to renewable energy, and acquiring green
building certifications as process goals to achieve our mediumand long-term targets. In 2023, we brought forward our targets
for the electricity consumed at the real estate holdings of ourCommercial Properties Business by 20 years, setting a target of
100% procurement from renewable energy sources by FY2030(and at least 50% by FY2024). We have also brought forward
and strengthened other targets for promoting the development of
ZEB and ZEH and acquiring green building certifications, such as
including new for-rent condominiums in these targets.

Net zero CO2 emissions by FY2050

Scope 1 and 2

46.2% reduction in CO2 emissions compared to FY2019 levels by FY2030

Scope 3*2

40% reduction in CO2 emissions compared to FY2019 levels by FY2030

Commercial
Properties Business

Develop ZEB for, in principle, all new office buildings and logistics facilities*4

Residential Business

Develop ZEH for, in principle, all new for-sale and for-rent condominiums*5

All businesses*1

By FY2050, procure 100% of electricity consumed in business activities from renewable energy sources

Commercial
Properties Business

By FY2030, procure 100% of electricity consumed at owned real estate from renewable energy sources

Commercial
Properties Business,
Residential Business

By FY2024, procure at least 50% of electricity consumed at owned properties from renewable energy sources
Acquire green building certification for, in principle, all new office buildings, logistics properties, andcondominiums*7 for rent, etc.

*1 Applies to the Tokyo Tatemono Group.
*2 Applies to Scope 3 categories 11 and 13.
*3 	In addition to ZEB and ZEH-M, includes Nearly ZEB, ZEB Ready, ZEB Oriented, Nearly ZEH-M, ZEH-M Ready, and ZEH-M Oriented.
*4 	Applies to new buildings for which design work began in January 2023 or later.
Excludes certain properties such as joint venture properties or properties with special uses.
*5 	Applies to new buildings for which design work began in June 2021 or later.
Excludes certain properties such as joint venture properties or properties with special uses.
*6 	Mainly refers to DBJ Green Building certification, CASBEE building certification and BELS (Building-housing Energy-efficiency Labeling System) certification.
*7 	Applies to new buildings for which design work began in January 2023 or later.
Excludes certain properties such as joint venture properties or properties with special uses.

Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

26

Related Material Issues

Addressing the diverse needs of customers and society

Social implementation of technology

Environment

Promoting a decarbonized society

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management▶ Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development

Initiatives to Achieve GHG Emission Reductions
The CO2 emissions of the Group in FY2023 were 984,407 t-CO2(Scope 1 and 2: 44,283 t-CO2, Scope 3: 940,124 t-CO2). We willcontinue to promote efforts to reduce our GHG emissions.
◆ CO2 emissions (Tokyo Tatemono Group)■ Scope1（t-CO2）100,000
80,00060,00040,00020,0000■ Scope3（t-CO2）100,000

electricity generated by the T-LOGI series to increase as the numberof developments increases, and we will continue to increase ourtransmission of renewable energy from the suburbs to city centers.
T-LOGI logistics facilities website (only available in Japanese)◆ Image of On-Site Consumption and Self-Consignment■ Scope2

Solar power(electricity
generated)

71,41215,802
55,6102021

963,287

72,213
18,23453,9792022

942,959

44,283
14,45629,827■ Tokyo Tatemono Group ■ Tokyo Tatemono（Thousands ofkWh）
80,000Surpluselectricity

Selfconsignment

T-LOGI(ZEB Logistics)

20,000Commercial
power

Retail electric utility provider

Property owned
by Tokyo Tatemono

80,000
TOPICS

40,00020,000
0

2021

2022

2023

Health Management / Occupational Health and Safety

Reception of a Minister ofthe Environment Award for
Climate Action 2023

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Shift to Renewable Energy• Generation and Use of Renewable Energy
from Solar PowerSome of the office buildings, for-sale condominiums, and logistics
facilities that we have developed use electricity generated by solar
panels installed on their rooftops (self-consumption).
Of particular note is the T-LOGI series of logistics facilities
that we develop. In several areas, by design, each facility generates
more electricity from renewable energy sources than they consume.
The surplus is self-consigned to commercial facilities and officebuildings owned by Tokyo Tatemono. We expect the amount of…Commercial Properties…Residential

60,00040,000Transformer substation

2023

60,000In our commercial properties and facilities as well as for-rentcondominiums, we are working to switch to renewable energy. As
part of this effort, we use power that has Non-fossil Fuel Certificateswith Tracking. Provided by power companies, these certificatesverify the environmental value of electricity generated from solar
power, biomass, or the like.
◆ Renewable Energy (electricity) Usage AmountElectricity
consumedon-sitePower transmission anddistribution network

940,124• Switching to Renewable Energy

Our T-LOGI series’ self-consignment initiative
was first presented with the 2023 Achievement Award of the Real
Estate Institute of Japan, organized by the Real Estate Institute ofJapan. This was followed by a Minister of the Environment Award
for Climate Action 2023 (advanced introduction and proactive
implementation category), organized by the Ministry of theEnvironment. The project was highly evaluated as a pilot case fordirectly supplying electricity to urban centers, where it is difficult togenerate renewable electricity, through self-consignment, utilizing
solar panels installed on the vast roofs of logistics facilities togenerate more renewable electricity than the facilities consume andwithout the need for deforestation or other new development.

0

22,73564,32060,71722,735

3,675 3,675
2021

2022

2023

• Promoting Renewable Energy Use throughOn-site PPAs
Brillia Shinyurigaoka (Kawasaki City, Kanagawa Prefecture;scheduled for completion in April 2025) will be the first Brillia project
to incorporate an on-site PPA*1 model for solar power generation to
supply electricity to the condominium’s private and common areas.
Tsunagu Network Communications Inc. will be the PPA provider. In
addition, electricity regarded as renewable energy*2 will be used tocover power needs that cannot be met with solar power generation,
supplied through a high-voltage bulk power receiving system,
effectively achieving 100% renewable energy for the condominium’s
electricity. These mechanisms not only eliminate the need forresidents to pay for the installation and maintenance of solar power
generation equipment, but also enable residents to pay lower baseand electric rates than under ordinary individual power supply
contracts thanks to the high-voltage bulk power receiving system.
*1 PPA (Power Purchase Agreement): A system in which electricity is generated by a solar
power generation system and supplied for a fee. The solar power system is installed bya PPA provider who owns and manages solar power generation facilities on the roofs ofbuildings and idle land where solar power generation facilities can be installed.
*2 Electricity that incorporates environmental value and is backed by non-fossil certificates.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

27

Addressing the diverse needs of customers and society

Related Material Issues

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management▶ Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources• Use of Green Power Certificates
Since May 2016, we have been using the framework of GreenPower Certificates to switch to 100% renewable energy sources
for the electricity used in our Brillia brand condominium model
rooms. In 2023, we utilized Green Power Certificates forapproximately 0.83 million kWh of electricity.

◆ ZEB/ZEH Classifications
ZEB Oriented

Basic building

Tokyo Fudosan Kanri, a Tokyo Tatemono Group company, hasbeen involved in the mega solar business since 2012. Through thiscompany, we are developing solar power plants mainly in the northern
Kanto region. As of the end of fiscal 2023, we had eight plants with a
total power generation capacity of approximately 13 MW.

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

Nearly ZEB

ZEB

40%
or more50%
or more75%
or more100%

Basic building

External Evaluation and Certification for Green Buildings (p. 40)

Offices,factories, etc.

Elevator hall

20%
or more50%
or more75%
or more…Residential

Hallway

Private area

100%

Illuminance: 100 to 150 lx
Color temperature:
3,000 K

ZEH-M Oriented

ZEH-M Ready Nearly ZEH-M

ZEH-M◆ Main ZEB/ZEH Development Achievements

2018• Brillia Tsurumaki became the first building in the Tokyo
metropolitan area to be selected for the Ministry of Economy,
Trade and Industry’s Fiscal 2018 High-rise ZEH-M Demonstration
Project (buildings with 6 to 20 floors for residential use), andachieved ZEH-M Oriented status.

2019• Hareza Tower became the first mixed-use high-rise building toachieve ZEB (ZEB Ready) status.
• Brillia Tower Seiseki Sakuragaoka BLOOMING RESIDENCE wasselected for the Ministry of Economy, Trade and Industry’s Fiscal
2019 Ultra High-rise ZEH-M Demonstration Project (buildings
with 21 floors or more for residential use), and achieved ZEH-M
Oriented status.

2022• Brillia Jiyugaoka was selected for the Ministry of theEnvironment’s 2022 Mid- and High-Rise ZEH-M Support Project,
and achieved ZEH-M Oriented status.

2023• Brillia Fukasawa Hatchome was selected for the Ministry of Land,
Infrastructure, Transport and Tourism’s 2023 Sustainable Building
Leadership Project (Leadership in CO2 Reduction), and achieved
ZEH-M status. (Scheduled for completion in March 2025)

Third-party Assurance…Commercial Properties• Lighting
The interior lighting of offices was set at 500 lx, which is lower than usual.
However, rather than simply reducing the illumination level, it was designed
so that there would not be any negative impact on the brightness of spaces
through such means as the use of carpet tiles with high light reflectance andthe creation of differences in illumination level and color temperature between
common areas and private areas.

Promotion of Development of ZEB and ZEH
We have established and are currently moving forward withthe goal of developing ZEB/ZEH for, in principle, all new officebuildings, logistics facilities, for-sale condominiums, and for-rentcondominiums.
In the Commercial Properties Business, Tokyo Tatemono has
been a registered ZEB Leading Owner with the Sustainable Open
Innovation Initiative (SII) since the year in which the initiative wasestablished. As such, we are committed to helping promote ZEB.
In the Residential Business, Tokyo Tatemono is actively involved indeveloping ZEH-M (ZEH condominiums), having been among thefirst to join the ZEH Developer Registration System established in
May 2018.
In FY2023, we developed seven ZEB/ZEH projects, including
four of the highest-level ZEB logistics facilities, for a total of 18 ZEB/ZEH projects to date.

Initiatives Which Contributed to the Achievement of
ZEB Ready Status at Hareza Tower

ZEH-M
classification

Material Issue KPIs and Targets (p. 10)
Data

30%
or moreHospitals,commercial
facilities, etc.

External Evaluation and Certification for Green Buildings

SocialZEB Ready

ZEB
classification• Development of Mega Solar Business

Promoting a Recycling-oriented Society

Sustainability Finance◆ Example Initiatives in ZEB/ZEH Development

Illuminance: 150 to 200 lx
Color temperature:
3,000 K

Illuminance: 500 lx
Color temperature:
4,000 K

• Air Conditioning
Grid-type air conditioners and grid-type humidifiers developed with the
manufacturer were used, reducing delivery power compared to conventional
concealed-type air conditioners. In addition, a system was employed using
sensor data, including for outdoor air temperature and the difference between
the indoor temperature and set temperature, to enable highly efficient andoptimal operational control of air conditioners.

Grid-type indoor air
conditioner unit

LED lighting fixture

Grid-type humidifier

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

28

Related Material Issues

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management▶ Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society

Other Initiatives to Reduce GHG Emissions• Installation of Smart Meters• Adoption and Upgrading of Energy-saving
Equipment and Devices

Smart meters are installed, in principle, at all for-sale condominiums
we develop.
We are also moving forward with the installation of electricity
meters capable of remote meter reading in the office buildings, etc.
we develop.

We have set a short-term target of reducing our energy consumption
per unit of production by 1% each year on a five-year moving
average basis, and are working to conserve energy and reduce
our environmental impact. In our long-term buildings and for-rentcondominiums, we are actively adopting and upgrading energy-saving
equipment and devices. As of the end of FY2023, the conversion
to LED lighting has already been implemented or is in the processof being implemented at all long-term buildings. Tokyo Tatemono
has been certified as an S-class operator—the highest level in thebusiness classification evaluation system of the Act on the Rational
Use of Energy—for nine consecutive years since fiscal 2016.

External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction• Building Management Systems in Place
Measuring Energy Efficiency of Properties
In order to promote efficient energy use in office buildings and forsale condominiums, we are promoting the installation of building
management systems for measuring the energy efficiency ofproperties to enable real-time monitoring of energy use.

Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development

Building
type

Type of energy
management
system• Shinjuku Center Building(Shinjuku-ku, Tokyo; completed in October 1979)

Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance

Officebuilding

BEMS• Tokyo Square Garden(Chuo-ku, Tokyo; completed in March 2013)• Otemachi Tower(Chiyoda-ku, Tokyo; completed in April 2014)• Hareza Tower(Toshima-ku, Tokyo; completed in May 2020)

Corporate GovernanceRisk Management• Brillia Tsurumaki(Setagaya-ku, Tokyo; completed
in December 2019)

Compliance
Data

Main properties introduced at

For-salecondominium

HEMS• Brillia Tower Seiseki Sakuragaoka BLOOMINGRESIDENCE(Tama City, Tokyo; completed
in September 2022)

Third-party Assurance…Commercial Properties…Residential• Promotion of Use of Wood Materials
Tokyo Tatemono believes in the importance of using wood
appropriately as a construction material. Wood not only absorbs
CO2 and stores (fixes) carbon, it also requires less energy thansteel and reinforced concrete during manufacturing, processing,and construction, which helps curb CO2 emissions. It is also a
recyclable resource that can be reused as building materials after
buildings are demolished.
We believe it is important to utilize wood appropriately, as
it helps to address the Tokyo Tatemono Group’s material issuesof promoting a decarbonized society and promoting a recyclingoriented society.
Having set targets for promoting the use of wood materials,
we are advancing the use of domestic and certified wood materials
for interiors and furnishings of common areas in our new long-termbuildings and for-sale and for-rent condominiums.
Brillia ist Oimachi (Shinagawa-ku, Tokyo; completed in
January 2024) utilizes domestic timber, including Japanese ash
from Hokkaido, for the entrance hall’s designer walls, counters, andstools. In addition, scraps of domestic wood from the production
processes of the counters and the like are reused as part of the art
and accessories displayed in the entrance hall.
With regard to the promotion of use of wood materials,
our goal was to develop for-sale condominiums and for-rentcondominiums that use CLT for major structural components, but
this was not achieved by the target year of FY2023. Regardlessof the specific methods, we will continue to promote the use ofwood in the development of for-sale condominiums and for-rentcondominiums in the future.

Brillia ist Oimachi entrance hall furnishings

Brillia ist Oimachi entrance hall art• Introduction of Internal Carbon Pricing System
Tokyo Tatemono has begun introducing internal carbon pricing. This
works by converting CO2 emissions into monetary values to visualize
the impact of the CO2 emitted through our operations and theeffects of energy-saving measures and the shift to renewable energy.
The purpose is to forecast and prepare for the additional costs ofintroducing a carbon pricing system in Japan in the future and toaccelerate efforts to promote a decarbonized society.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Addressing the diverse needs of customers and society

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Decarbonized Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets

Collaboration and Co-creation with Customers in
GHG Emissions Reduction

Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management▶ Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion

Communicating with Tenants/Occupants
Based on targets for collaboration and co-creation with customers,
we are actively engaged in sustainability-related communication withtenants in our long-term buildings and with residents of our for-salecondominiums and for-rent condominiums.
In the Commercial Properties Business, we hold SDGs
promotion meetings in cooperation with tenants every year, sharing
information on and discussing general sustainability issues suchas energy-saving measures, switching to renewable energy,
and waste separation and recycling. We also introduce tenants’energy-saving efforts and explain the Tokyo Tatemono Group’s
energy-saving activities and GHG emissions reduction targets,
aiming to enhance activities for reducing both our own and ourtenants’ environmental impact.

Smart Meters Used in Underlying Property Portfolio
By visually displaying the consumption of electricity and otherforms of energy, we aim to enhance the shared awareness ofenvironmental considerations between tenants and building
management companies.
◆ Examples of Smart Meters Used in Underlying Property Portfolio
Tokyo
Tatemono
Yaesu
Building• Introduction of a system for visualizing electricity usage
Provides tenants with graphical data on electricity
consumption by year, month, and day, as well ascomparisons with the previous year.

Shijo•S
 mart meters used in underlying property portfolio
karasuma
Daily energy (electricity, gas, and water) usage for thebuilding is displayed on monitors in common areas.
FT Square

Introduction of Green Lease Clauses
We have adopted green lease clauses in the lease agreements weconclude with tenants and residents of our buildings and for-rentcondominiums, and are working with tenants and residents to
reduce their environmental impact through energy conservation andwaste reduction. As of the end of fiscal 2023, the adoption rate ofgreen lease clauses is approximately 41% of all properties owned by
Tokyo Tatemono.

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance…Commercial Properties…Residential

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Responding to Natural Disasters

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society▶ Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Policy and Concept
Natural disasters such as major earthquakes and typhoons threaten
our way of life. Climate change has resulted in frequent destructive
typhoons and extreme weather in recent years. As a result, interest
is rising faster than ever in the safety of real estate, which is afoundation of our lives.
As a real estate services provider, the Tokyo Tatemono Group
believes that improving resilience against disasters in ordinary
times and providing safety and security to our customers and otherstakeholders are important responsibilities.
We have identified contributing to a safe and secure society
as a material issue for the Group. To address this issue throughour business operations, we will continue to further strengthen our
measures against natural disasters.

structure (first basement floor: column-head seismic isolation) toensure high earthquake resistance. Further, the building featurescountermeasures against flooding caused by intensifying torrential
downpours and typhoons. A disaster prevention center, functioning
as the building’s central nervous system, is located on the second
floor, and transformer equipment and an emergency generator are
installed on the roof. In the event of a power outage, the emergency
generator can supply power to the building’s private areas for 72
hours at 15 VA/m2.
Double-circuit Power Receiving System
Main transmission line
Substation A
Problem

Sustainability Finance
Substation B
Backup power line

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party AssuranceTokyo Tatemono Nihonbashi Building

Developing Real Estate That Is Resilient toNatural Disasters
There has been an increase in recent years in the number of largescale natural disasters identified as having been caused by climatechange among other factors. The Tokyo Tatemono Group has
employed designs and equipment in our commercial and residential
properties in preparation for presumed future disasters, including
typhoons, floods, and major earthquakes.

Power Supplied byEmergency Generator

The Tokyo Tatemono Nihonbashi Building (Chuo-ku, Tokyo;
completed in February 2015) has a double-circuit power receiving
system connected to a main line and a backup power line
supplied by different substations, ensuring continuous operation
without power interruption even during earthquakes and floods.
If a power outage should occur on the main line due to a disasteror transmission accident, the power supply is automaticallyswitched to the backup power line, ensuring a highly reliablesupply of power. The building also employs a seismic isolation…Commercial Properties…Residential

The Great East Japan Earthquake heightened demand for
emergency power supplies in office buildings as a business
continuity planning measure for disasters.
In new office buildings under development over a certain
size, it is possible for emergency power to be supplied not only tocommon areas but also to tenant office spaces. At Tokyo Square
Garden (Chuo-ku, Tokyo; completed March 2013), emergency
power was initially supplied only to the common areas. But after
considering the disaster preparedness needs of tenants, we installed
a generator to supply power to tenant office spaces as well. The
system now in place has thecapacity to supply, at additional
cost to tenants, 15 VA/m2 forup to 72 hours. This enables
us to support our tenants’business continuity planning for
power outages.
Emergency generator

Emergency generator

Reducing Vibrations Caused by Strong Windand Earthquakes

Main transmission line

Hareza Tower (Toshima-ku, Tokyo; completed in May 2020) features
HiDAX-R®* (Revolution), a new-generation vibration control oil
damper incorporating the world’s first Vibration Energy Recovery
System (VERS) in the building frame. This damper temporarily storesa building’s earthquake-induced vibration energy in an auxiliary tankand uses it as additional power to increase damping efficiency,
thereby enabling vibration control that far exceeds the limits of
conventional vibration control oil dampers. The system can handle
wind-induced shaking and large earthquakes measuring up to 7
on the Japanese scale of seismic intensity. The system has been
demonstrated to be highly effective for earthquakes measuring 4
to 5 on said scale and for long-period seismic motion, halving the
maximum amplitude of building shaking and significantly shortening
the duration of post-earthquake swaying.

Substation A
Problem
Backup power line

Securing the Supply of Power in Emergencies

Installation of Emergency Generators
for Power Supply to Office Spaces

Substation B
Problem

Tokyo Tatemono Nihonbashi Building* HiDAX-R® is a patented technology of Kajima Corporation.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Social implementation of technology

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Responding to Natural Disasters

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society▶ Responding to Natural Disasters
Biodiversity

Tsunami Evacuation Facility on the Rooftop of
a For-sale Condominium
Brillia Shonan Tsujido Seaside Park (Fujisawa City, Kanagawa
Prefecture; completed in March 2019) is the first for-salecondominium in Fujisawa City to receive a subsidy for theconstruction of tsunami evacuation facilities. It features a 400
m2 tsunami evacuation facility that can also be used by nearby
residents. The rooftop facility will allow not only condominium
residents but also members of the local community to evacuate in
the event of a tsunami. With capacity for approximately 660 people,
the facility provides a safe location to wait until the tsunami recedes.

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights

Brillia Shonan Tsujido Seaside Park

Supply Chain Management

The tsunami evacuation facility unveiling
ceremonyseismic events, automatically calculating the cumulative damage to thebuilding structure. In addition, even for earthquakes with a mainshockthat is preceded by multiple, strong foreshocks—like the earthquakethat occurred in Kumamoto in 2016—the system can anticipate themainshock and determine the safety level at the foreshock stage.
Buildings owned by Tokyo Tatemono are served by a Disaster
Status Monitoring System. Field staff and Tokyo Tatemono personnel
can access this system via the internet and share information quickly
about the situation on the ground. After information is shared,
the system also allows instructions to be provided for actions to
be taken depending on the scenario. Training exercises are also
conducted at night with this system, as a disaster could come atany time, day or night.
In the Residential Business, for-sale condominiums underthe Brillia series condominium brand we are developing offer “Triple
Safety” three-phase (normal, disaster, and post-disaster) disaster
preparedness measures. As part of our services which place anemphasis on providing peace of mind from day one, these measures
are based on the Brillia Disaster Prevention Guidelines, which werecreated to provide a practical disaster response policy.

Improving Quality and Customer Satisfaction◆ Examples of Triple Safety Measures

Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Preparations for Responding to Natural Disasters
Strengthening Disaster Preparedness throughout
Our Businesses
In the Commercial Properties Business, at buildings owned andmanaged by Tokyo Tatemono, we implement “hard” measuresfor disaster response, such as maintaining or enhancing seismic
resistance and installing or improving emergency power sources.
We also implement “soft” measures, such as installing batteries forrecharging mobile phones and distributing stockpile goods. Throughthese measures, we are enhancing disaster prevention policies aswell as business continuity planning.
In addition, we equip our buildings with a system that uses
data from multiple sensors to determine the degree of deformationand damage and immediately confirm safety after an earthquake.
After installation, the system collects all information from subsequent…Commercial Properties…Residential

Phase 1: Prepare (Normal Times)• Holding disaster prevention briefings for residents• Lifesaving training for management staff• Creating original disaster prevention manuals

Fire Brigade Training
We conduct fire brigade training once or twice yearly to strengthen
our voluntary disaster prevention systems. In this training,participants follow the instructions from members of the local
fire brigade as they engage in several hands-on exercises forearthquake and fire response. These exercises include initial
response, first-line fire-fighting, rescue and lifesaving, transporting
injured persons, and evacuation drills.
Our fire squad trains on a daily basis. For many years, thesquad has participated in the Self-defense Fire-fighting Drill Review
Board held by the Nihonbashi Fire Department, earning many wins
to date.
In addition, as of the end of fiscal 2023, 194 Tokyo Tatemono
employees and 622 Tokyo Fudosan Kanri employees havecompleted a lifesaving course
which includes first aid. Tokyo
Tatemono has received acertificate of excellence fromthe Tokyo Fire Department inrecognition of its promotionof first aid training among its
Self-defense Fire-fighting Drill Review Board
employees.

Support for Stranded Commuters During Disasters
Community Support in the Event of a Disaster (p. 62)

Phase 2: Protect (In the Event of a Disaster)• Installing elevators with earthquake countermeasure functions• Installing studs to prevent falling furniture• Installing blocking for securing furniture to prevent tip-overs• Installing automated external defibrillator (AED) units

Phase 3: Preserve (After a Disaster)• Providing original Brillia disaster prevention backpacks as standard equipment for all units• Storing emergency supplies in common areas• Installing disaster prevention cabinets in elevators

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Biodiversity

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters▶ Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data◆ Examples of Third-party Certification Related to
Biodiversity Conservation and Green Space Creation

Policy and Concept
The Tokyo Tatemono Group is working toward a vision of creating apleasant city and living with greenery, a commitment that is included
in our Group Environmental Policy. We endeavor to understandthe direct and indirect impacts we have on the local ecosystems
and natural environments that are intrinsically linked to our realestate development projects, and to give appropriate consideration
to these issues. We are striving to create a rich and comfortableenvironment that takes biodiversity into consideration, and ourefforts include maximizing the power of greenery by transplanting
trees on our properties in line with their development plans,surveying local vegetation and the distribution of organisms, andselecting tree species to plant.
We have established environmental guidelines for both ourCommercial Properties Business and Residential Business. Bothsets of guidelines establish policies for greening buildings andsites, using greening to mitigate the heat island effect, preserving
biodiversity and ecosystems including links to the surrounding
greenery, and using greenery for communication with tenants andresidents as well as the surrounding area. In addition, we haveacquired third-party certifications for the preservation of existingtrees and the conservation of ecosystems such as ABINC*1 and
SEGES*2 for our properties that are capable of implementing
initiatives of a certain scale.
*1 A system for evaluating and certifying biodiversity conservation efforts in the use of landfor office buildings and housing complexes. It is based on the Association for Business
Innovation in harmony with Nature and Community® Promotion Guidelines and the Land
Use Score Card®, evaluation standards created by the Japan Business Initiative for
Biodiversity (JBIB).
*2 An evaluation system for green spaces that contribute to society and the environment by
the Urban Greenery Research Institute, which visualizes the social and environmental valueof green spaces.

External Evaluation for Sustainability (p. 15)
Environmental Management (p. 17)

Third-party Assurance…Commercial Properties…Residential

Biodiversity” established by Keidanren and other organizations.
Further, we have produced multiple chairs of the Real Estate
Companies Association of Japan’s Environmental Committee. The
Real Estate Industry Environmental Action Plan formulated by theEnvironmental Committee lists conserving the natural environmentand biodiversity as one of its environmental action goals.
Participation in Initiatives (p. 13)

ABINC Certification

SEGES “Creating Green”

SEGES “Urban Oasis”

Urban Initiatives
Initiatives Related to Biodiversity and Ecosystems
Status of Implementation of Risk Assessment for
Biodiversity and Ecosystems
When developing real estate, we conduct environmental
assessments of flora, fauna, and ecosystems in accordance withlaws and ordinances related to environmental impact assessments
and nature conservation. Based on these assessments, we
preserve, transplant, and conserve trees and forests as necessary.

Commitment Concerning Greenfield Development
When developing real estate on unutilized or underutilized lands, wegain an understanding of the direct and indirect impacts the projectwill have on the local ecosystem and natural environment and give
appropriate consideration to these impacts.

Collaboration with External Parties on Biodiversity andEcosystems

Restoration of Nature
Tokyo Tatemono owns Otemachi Forest, a green space which
covers roughly one third (approximately 3,600 m2) of the entire siteof Otemachi Tower (Chiyoda-ku, Tokyo; completed in April 2014).
This initiative to recreate a “real forest” in an office district bristlingwith high-rise buildings has been evaluated very positively, including
receiving ABINC Certification for biodiversity conservation, as well as
SEGES “Urban Oasis” certification, which recognizes initiatives thatprovide comfortable and safe urban green spaces.
In 2023, Otemachi Tower received recognition for thecontribution it will make toward achieving the Ministry of theEnvironment’s 30 by 30*1 target and was certified as a nature
symbiosis site.*2*1 A goal that seeks to effectively conserve at least 30% of the land and sea as healthy
ecosystems by 2030 toward the goal of halting biodiversity loss and restoring biodiversity
by 2030 (nature positive).
*2 One of Japan’s 30 by 30 initiatives based on the “G7 2030 Nature Pact” agreed at the G7
Summit in June 2021. The Ministry of the Environment certifies areas where biodiversity
conservation is being promoted through private-sector initiatives, etc.

We work to conserve biodiversity and ecosystems by cooperatingwith initiatives and industry associations. We are a member of the
Keidanren Committee on Nature Conservation, established by theJapan Business Federation (Keidanren), and a participant in the
Keidanren Initiative for Biodiversity, established by Keidanren and
the Committee. In 2022, we also joined the “30 by 30 Alliance forTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Biodiversity

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters▶ Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management

Maintaining and Preserving Ecosystems throughthe Creation of Urban Greenery◆ Features of Otemachi Tower’s Otemachi Forest

The Recreation of a “Real Forest”
We secured an experimental pre-forest facility of woodland covering 1,300
m2 in Kimitsu City, Chiba Prefecture and created a growing environment
identical to that of the planned site. Over a three-year period, we engaged
in the verification of construction methods, plant growth, and appropriate
management methods. After the soil and plants had been cultivated in
Kimitsu, they were transplanted to the building site.

Species Monitoring Surveys
Around 100 species of trees and ground cover plants were initially planted
at the site. However, a monitoring survey in 2021, conducted after natural
selection had taken hold, recorded roughly 200 species of trees and groundcover plants. Some of the species identified are rare and included in the Red
Lists of the national and metropolitan governments.

Contributing to the Preservation of Ecosystems in
Surrounding Green Spaces
While the surrounding area is an office district densely packed with tallbuildings, the nearby Imperial Palace is home to a large number of birds andinsects. This serves to contribute to the local ecosystem through a networkwith the surrounding green spaces. Several bird species have already settled
in, and around 130 species of animals have been identified at the site,
including dragonflies thought to have flown in from the Imperial Palace as well
as migratory birds.

Improving Quality and Customer Satisfaction

To provide a certain scale of greenery in urban areas where it islimited, we are not only preserving green space but also actively
creating it.
◆ Example Green Space Creation Initiatives

Tokyo Square Garden
Kyobashi-no-oka(completed in March 2013)

Nonoaoyama Building(completed in May 2020)

Brillia City Nishi-waseda
Inner Forest(completed in May 2022)

Health Management / Occupational Health and Safety
Diversity & Inclusion

Corporate Governance

Hawk

Dogtooth violet

Risk Management

Data
Third-party Assurance

Mountain cherry
blossom tree

Meiji Park Forest of Pride(opened in October 2023)

ComplianceJapanese camellia andwarbling white-eye

Raccoon dog…Commercial Properties• Creating a large-scale, approximately 3,500m2 green space and biotope leveraging
Aoyama’s topography and groundwater veins• Creating a forest with a planting plan thattakes into consideration the extant vegetationand ecosystem of the surrounding area, suchas Meiji Jingu Shrine• Establishing approximately 680 m2 of green
space on the site based on the concept ofliving with a forest inside the Yamanote Line

Nonoaoyama Building green space biotope• Selecting and planting native species basedon surveys of plant and animal ecology
conducted by the local government, etc.
• Planting approximately 700 new evergreen
and deciduous trees spanning some 60
species

Governance
Pieris melete

Tokyo Square Garden Kyobashi-no-oka

Brillia Towers Meguro(completed in December 2017) • Cooperating with the nearby Nature Study of
the National Museum of Nature and Scienceand others to contribute to the preservationand growth of the local ecosystem◆ Examples of Flora and Fauna Observed in Otemachi Forest

Human Resource Investment and Development• Concentrating greenery to create a cool spotin the center of the city and contribute tocombating heat islands• Creating a forested space on the site,
planting approximately 900 trees, andbuilding a waterway

Revitalizing and Utilizing Real Estate StockContributing to Our Communities• Creating a three-dimensional green spaceextending from the first basement floor to thefifth floor (approx. 3,000 m2)• Promoting “half-made forest development” by
preparing the soil, spreading fallen leaves andother materials to stimulate the ecosystem,and nurturing the growth of a forest over time
together with the residents of Tokyo• Utilizing Tokyo’s First Private Finance Initiative(Park-PFI) (p. 61)

FalconBrillia City Nishi-waseda Inner Forest…Residential

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Water Resources

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity▶ Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Policy and Concept
As water shortages become even more severe worldwide,
developed nations and the rest of the world face demands tocontinuously improve the efficiency of water use.
The Tokyo Tatemono Group Environmental Policy includes
a call for resource-saving activities that are kind to the Earth. In
addition, we have identified the promotion of a recycling-oriented
society as one of our material issues and have also established
KPIs and targets concerning water resources in order to address
the resolution of this issue through our business activities. With theaim of conserving water resources, we are striving to reduce ourenvironmental impact and engage in resource-saving activities suchas taking every opportunity to conserve water and reusing rain waterand miscellaneous wastewater.

Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management

KPIs and Targets• Reduction of water use
Reduce water use intensity compared with previous fiscal year
Scope of Coverage Long-term buildings*• Promotion of use of recycled water
Install gray water treatment facilities at, in principle, all new
office buildings with a total floor area of more than 30,000 m2
by FY2030
Scope of Coverage Office buildings with total floor area exceeding
30,000 m2* Applies to the main long-term buildings and commercial facilities for which we havesubstantial energy management rights.

Material Issue KPIs and Targets (p. 10)

Compliance

Environmental Management (p. 17)
Data

Creation of Management Plans for Water Resources

Initiatives Related to Water Resources

We have created management plans for water use for all of
the properties we own in our Commercial Properties Business(representing 89.2% of our total leased space). The amount ofwater used is monitored monthly for each property. If there is a large
increase or decrease compared to the amount used in the samemonth of the previous year, we take measures such as identifying
the reason for the increase or decrease. This helps to ensure
appropriate water use in the future.

Reduction of Water Use throughthe Installation of Water-saving Devices, Etc.

Conducting Water Stress and Water Risk
Assessments
Using Aqueduct, an assessment tool developed by the World
Resources Institute (WRI), as of the end of fiscal 2023, we had
conducted water stress and water risk assessments for all properties
owned and operated by the Tokyo Tatemono Group in Japan andoverseas. No properties in Japan or overseas were located in areas
rated “High” or higher, and therefore no water was withdrawn or usedin high-risk areas. Regular monitoring will continue in the future.

We actively employ water-saving devices at all of the properties wedevelop, own, and operate.
In the Commercial Properties Business, in addition to stating
our commitment to reducing our environmental impact throughwater conservation and the use of gray water in our Environmental
Action Plan and Guidelines, we have established 10-year repair
and investment plans for existing buildings, and are systematicallyswitching to water-saving devices in conjunction with renovation
work. We also work with our partners and tenants to conserve
water in our daily operations and management. In fiscal 2023, thewater use intensity of our long-term buildings increased by 0.02
points.
◆ Example of Water-saving Devices Installed at Shijo-karasuma FTSquareConstruction
period2019-2021

Overview

Restroom renovation work
• Installation of water-saving sanitary equipment

Water Use

Reduction to 9,913 m3 in FY2021 compared to 23,261 m3 in
FY2018 (57.3% reduction rate*)* This figure includes other effects, such as less frequent toilet use due to COVID-19.

In the Residential Business, the Brillia Environmental Guidelines
for the Brillia for-sale condominiums and Brillia ist for-rentcondominiums that we develop require that kitchen faucets,
bathroom shower faucets, and wash basin faucets be hot-watersaving faucets as a standard. This requirement contributes tothe supply of for-sale and for-rent condominiums with a reduced
environmental impact.

(Data) Water Use / Intensity (p. 88)

Third-party Assurance…Commercial Properties…Residential

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Water Resources

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity▶ Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability Finance

Promoting Resource Recycling through the Useof Recycled Water
In buildings above a certain size, we are actively introducing
equipment that can treat rainwater and miscellaneous wastewaterfrom tenants’ kitchens into gray water within the building. The water
which has been treated to gray water is reused for non-potablepurposes such as toilet flushing and watering exterior plants.
◆ Major Buildings with Gray Water Treatment Facilities(Total Floor Area over 30,000 m2)• Kasumigaseki Common Gate
(Chiyoda-ku, Tokyo; completed in September 2007)• Osaki Center Building (Shinagawa-ku, Tokyo; completed in March 2009)• Nakano Central Park South (Nakano-ku, Tokyo; completed in May 2012)• Tokyo Square Garden (Chuo-ku, Tokyo; completed in March 2013)• Otemachi Tower (Chiyoda-ku, Tokyo; completed in April 2014)• Hareza Tower (Toshima-ku, Tokyo; completed in May 2020)

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion

Complaince with Laws and Regulations on
Water Use
We have installed wastewater treatment facilities in buildings that are
subject to water pollution laws and ordinances. We treat wastewaterto ensure that it complies with standards before discharging it into
public water bodies such as sewers, rivers, and the sea. There wereno violations of water use-related laws or regulations (such as those
governing water quality and quantity) in FY2023.

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance…Commercial Properties…Residential

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Recycling-oriented Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources▶ Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights

Policy and Concept

Waste Reduction Initiatives

Pollution of the air, soil, and water caused by waste and hazardous
substances and the depletion of natural resources are issues sharedby all of society. Businesses have an obligation to reduce the waste
and hazardous substances generated by their activities and use
natural resources effectively.
The Tokyo Tatemono Group Environmental Policy includes
a call for resource-saving activities that are kind to the Earth. In
addition, we have identified the promotion of a recycling-oriented
society as one of our material issues, and have also established KPIs
and targets related to waste in order to address the resolution ofthis issue through our business activities. We are striving to reduce
our environmental impact through our businesses and contributeto creating a recycling-oriented society. In the development ofbuildings, we engage in planning, designing, and construction plan
formulation in a way that considers environmental and life-cycle
assessments. In operation and management, we reduce waste whilecurbing and properly managing hazardous substances.

Supply Chain Management
Improving Quality and Customer Satisfaction

KPIs and Targets

Revitalizing and Utilizing Real Estate Stock• Reduction of waste emissions

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

By FY2030, 20% reduction in waste emissions per unit of floorarea compared with FY2019
Scope of Coverage Long-term buildings*• Waste recycling promotion
By FY2030, achieve a waste recycling rate of 90%
Scope of Coverage Long-term buildings** Our long-term buildings and commercial facilities for which we have substantial energy
management authority and for which we have submitted a written plan for waste reuse andreduction.

Material Issue KPIs and Targets (p. 10)
Data

Environmental Management (p. 17)
Third-party Assurance(Data) Waste Emissions and Recycling Amount / Recycling Rate
(p. 89)…Commercial Properties…Residential

In all aspects of its business activities, the Tokyo Tatemono Groupis committed to reducing its environmental impact through waste
reduction, recycling, and effective use of resources. In FY2023,
we were able to reduce waste emissions per unit of floor area byapproximately 28% (compared to FY2019).

Introduction of a Centralized Waste
Management System
To properly and accurately manage and understand the waste
generated at the office buildings owned and operated by Tokyo
Tatemono, we introduced a centralized waste management systemusing electronic manifests.

Collaboration and Co-creation with Customers in
Waste Reduction
The Tokyo Tatemono Group carries out a range of initiatives aimed
at reducing waste through collaboration and co-creation withthe tenants of the office buildings owned and operated by Tokyo
Tatemono as well as the residents of Tokyo Tatemono’s for-sale andfor-rent condominiums, such as promoting the 3Rs (Reduce, Reuse,
and Recycle).
In the Commercial Properties Business in 2023, in order toreduce waste from the take-out containers used by food trucks at
Nakano Central Park, we collaborated with Kirin Holdings Co., Ltd.
and Marui Group Co., Ltd. to conduct a demonstration test of acontainer sharing service in which disposable takeout containers were
replaced with reusable Megloo containers from Kaman, Inc. In the
Residential Business in 2024, we launched the Waste Not Life Project

to contribute to the reduction of various types of waste, with measures
including the collection of waste cooking oil as well as clothing andmiscellaneous small goods at for-sale condominiums we have soldor plan to sell in the future. We will continue to strive to create anenvironment where residents can actively engage in waste reduction.
◆ Example Initiatives from the Waste Not Life ProjectCollection of waste cooking oil
We collect waste cooking oil because,
when properly processed, it can berecycled into fertilizer, feed, soap, andSAF (aviation fuel). We place collection
boxes in condominium common areas,a method which minimizes the burden
for residents.
Waste oil being collected(Brillia Tama Center)Collection of clothing and miscellaneous small goods
In order to reuse clothing that can still
be worn as well as toys and othermiscellaneous small items that can still
be used, PASSTO—a service provided
by ECOMMIT Co., Ltd. that streamlines
the collection, sorting, and redistributionof unwanted items—was instituted
in condominium common areas. The
PASSTO collection boxes
collected unwanted items are redistributed as gently-used goods in Japan and overseas by ECOMMIT. Thosethat can’t be reused due to damage, etc. are recycled through recycling partners.

GOMMY, a Garbage Disposal Area That People Will Enjoy
Using
When talking with residents, one
constant point of discussion was
the garbage sorting and sanitation
environment. Taking a look at theissue from a different perspective, we
wondered whether changing garbage
disposal areas might change people’s
Example GOMMY disposal areaawareness, and took on the challenge(Brillia Nishi-kunitachi)of creating a solution through spaceplanning. In addition to using the same warm colors for lighting as in our
properties’ living rooms, we made extensive use of pictograms and included
English signage to make it easier for people of all ages as well as diverse
backgrounds to dispose of their waste.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

37

Contributing to a safe and secure society

Related Material Issues

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Recycling-oriented Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework◆O ther Examples of Waste Reduction Initiatives with Customers

Material Issue KPIs and Targets
Stakeholder Engagement

SDGs promotion meetings

Participation in Initiatives

Engaging in Information Sharing and Opinion Exchange on Overall
Sustainability, Including Waste Separation and Recycling, with Tenants (p. 62)

External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources▶ Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Using Reusable Bottles to Eliminate the Use of Paper Cups
We are reducing paper cup waste by using reusable bottles
throughout the Tokyo Tatemono Group, including at branch offices.
In 2022, in a demonstration experiment conducted in collaboration
with Thermos K.K., Panasonic Corp., Apex Corp., and Ajinomoto
AGF, Inc., approximately 300 employees working on the seventh
floor of the Tokyo Tatemono Yaesu Building used reusable bottles.
Over a two-month period, this achieved a reduction of roughly 50 kg(equivalent to 300 kg annually) in paper cup waste. Based on theseresults, we distributed reusable bottles to all officers and employees
working for Tokyo Tatemono and promoted the use of such bottles
throughout the Group. This in turn led to an annualized reduction in
paper cup waste of 766 kg at our Head Office.

Nakano Central Park, where the Kirin Group has its headquarters, tocollect used PET bottles. These bottles then undergo intermediate
processing to make them suitable for use as a recyclable resource.
They are then recycled into new PET bottles that are used for
products sold by Kirin Beverage throughout Japan. With the aimof reducing waste plastic and establishing a sustainable resource
recycling scheme, we will also establish a horizontal recycling scheme
whereby the plastic bags used in the recycling bins are recycled into
new plastic bags which we will then purchase. In the future, we plan
to expand the scope of this initiative and place recycling bins in otherbuildings and facilities owned by Tokyo Tatemono.

CustomerDeveloper

Compression

Recycling

Beverage
manufacturer

Used PET bottle
collection

VolumereductionResinreclamation

Reuse inproducts…Residential

Details of initiatives

Tokyo Tatemono Yaesu
Building, others

Created a resource recycling scheme inwhich toilet paper is purchased from a millthat collects and recycles the building’s waste
paper

Shinjuku Center Building

Conducted a demonstration experimentin which organic waste generated andincinerated at the office building is converted
into fuelOtemachi Tower

Food scraps and kitchen waste generated byrestaurant tenants are collected and recycled
as compost at a recycling centerTokyo Square Garden

Conducted a demonstration experiment forrecycling waste plastic in which PET bottles
and other plastic waste from tenants’ offices
were sorted and processed into pellets foruse as a raw material for new plastic officesupplies

Provision to
Metropolitan Environmental
Beautification Center

Nationwide sale

Reused in products sold nationwide by Kirin Beverage Co., Ltd.

Recycling Waste Materials…Commercial Properties

Property name

Process of PET Bottle Collection, Recycling, and Reuse in Commercial Products

Process of Plastic Bag Collection, Recycling, and Transformation to Commercial Products

At the office buildings owned and managed by Tokyo Tatemono, weare conducting various demonstration experiments and trials aimed
at recycling and reusing waste. By actually putting waste recycling
into practice, we plan to not only reduce waste but also foster andincrease recycling awareness among our employees and tenants.
In FY2023, we achieved a waste recycling rate of 58.5%.
In 2023, we launched a bottle-to-bottle initiative in cooperation
with Kirin Beverage Company, Ltd., a domestic beverage
manufacturer, to collect used PET bottles and recycle them into new
PET bottles. In Japan, once PET bottles are recycled into somethingother than a PET bottle, it is technically difficult to recycle themback into PET bottles. Waste and other foreign matter in collected
used PET bottles also hinder bottle-to-bottle implementation. As aresult, the stable supply of high-quality used PET bottles suitable
for recycling is a pressing issue. Through this initiative, we createda resource recycling scheme in which recycling bins are placed in◆ Initiatives to Recycle Waste at Individual Office Buildings

CustomerDeveloper

Compression

Placement and collection ofplastic bags in recycling bins

Volumereduction

Recycling
Resin molding

Transformation
to products

Provision to
Metropolitan Environmental
Beautification Center

Sale

Plastic bags are recycled into new ones and sold to Tokyo Tatemono.

Recycling Valuable Materials from Waste
Tokyo Fudosan Kanri, a Tokyo Tatemono Group company,
previously disposed of waste generated by move-in construction,
restoration, and facility renewal work as construction industry waste.
Now, however, materials primarily made of metal, such as steel
partitions, OA floors, lighting fixtures, air conditioners, electric wires,
cables, piping, and ducts, are sold by the company to recyclers as
valuable materials,* after which they are dismantled and sorted forreuse in new products.
* “Valuable materials” refers to items with a net value of 1 yen or more after subtracting thecost of recycling from the sales price of the item. These materials include air conditioners,
steel products, etc.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

38

Related Material Issues

Contributing to a safe and secure society

Promoting a decarbonized society

Promoting a recycling-oriented society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Promoting a Recycling-oriented Society

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources▶ Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Control and Proper Management ofHazardous Substances
Measures Against Nitrogen Oxide (NOx) and Sulfur Oxide(SOx)
Tokyo Tatemono identifies, measures, and appropriately manages air
pollutants emitted from our businesses. Tokyo Tatemono regularly
measures the concentration of nitrogen oxide (NOx), sulfur oxide(SOx), and other chemicals emitted from equipment producing
smoke and soot, including cooling/heating systems and boilers thatare in use in some of our office buildings. We also comply with theenvironmental standards defined in the Air Pollution Control Act inthe operation of these systems.
(Data) Hazardous Substance Emissions (p. 89)

Sustainability Finance

Measures Against Volatile Organic Compounds (VOC)
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance

Formaldehydes are the primary substances behind sick building
syndrome. To maintain the health of its tenants, Tokyo Tatemono
restricts the use of products emitting formaldehydes in buildings andstipulates standards for action against formaldehydes in conjunction
with the regulations of the Building Standards Act. We measure theconcentration of formaldehydes in new buildings in accordance with
our own standards to verify the safety of indoor environments.

Proper Processing of Fluorocarbons
Tokyo Tatemono complies with the Act on Rational Use and Proper
Management of Fluorocarbons to protect the ozone layer andprevent global warming. We limit the use of controlled fluorocarbons(including CFCs and HCFCs), strive to be rigorous in recoveringcooling agents, and check thoroughly for leaks via both basic andregular inspections to limit the release of fluorocarbons into theatmosphere.
When upgrading air conditioning systems or demolishingbuildings, we properly dispose of the fluorocarbons retrieved fromthe air conditioning systems.

Proper Processing of Polychlorinated Biphenyls (PCBs)
We have completed the proper disposal of waste containing PCBs
(such as transformers, capacitors, and stabilizers) that were storedin our buildings.
(Data) Hazardous Substance Emissions (p. 89)

Measures Against AsbestosTokyo Tatemono has conducted surveys on the usage status ofspraying materials that contain asbestos for all the buildings weown. In buildings where asbestos was found to be in use, we tookappropriate steps in response, including removal or containmentand sharing information with the building tenants.
(Data) Hazardous Substance Emissions (p. 89)

Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

39

Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Addressing the diverse needs of customers and society

Revitalizing and utilizing real estate stock

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

External Evaluation and Certification for Green Buildings

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society▶ External Evaluation and Certification for Green Buildings
Sustainability Finance

Policy and Concept
The Tokyo Tatemono Group recognizes that, to meet the
expectations and demands of our tenants, investors, and otherstakeholders, it is essential that we develop and operate real estate
while taking into consideration the reduction of our environmental
impact as well as the comfort and diversity of our users. It is also key
that we provide open disclosure of our performance and initiatives
related to such real estate.
The Tokyo Tatemono Group has identified the promotionof a decarbonized society as one of its material issues, and has
established KPIs and targets for promoting the development of ZEB
and ZEH as well as acquiring green building certifications in orderto address this issue through its business activities. In addition to
new buildings, we are actively obtaining external green building
evaluations and certifications for our existing office buildings andfor-rent condominiums.

Promoting the Acquisition of External Evaluations
and Certifications for Green Buildings◆ Acquisition Rate of External Evaluation and Certification forGreen Buildings (As of the End of FY2023)

The Tokyo Tatemono Group is promoting the acquisition of external
green building evaluations and certifications,*1 such as the DBJ
Green Building certification.*2
In fiscal 2023, six office buildings, four logistics facilities, andthree for-rent condominiums newly received external green building
evaluations and certifications. We will continue to contribute to therealization of a decarbonized society through the development ofgreen buildings.
*1 Evaluation by rank:
Five Stars (top 10%): Building with the top class environmental and social awareness in Japan
Four Stars (top 30%): Building with exceptionally high environmental and social awareness
Three Stars (top 60%): Building with excellent environmental and social awarenessTwo Stars (top 85%): Building with high environmental and social awarenessOne Star (top 100%): Building with satisfactory environmental and social awareness*2 DBJ Green Building Certification, CASBEE Building Certification, etc.

71.1%

72

certifiedcerAcquisition Rate of Certifications
for All Properties Owned and Managed
by Tokyo Tatemono

Acquisition Ratefor the Leasable Are

SocialRespect for Human Rights

KPIs and Targets

Supply Chain Management• Promotion of development of ZEB and ZEH└ Develop ZEB for, in principle, all new office buildings andlogistics facilities
Scope of Coverage Commercial Properties Business

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management└ Develop ZEH for, in principle, all new for-sale and for-rentcondominiums
Scope of Coverage Residential Business

71.1%

72.4%

59.

certifiedcertifiedcertifi

Acquisition Rate of Certifications

Acquisition Rate of Certifications
for the Leasable Area of Office Buildings

Brillia ist Shinonome Canal Court
forFY2023
All Properties
Owned and Managed(acquired 5-star rating in theedition of the
by Tokyo Tatemono
DBJ Green Building certification)

Acquisition Rate ofor the Leasable Area of• Acquisition of green building certifications
Acquire green building certifications* for, in principle, all new
office buildings, logistics facilities, and for-rent condominiums

Scope of Coverage Commercial Properties Business /Residential Business

Compliance* DBJ Green Building Certification, CASBEE Building Certification, etc.

Data

71.1%

72.4%

59.8%

certifiedcertifiedcertifiedAcquisition Rate of Certifications
for All Properties Owned and Managed
by Tokyo Tatemono

Acquisition Rate of Certifications
for the Leasable Area of Office Buildings

Acquisition Rate of Certifications
for the Leasable Area of Residential Buildings

Material Issue KPIs and Targets (p. 10)
Third-party Assurance

External Evaluation for Sustainability (p. 15)(Data) Acquisition Rate of Green Building Certification for Owned
and Managed Properties (p. 89)

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

40

Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Addressing the diverse needs of customers and society

Value co-creation and innovation

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Sustainability Finance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings▶ Sustainability Finance

Policy and Concept
Sustainability finance refers to bonds and loans to raise funds
specifically for the purpose of promoting sustainability by addressing
environmental issues such as climate change or social issues suchas poverty, health, and economic disparity.
The Tokyo Tatemono Group promotes urban developmentthat contributes to solving social issues. We strive to improve theattractiveness of the areas in which we develop and to increase thevalue of our entire asset portfolio. We aim to channel these efforts
toward our sustainable growth as a company.
We will accelerate the cycle of allocating the funds we raise
to projects that help bring about a sustainable society. We will help
promote a decarbonized, sustainable society by balancing, at a highlevel across our operations, the need to address social issues with
the need for business growth.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance

Sustainability Finance Framework
Tokyo Tatemono has put in place several finance frameworks toguide its financing. These frameworks apply the four requirements
defined in the Green Bond Principles, Social Bond Principles,Green Loan Principles, and Social Loan Principles referred to by
the International Capital Markets Association: Use of Proceeds,
Process for Project Evaluation and Selection, Management ofProceeds, and Reporting.

Corporate GovernanceUse of Proceeds

Risk Management

Proceeds will be allocated to projects that meet eligibility criteriasuch as the acquisition or construction of green buildings and social
projects addressing social problems, or will be used for refinancing
such projects.

Compliance
Data
Third-party Assurance

Process for Project Evaluation and Selection
The Finance and Sustainability Management Departments selectprojects that meet the eligibility criteria. The final decision is made by
the President or the Chief Financial Officer.

Management of Proceeds
The status of the allocation of proceeds is tracked and managed by
the Finance Department using an internal control system. The results
are confirmed by the officer in charge of the Finance Department
or the general manager of the Finance Department on a quarterly
basis. The proceeds are managed as cash or cash equivalents until
they are allocated. For unallocated proceeds, should they arise,
projects will be selected from among projects that meet the eligibility
criteria. The unallocated proceeds will be managed in cash or cash
equivalents until their reallocation is decided.

Reporting
We disclose the allocation status of proceeds, environmental
improvement impacts, and social benefits on our website once yearly
until all proceeds classified for allocation reporting are fully allocated.

First Issuance of Sustainability Bonds in the Real Estate
Sector in JapanIn July 2020, in a first for the real estate sector in Japan, Tokyo
Tatemono issued sustainability bonds worth a total of 40 billion yen,
becoming the largest-ever issue amount and gaining the largest
number of investors by a company not operating in finance for thisbond type in the country.
The issued sustainability bonds involved a package of funds
to cover the overall urban development of the Yaesu-NihonbashiKyobashi area of central Tokyo. The proceeds were allocatedto developing this area as a seeding ground for comprehensive
solutions to social issues, from combating climate change,
strengthening disaster prevention and mitigation, and medical
cooperation, to addressing food issues and building an innovation
ecosystem. As an initiative that was groundbreaking even by global
standards, Tokyo Tatemono
received the Gold Award in thefundraiser category of the 2nd
ESG Finance Awards Japan.
We have since continued toissue sustainability bonds, totaling
50.0 billion yen in 2021 and 20.0
billion yen in 2023.

Achievements in Sustainability FinanceJapan’s First Green Bond Issuance and the World’s First in
the Real Estate Sector
In March 2019, we issued Japan’s first (and the world’s first for thereal estate sector) green hybrid bond with an issue size of 50.0
billion yen. As the largest green bond issue in Japan and with arecord number of investment commitments, it also won the Silver
Prize (Minister of the Environment’s Prize) in the bond category of thefirst ESG Finance Awards Japan* for its environmental improvement
effects and high level of transparency in the use of funds.
* The ESG Finance Awards Japan is an initiative established by the Ministry of the Environmentof Japan to evaluate, recognize, and publicize the efforts of investors, financial institutions,and other organizations that have achieved outstanding environmental or social impact
through their active involvement in ESG finance and green projects. The awards also
recognize companies that have incorporated important environment-related opportunities
and risks into their management strategies to enhance their corporate value and create
impact on corporate value and the environment.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

41

Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Addressing the diverse needs of customers and society

Value co-creation and innovation

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Sustainability Finance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework◆ Overview of Green Bonds and Sustainability Bonds

Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Name

2nd Series Subordinated Bonds (Green
Bonds)

31st and 32nd Unsecured Corporate
Bonds (Sustainability Bonds)

3rd Series Subordinated Bonds(Sustainability Bonds)

34th Unsecured Corporate Bonds(Sustainability Bonds)

33rd Unsecured Corporate Bonds (Sustainability Bonds,
for individual investors)

Issue date

March 15, 2019

July 16, 2020

February 10, 2021

July 6, 2023

July 30, 2021

Redemption date

March 15, 2059

July 16, 2025 (31st),
July 16, 2030 (32nd)

February 10, 2061

July 6, 2033

July 28, 2028

Issue amount

50.0 billion yen

20.0 billion yen each
(31st issue, 32nd issue)

40.0 billion yen

20.0 billion yen

10.0 billion yen

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings▶ Sustainability Finance

Framework eligibility
criteria

SocialRespect for Human Rights

Green Project
Eligible properties are those that havealready acquired or are scheduled to becertified/recertified as one of the top two
ranks in any of the third-party certification
bodies listed in ❶ to ❸ below.
❶ 4 or 5 stars in the DBJ Green Building
certification❷ A or S rank in the CASBEE Building
certification (new buildings)❸ 4 or 5 stars in the BELS certification

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities• Funding for acquisition, construction,and refinancing of Hareza Tower• Refinancing of the acquisition andconstruction of Nakano Central ParkSouth

Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceUse of Proceeds

Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

External evaluation
ReportingGreen 1 (JCR)

Green Project
Eligible properties are those that have already acquired or are scheduled to be certified/recertified as one of the top two
ranks in any of the third-party certification bodies listed in ❶ to ❸ below.
❶ 4 or 5 stars in the DBJ Green Building certification❷ A or S rank in the CASBEE Building certification (new buildings)❸ 4 or 5 stars in the BELS certification

Green Project
Eligible properties are those that have already acquired orare scheduled to be certified/recertified as one of the top
two ranks in any of the third-party certification bodies listedin ❶ to ❹ below.
❶ 4 or 5 stars in the DBJ Green Building certification❷ A or S rank in the CASBEE Building certification(new buildings)❸ 4 or 5 stars in the BELS certification❹ ZEB certification: ZEB, Nearly ZEB, ZEB Ready,or ZEB Oriented

Social Project
Projects that contribute to any of the following ❶ to ❸.
❶ Basic infrastructure development and access to essential services❷ Socioeconomic improvement and empowerment❸ Food safety

Social Project
Projects that contribute to any of the following ❶ to ❷.
❶ Access to essential services❷ Socioeconomic improvement and empowerment

Urban development of the Yaesu-Nihonbashi-Kyobashi area next to Tokyo station, as a contribution to solving social
issues❶ Yaesu 1-chome East District Urban Redevelopment Project in front of Tokyo Station (Yaesu Project)❷ Yaesu 1-chome North District Urban Redevelopment Project (Gofukubashi Project)❸ Tokyo Square Garden❹ Tokyo Tatemono Nihonbashi Building❺ City Lab TOKYO❻ TOKYO FOOD LAB❼ xBridge-Tokyo/xBridge-Tokyo Next
❽ Kitchen Studio SUIBA❾ TOKYO IDEA EXCHANGE

Urban development that creates value of place and valueof experience by meeting the diverse needs of customers
and society, etc.
❶ Hareza Tower❷ Nakano Central Park South❸ Brillia ist Tower Kachidoki❹ Nonoaoyama Building(residences for the elderly, daycare facilities)

SU1 (F) (JCR)
Sustainability Finance Reporting

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

42

Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Addressing the diverse needs of customers and society

Value co-creation and innovation

Promoting a decarbonized society

Environment

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Sustainability Finance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Green Loan Financing

Material Issue KPIs and Targets

We are steadily raising funds through green loans in accordance with a new financing framework established in June 2022.

Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability◆G reen Loan Overview
Name

1st Green Loan

2nd Green Loan

3rd Green Loan

4th Green Loan

5th Green Loan

Borrowing dateJune 28, 2022

December 23, 2022

December 23, 2022

September 29, 2023

December 22, 2023

Environmental Management

Repayment dateJune 28, 2032

December 28, 2029

December 23, 2032

September 29, 2028

December 27, 2030

Promoting a Decarbonized Society

Loan amount10.0 billion yen

1.0 billion yen

10.0 billion yen

1.0 billion yen

1.0 billion yen

Framework
eligibility criteria

Green Project
Eligible properties are those that have already acquired or are scheduled to be certified/recertified in any of the third-party certification
bodies listed in ❶ to ❺ below.
❶ 3, 4, or 5 stars in the DBJ Green Building certification❷ A or S rank in the CASBEE Building certification (new buildings)❸ 4 or 5 stars in the BELS certification❹ ZEB certification: ZEB, Nearly ZEB, ZEB Ready, or ZEB Oriented❺ ZEH certification: ZEH-M, Nearly ZEH-M, ZEH-M Ready, or ZEH-M Oriented
Refinancing the acquisition andconstruction of Tokyo Tatemono Sendai
Bldg.

Refinancing the acquisition andconstruction of SMARK Isesaki

Use of Proceeds❶ Refinancing the acquisition andconstruction of Tokyo Tatemono Sendai
Bldg.
❷ Refinancing the acquisition andconstruction of T-LOGI Narashino

Environment

Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings▶ Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development

External evaluation
ReportingRefinancing the acquisition andconstruction of Tokyo Tatemono Sendai
Bldg.

Refinancing the acquisition andconstruction of Tokyo Tatemono Sendai
Bldg.

Green 1 (F) (JCR)
Reporting on Green Loan

Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

43

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO
ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

SocialEnvironment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

44

Related Material Issues

Contributing to a safe and secure society

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Respect for Human Rights

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocial▶ Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Policy and Concept
Based on the United Nations Guiding Principles on Business andHuman Rights, the Tokyo Tatemono Group has established theTokyo Tatemono Group Human Rights Policy, which specifies thematters all employees, including officers and contract employees,
as well as temporary employees, and all other persons engaged
in business, should adhere to. Based on this policy, the Tokyo
Tatemono Group is promoting initiatives to respect the human rights
of all stakeholders involved in our business, such as the prohibitionof forced labor and child labor, and the prohibition of discriminationand harassment based on race, nationality, beliefs (including
religion), gender, sexual orientation, age, social status, or origin.
Through human rights due diligence based on this policy,
the Tokyo Tatemono Group is working to identify issues related tohuman rights in the Tokyo Tatemono Group’s business, mitigate or
correct any issues that exist, and provide relief to those who havebeen adversely affected by any human rights issues.
Furthermore, by publishing this policy on the Tokyo Tatemono
website, we are clearly communicating our expectations to all
stakeholders on the need to respect human rights.
Furthermore, we request suppliers who collaborate with
the Tokyo Tatemono Group, including secondary and subsequent
suppliers, to promote their business with respect for human rights
through initiatives based on the Sustainable Procurement Standards.

KPIs and Targets• Respect for Human Rights
Dissemination of the Human Rights Policy
Deployment to and compliance by Group companies
Scope of Coverage Tokyo Tatemono GroupTokyo Tatemono Group Human Rights Policy
Sustainable Procurement Standards
 okyo Tatemono Group Guidelines for Sustainable Procurement
T
Standards
Material Issue KPIs and Targets (p. 10)
Participation in Initiatives (p. 13)
Supply Chain Management (p. 50)

SystemThe Tokyo Tatemono Group, led by the Sustainability Committee,
chaired by the President, and the Human Rights Subcommittee,
which is a subordinate organization of the Sustainability Committee,
promotes human rights initiatives together with relevant departments
and Group companies, and with support from external experts.
The Sustainability Committee not only deliberates anddiscusses on the formulation of Human Rights Policies, etc., thedevelopment of systems, the setting of human rights-related metrics
and targets, and specific initiatives, but also monitors and evaluates
the status of initiatives and the progress of achieving targets. The
Human Rights Subcommittee, led by the Personnel Department,
discusses how to promote initiatives based on the Human Rights
Policy and human rights due diligence, and shares progress ofsuch initiatives. Important matters discussed and debated by theCommittee are submitted to or reported to the Board of Directors,
which oversees the human rights initiatives.
Sustainability Promotion Framework Chart (p. 9)

International Norms the Tokyo Tatemono Group Supports
and Respects• The International Bill of Human Rights, consisting of the
Universal Declaration of Human Rights, the International
Covenant on Civil and Political Rights, and the International
Covenant on Economic, Social and Cultural Rights• Guiding Principles on Business and Human Rights• International labor standards on human rights, such as theInternational Labour Organization’s (ILO) Declaration on
Fundamental Principles and Rights at Work, which stipulates
fundamental rights in the workplace (freedom of association and the right to collective bargaining, the elimination offorced labor, the effective abolition of child labor, and theelimination of discrimination in respect of employment andoccupation)◆ Framework Chart (Human Rights)
Board of Directors
Deliberate
and reportSupervise

Sustainability Committee(Chair: President)(Secretariat: Sustainability Management Department,
Assisted by: Corporate Planning Department)

Human Rights Subcommittee(Secretariat: Personnel Department andCorporate Planning Department)

Corporate departments, Business divisions,Group companies

Compacts Tokyo Tatemono Has Signed and Endorsed• 10 principles in four areas (human rights, labor, environment,
and anti-corruption) as defined by the United Nations
Global Compact

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Respect for Human Rights

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets

External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Organizing Human Rights Issues

Water Resources

Based on the United Nations Environment Programme FinanceInitiative (UNEP FI) Human Rights Guidance Tool and other guidanceon human rights, the Tokyo Tatemono Group has organized thestakeholders involved in the Tokyo Tatemono Group’s business andidentified general human rights issues that may arise as a result ofcorporate activities, as well as human rights issues specific to thereal estate industry.

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocial▶ Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock◆M ajor human rights issues identified based on the Tokyo TatemonoGroup’s business
Stakeholders

Main Human Rights Issues

Workers at Tokyo Tatemono
and Group companies

Health, health and safety, earthquakes
and pandemics, discrimination andharassment, long working hours,
working conditions and working
environment, etc.

Workers of the Tokyo
Tatemono Group’s business
partners and suppliers, suchas construction and building
management companies

Forced labor, child labor, heath, healthand safety, industrial accidents,
discrimination and harassment, long
working hours, working conditions andworking environment, etc.

Customers using the Tokyo
Tatemono Group’s products
and services

Safety of products and services, humanrights violations related to products
and services, personal information andprivacy, etc.

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

All members of society andcommunities (including
General impact on local communities,
indigenous peoples) in regions such as forced migration, local rights,
where the Tokyo Tatemono
and bribery and corruption.
Group operates

Human Rights Due Diligence
Developing and publishing
the Human Rights Policy

Participation in Initiatives

The Tokyo Tatemono Group is engaged in human rights due
diligence in accordance with the Tokyo Tatemono Group Human
Rights Policy. Human rights due diligence involves identifying humanrights issues and then identifying those that should be prioritized.
If a negative impact on human rights is foreseen, preventive
measures and mitigation measures are taken, the effectiveness of
those measures is monitored, and the measures are improved asnecessary (PDCA cycle).

◆ Human Rights Due Diligence Process❶ Organize human rights issues, identify
and assess human rights risks (identify
priority human rights issues)

PDCA cycle
for continuous
improvement❹ Share information and communicate
externally❷ Implement preventive and mitigation
measures in cases where negative
impacts on human rights are
anticipated❸ Track effectiveness of response
measures

Mechanism for remediation andremedy for human rights issues

Stakeholder Engagement

Human Rights Due Diligence Initiatives

Stakeholder engagement

Identification and Assessment of Human Rights Risks(Identifying Human Rights Priorities)
Based on the organized human rights issues, we identified anddisclosed the human rights issues that are a priority for the Tokyo
Tatemono Group after identifying the human rights risks specificto the Tokyo Tatemono Group. We then assessed the level ofpriority from the perspective of the scale of the impact on humanrights, including the severity and likelihood of occurrence, and theconnection with the Tokyo Tatemono Group. During this process,we received advice from human rights experts and had discussions
at workshops attended by all group companies as well as
consultations at Sustainability Committee meetings.
For the identified priority issues, we will continually strive tounderstand the situation in different business fields and countries/
regions, and if we anticipate any adverse affect on human rights,
we will take appropriate preventive and mitigation measures. The
effectiveness of these measures is monitored, and if problems arefound, we make efforts to improve them and disclose the status ofthese efforts.

Tokyo Tatemono Group Human Rights Priority Issues• Forced labor and child labor• Impact on local communities• Health and safety• Discrimination and harassment• Employee working conditions and working environment• Supplier working conditions and working environment• Right to privacy

Initiatives to Address Human Rights Priority Issues
In order to reduce risks to the human rights priority issues thathave been identified, the Tokyo Tatemono Group looks at specificinitiatives led by the Human Rights Subcommittee, addressing themin each relevant department. The effectiveness of these initiatives isregularly checked and reviewed as necessary through monitoringand dialogue with stakeholders.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Respect for Human Rights

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement◆O verview of Initiatives to Address Human Rights Priority Issues
Human Rights
Priority Issues• The Tokyo Tatemono Group Human Rights Policy clearly states the prohibition of forced labor and the effective
abolition of child labor• Prevention and early detection of forced labor through compliance questionnaires for all Group officers andemployees and periodic interviews by the Personnel Department for all Company officers and employees• Age verification with official certification for new graduates and mid-career hires to prevent the occurrence ofchild labor, etc.

• The Sustainable Procurement Standards clearly state the elimination and prevention of forcedlabor and child labor and request compliance, etc.

• Supply Chain Management (p. 50)• Compliance with laws and regulations of the countries and regions in which business is done (including local
and international laws of each country)• Pursuing methods to maximize respect for internationally recognized human rights when there is a conflict
between internationally recognized human rights standards and the laws and regulations of any country or
region, etc.

• The Sustainable Procurement Standards clearly state the establishment, maintenance, andimprovement of good relationships with local communities, as well as understanding andrespect for local community culture and customs, and request compliance, etc.
• Implementation of human rights assessments when participating in new projects overseas(e.g., conducting social impact assessments on human rights, ensuring appropriate landacquisition, minimizing and mitigating adverse social and economic impacts on indigenous
peoples, and verifying employment of local labor and financing for land acquisition anddevelopment), etc.

• Supply Chain Management (p. 50)• To ensure that our tenants and residents can use our products and services with peace ofmind, the Sustainable Procurement Standards clearly state our commitment to ensuring
and improving product and service quality, disclosing accurate information, and responding
sincerely to requests and complaints, and requests that suppliers comply with thesestandards, etc.

• Supply Chain Management (p. 50)

Health and Safety• Implementation of initiatives for all officers and employees of Tokyo Tatemono to achieve health-related goals,
training aimed at improving health literacy, and stress self-checks• Implementation of level-specific training (line care training for new managers, self-care training for new
employees)• Establishment of a support system including training, in cooperation with a consultant psychiatrist, to support
return to work for those on long-term leave due to mental illness• Establishment of a system for the sale and provision of safe products and services through the developmentof various guidelines and manuals, establishment of a PDCA cycle for the purpose of improving product safety(e.g., periodic surveys of customers and suppliers and improvements based on these surveys), and disclosureof information regarding various measures to improve product safety• Establishment of a telework environment, including work from home, for the purpose of business continuity
in the event of a major disaster or pandemic, formulation of a Basic Plan for Earthquake Measures,
implementation of an overnight duty system and periodic drills, introduction of a safety confirmation system toquickly confirm employee safety when an earthquake occurs and coordinate requests to attend the office, etc.

• Prohibition of discrimination and harassment is clearly stated in the Sustainable Procurement
Standards, and suppliers are requested to comply, etc.

Discrimination andHarassment• Raising awareness through compliance training and human rights training for all Group officers and employees,
and harassment training and level-specific training for all Tokyo Tatemono officers and employees (officers andgeneral managers, and newly appointed managers)• Establishment of a harassment-related consultation desk in the Personnel Department (staffed by one maleand one female employee)• Supervision of overall recruitment activities by the Fair Recruitment and Selection Human Rights Enlightenment
Promotion Officer* (appointed by the general manager of the Personnel Dept.) to ensure equal opportunity inemployment, etc.

Forced Labor andChild Labor

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Impact on Local
Communities

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocial▶ Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance• Clarification of working conditions and work role at the time of employment to prevent unfair assignments andtransfers
Employee Working• Signing of collective agreements with labor unions and conducting regular dialogues between labor unions andConditions
management
and Working• Signing of Agreement on Overtime and Holiday Work (so-called 36 Agreement) with person representing
Environmenta majority of employees at each business site, and management by managers and executives to prevent
overworking

Data
Third-party Assurance

Details

In the Supply Chain

Participation in Initiatives
External Evaluation for Sustainability

Outline of Initiatives
In the Tokyo Tatemono Group

Right to Privacy• Formulation of Personal Information Protection Policy, Rules for Handling Personal Information, and otherrelated regulations and manuals for the appropriate handling of personal information, etc.

• Improving Quality and Customer
Satisfaction (p. 52)• Health Literacy Improvement (p. 66)• Mental Health Initiatives (p. 67)• Establishment of a Helpline(anonymous whistle-blowing
mechanism) (p. 48)• Supply Chain Management (p. 50)• Helpline (anonymous whistleblowing mechanism) (p. 83)• Compliance Training (p. 85)• The Sustainable Procurement Standards clearly state the prohibition of illegal long working
hours and overwork, and the provision of a safe and healthy working environment, andrequest suppliers to comply, etc.

• Supply Chain Management (p. 50)• The Sustainable Procurement Standards clearly state the protection and appropriate
management of personal information and confidential matters, the confidentiality of
information related to reporting, the protection of the anonymity of whistleblowers, and theelimination of retaliation against whistleblowers, and requests suppliers to comply, etc.

• Supply Chain Management (p. 50)• Labor Practice Initiatives (p. 68)• Comprehensive Information
Management (p. 80)* Takes a central role in human rights awareness within the company, including establishing a fair recruitment and selection system and implementing human rights awareness training.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Respect for Human Rights

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Dialogue with Stakeholders on
Human Rights Issues
The Tokyo Tatemono Group is actively engaged in dialogue with its
stakeholders on human rights issues.
Dialogue is carried out with Tokyo Tatemono employees
through compliance surveys and regular interviews conductedby the Personnel Department, and with suppliers, including
construction companies and building management companies,
through surveys and subsequent feedback. We also engage indialogue with local communities and surrounding areas where wedevelop and own real estate by talking to people about how we
intend to develop and operate the real estate projects. Based on
the results of these dialogues and advice from outside experts onhuman rights, we are promoting initiatives to respect human rights.

Sustainability FinanceSupply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data

Training Topics

Compliance training on the Tokyo TatemonoGroup’s Compliance Codes of Conduct
which stipulate compliance with such mattersas respect for human rights, prohibitionof discrimination and harassment, andguaranteeing a comfortable work environment

AttendanceTokyo TatemonoGroup: 96.2%
Tokyo Tatemono:
99.6%

All Group
officers
and
employees

Compliance surveys to regularly understand andverify compliance awareness and status

Tokyo TatemonoGroup: 98.9%
Tokyo Tatemono:
100%(Return rate)
Tokyo TatemonoGroup: 80%(Data) Attendance in Human Rights Training (p. 91)

Compliance Surveys (p. 86)

Raising Awareness Among Officers and Employees
In our efforts to respect human rights, the Tokyo Tatemono Group
recognizes the importance of raising awareness of human rights
among its officers and employees. As such, the Group continuously
conducts human rights-related training for all its officers andemployees for the purpose of raising awareness.
Due to the nature of the business in the real estate industry,
there are various human rights issues relating to land, such as the
Dowa problem (discrimination against the Buraku people of Japan).
The Group therefore, continues to provide training on how best tounderstand and respond to such problems, working hard to prevent
any potential situations arising that could lead to human rights abuses.

Mechanism for remediation and remedy for humanrights issues

Establishment of a Helpline(anonymous whistle-blowing mechanism)
In order to appropriately respond to incidents of non-compliance,
including harassment and human rights abuses, the Tokyo
Tatemono Group has established the Tokyo Tatemono Group
Helpline (external) which can be used throughout the Group to makeanonymous reports. The helpline is available to officers, employees,
temporary employees, part-timers, retirees, contractors, etc. of theGroup companies. In addition, the Personnel Department has set up
a consultation service on harassment, staffed by one male employee
and one female employee.
Anonymous reports are also accepted, and the privacy ofanyone who uses the helpline is protected. They are also protectedfrom prejudicial treatment due to their report. The content of any
reports or consultations received is subjected to an investigationand fact check. After this, corrective measures and preventive
measures are promptly implemented. This system is being madeknown to people by putting up posters in the workplace, postingon the company intranet, handing out the Compliance Manual,and conducting compliance training. The means of inquiry can beselected from calling a dedicated line or registering on a form, andthe form is available 24 hours a day, 365 days a year.
Helpline (anonymous whistle-blowing mechanism) (p. 83)

We have established a system that allows internal and external
stakeholders to report concerns about human rights in the event of any
possible abuse, and to promptly and appropriately provide redress.

Contact Point for External Stakeholders
The Tokyo Tatemono Group has an Inquiries page on its websitethat is available to external stakeholders for inquiries on a wide
range of topics, including matters related to discrimination andhuman rights abuses.
Inquiries (for external stakeholders)Third-party Assurance

Scope

Human rights training on the basics of Businessand Human Rights, the basics of the Tokyo
Tatemono Group Human Rights Policy, as wellas the Tokyo Tatemono Group’s human rights
initiatives (including matters related to the Dowa
problem specific to the business)

Compliance Training (p. 85)

Social▶ Respect for Human Rights◆ Results of FY2023 Initiatives

Participation in Industry Collaboration
Tokyo Tatemono is participating in the Human Rights Due Diligence
Promotion Council involving nine construction and real estatecompanies. This study group conducts research and studies on
identifying and addressing impacts on human rights. In doing so,
it aims to fulfill the responsibility required of companies by theUnited Nations Guiding Principles on Business and Human Rights
to “avoid infringing on the human rights of others and to takemeasures to prevent, mitigate and remedy adverse impacts on thehuman rights involved.”

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

48

Related Material Issues

Contributing to a safe and secure society

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Respect for Human Rights

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocial▶ Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Other Initiatives on Respect for Human Rights
Support for the Kodomo Shokudo
The Tokyo Tatemono Group has partnered with the Nationwide
Children’s Cafeteria Support Center, Musubie, a certified NPO thatworks to ensure that everyone has a safe place to go with its vision
to create a society in which no one is left behind through its supportof the Kodomo Shokudo* (children’s cafeterias). The Group supports
the children’s cafeterias by donating a portion of the revenue earned
from the vending machines at Tokyo Tatemono’s Brillia condominium
sales offices.
Information displayed on the vending machines highlightnearby children’s cafeterias to local residents and inform visitors to
the sales offices about the activities of the children’s cafeterias. This
makes it easier for children in the area to use the cafeterias thereby
further contributing to the local community.
* The Kodomo Shokudo provides nutritious meals and a welcoming environment for children
from low-income backgrounds or those who eat alone. These services are offered by local
volunteers and municipalities either for free or at an affordable price.

Initiatives at Tokyo Tatemono For-rent Condominiums
Brillia ist Tower Kachidoki is a condominium which aims to support
families and the community. The building houses certified nurseryschools, Family Houses (accommodation facilities for patients with
incurable pediatric diseases), a pediatric clinic, and homes forfamilies with young children. Operated by Family House, a Japanese
non-profit organization, family houses are a home away from homefor children, and their families who care for them, who come fromfar away to a big-city hospital for treatment of intractable diseases
such as childhood cancer. In solidarity with the activities of Family
House, Tokyo Tatemono has built a free of charge 130m2 house with
two Japanese and two Western-style rooms with a common room in
Brillia ist Tower Kachidoki near the National Cancer Center Hospitaland St. Luke’s International Hospital.
This condominium was certified under the Tokyo Children’s
Sukusuku Housing Certification System in 2019. This system, in which
the Tokyo Metropolitan Government certifies high-quality housing thathas taken steps to create an environment conducive to raising children,
values childrens’ rights to grow up in a safe living environment.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Promoting a decarbonized society

Promoting a recycling-oriented society

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Supply Chain Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights▶ Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Policy and Concept
The Tokyo Tatemono Group works with construction companies,
building management companies, and many other suppliers(business partners involved in procurement in our businessactivities). These days, there is a need for sustainable procurement,
which includes respect for human rights and consideration for
the environment, not only for individual companies but also
throughout the entire supply chain. Therefore, it is essential to build
a sustainable supply chain that takes into account the environmental
and social impact of suppliers.
In May 2021, the Tokyo Tatemono Group established theSustainable Procurement Standards for all suppliers involved in theTokyo Tatemono Group’s businesses in order to comply with laws
and regulations and promote initiatives throughout the entire supply
chain to achieve sustainable procurement that takes into accountrespect for human rights, ensuring occupational health and safety,
anti-corruption, and environmental conservation.
The Tokyo Tatemono Group is committed to building asustainable supply chain by promoting understanding of andcompliance with the procurement standards through dialogue with
suppliers and business partners.
Sustainable Procurement Standards

Human Resource Investment and Development
Health Management / Occupational Health and Safety

Sustainable Procurement Standards Guidelines

Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

SystemThe Tokyo Tatemono Group is promoting initiatives related tosupply chain management under the leadership of the Sustainability
Committee, chaired by the President. The Sustainability Committee
deliberates and discusses important policies related to supply
chain management, including the development and review of
the Sustainable Procurement Standards and the identification of
key suppliers, and monitors and evaluates the status of initiatives
based on these policies. Important matters that are deliberated anddiscussed at committee meetings are submitted or reported to theBoard of Directors who are then able to supervise overall supply
chain management.
These initiatives are promoted with support from external

experts, through the exchange of information with other companies
in the industry and through dialogue with construction companies
and other major suppliers to the Tokyo Tatemono Group, as well as
in cooperation with related departments and Group companies.

Summary of the Tokyo Tatemono Group Sustainable Procurement Standards
1. Observance of Laws and Regulations• Compliance with the laws and regulations of the countries
and regions in which we operate
2. Respect for Human Rights• Ensuring compliance with and respect for international
standards relating to human rights and respect for basic
human rights based on international standards• Prohibition of discrimination and harassment
3. Assurance of Sound Labor Practices and Working
Environments• Ensuring freedom of association and the right to collective
bargaining• Eliminating and preventing forced labor and child labor• Prohibiting discrimination in labor conditions on the basis ofrace, nationality, creed, gender, sexual orientation, age, social
status, origin, etc.
• Complying with laws and regulations governing minimum
wages, overtime pay, benefits, etc.
• Prohibiting illegal overtime and excessive labor• Creating a safe and healthy working environment
4. Fair Business Activities• Prohibition of bribery and other corrupt practices• Prohibition of unfair and anti-competitive transactions• Blocking relationships with antisocial forces• Prohibiting infringement on the intellectual property rights ortrade secrets of third parties• Protection and appropriate management of personal
information and confidential matters• Protection of confidentiality of information related to reporting
and the anonymity of whistleblowers and eliminating
retaliation against whistleblowers

5. Assurance and Improvement of Safety and Quality• Ensuring and improving the quality of products and services
and disclosing accurate related information• Responding sincerely to requests and complaints
6. Environmental Considerations• Reduction of greenhouse gas emissions• Promotion of the 3Rs, efficient use of resources, reduction ofwaste generation, reuse, and recycling• Prevention of pollution of air, water, soil, etc., and appropriate
management and processing of chemical substances• Preservation of biodiversity and reduction of impact on
ecosystems• Elimination of illegal raw material procurement
7. Co-existing with Local Communities• Building, maintaining, and strengthening good relationships
with local communities• Understanding and respecting the culture and customs of
local communities
8. Formulation and Construction of a BCP Framework• Formulate a business continuity plan (BCP) and build asystem to implement it
9. Collaboration in the Supply Chain• Encourage business partners to understand, comply with,and improve the procurement standards

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Promoting a decarbonized society

Promoting a recycling-oriented society

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Supply Chain Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework◆S upply Chain Management PDCA

clauses are stipulated in the contracts that require understanding
and compliance with the procurement standards.

Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Plan

Do

Developing and reviewing
procurement standards

Disclosing and disseminatingprocurement standards

Environment

Tokyo
TatemonoGroup

Environmental Management
Promoting a Decarbonized Society

Supply Chain
Management

Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialActionCheck• Implementing improvement
measures• Monitoring improvements• Implementing further
improvement measures• Ascertaining the status of
suppliers’ compliance• Identifying issues in the
supply chain

Respect for Human Rights

Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party AssuranceTokyo Tatemono identifies key suppliers based on transaction
amount with procurement-related suppliers, the degree of
impact on the Company’s reputation if a supplier violates the
procurement standards, and the recurring nature of transactions
with Tokyo Tatemono. We will continue to expand and review key
suppliers on a regular basis.

Selecting New Suppliers▶ Supply Chain Management
Improving Quality and Customer Satisfaction

Identifying Key Suppliers

Operating the Sustainable Procurement Standards
Disclosure of Sustainable Procurement Standards andGuidelines
Tokyo Tatemono discloses the Sustainable Procurement Standards
on its website to give all suppliers in the Tokyo Tatemono Group’sbusiness access to the Standards. Tokyo Tatemono has also
prepared the Sustainable Procurement Standards Guidelines topromote accurate understanding of the purpose and content of the
procurement standards. These guidelines, disclosed on the Tokyo
Tatemono website, provide the social background for each of thestandards listed in the Sustainable Procurement Standards andspecific examples of initiatives that can be used as reference when
implementing each standard.
Key suppliers have also been notified requesting that they
understand and comply with the procurement standards. As well as
including the procurement standards to contracts concluded withconstruction companies, who are particularly important suppliers,

When selecting construction companies, which are particularly
important suppliers, we conduct credit checks on potential suppliers
prior to placing orders. In addition, by making it a mandatory
condition to sign a construction contract that includes a clause
requesting compliance with the Sustainable Procurement Standards,
we avoid any risk in the supply chain.

Risk Assessment When Entering New Overseas
Operations
In order to confirm the human rights risks in countries whenparticipating in all new projects overseas, Tokyo Tatemono not
only confirms in advance the degree of risk using a humanrights risk checklist, but also strives to include the Sustainable
Procurement Standards in joint business agreements concluded
with business partners.

In 2023, the survey was given to 47 construction companies, ofwhich responses were received from 45. In 2024, the survey was
given to 166 companies including construction companies andbuilding management companies, of which responses were received
from 139. No significant issues have been identified in the surveys
conducted to date.

Implementing Remedial Measures for Identified Issues
and Monitoring Improvements
Tokyo Tatemono engages in ongoing dialogue with key suppliers
through questionnaires, feedback, interviews, and hearings. If
any issues are unearthed in Tokyo Tatemono’s supply chain,efforts are made to improve them. We will continuously monitor
the status of improvement, carrying out further improvement
measures as necessary.

Internal Dissemination of the Sustainable Procurement
Standards
Tokyo Tatemono is also working to educate officers and employees
in order to promote understanding of, and to appropriately apply,
the Sustainable Procurement Standards. Supply chain management,
including the procurement standards and their operation, hasbeen one of the key topics in the compulsory sustainability training
program for all Tokyo Tatemono officers and employees since
fiscal 2022. And in 2023, we disseminated the newly formulated
Sustainable Procurement Standards Guidelines to officers andemployees to further promote their understanding of the standards.

Understanding the Response of Suppliers and Identifying
IssuesTokyo Tatemono conducts surveys of key suppliers in order toascertain their understanding of and compliance with, as well as
their initiatives with respect to the procurement standards. Basedon the procurement standards, the survey confirms the status ofpolicy formulation, system development, and specific initiatives
regarding compliance with laws and regulations, respect for humanrights, ensuring occupational health and safety, anti-corruption, andconsideration for environmental conservation, among other matters.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Revitalizing and utilizing real estate stockSocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Improving Quality and Customer Satisfaction

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Policy and Concept
The Tokyo Tatemono Group pays attention not only to quality in the“hard” aspect of our business—our buildings—but also to quality
in the “soft” aspect, such as through the services we provide to
our customers. We believe that our competitiveness as a businessderives from building safe and secure communities and continuing
to improve customer satisfaction.
Moreover, we have introduced various systems that reflect
customer feedback into our business activities as well as strive tofurther enhance quality from the customer perspective and improve
the satisfaction of our customers.

Water Resources
Promoting a Recycling-oriented Society

we have produced a construction policy document and distributed
it to construction companies to ensure that all construction work is
carried out appropriately based on plans and designs. Construction
companies carry out self-checks on quality based on this policy
document, reporting back to Tokyo Tatemono on a regular basis.
In order to gain expertise and apply it to new commercial officebuilding developments, meeting bodies are set up for each phaseof the development process, such as when acquiring development
sites, considering building products, tenant leasing, and consideringbuilding management, as well as after building completion. Throughthese meetings, where departments involved in the development
and operation of commercial office buildings exchange ideas on
quality and safety, we strive to improve the quality of commercial
office buildings and customer satisfaction.

External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management▶ Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Quality Control in the Commercial Properties
Business
The Human Building Philosophy
In the Commercial Properties Business, we are guided by theconcept of the “Human Building,” in which people are always
at the center. We want our customers to feel safe, secure, andcomfortable across both the hard and the soft aspects. To ensurethat all employees in the Commercial Properties Business have a
deeper understanding of this concept, and to link it to further efforts,
we have formulated Five Actions (Code of Conduct). We put theseguidelines into practice in our daily work, with the goal of creating abuilding that our customers can feel is “My building.”

Quality Control Initiatives in the Commercial
Properties Business• Quality control during planning, design, and construction
We have established a quality control system in our Commercial
Properties Business with the aim of delivering safety, security, andcomfort to our customers. With regard to planning and design,
we have formulated design guidelines and distributed them todesign companies in order to clarify the quality requirements for thebuildings Tokyo Tatemono develops. With regard to construction,• Quality control during completion and management
Questionnaire surveys are given to tenants every year in orderto accurately understand the needs of customers occupyingcommercial office buildings. The survey results and responses
are shared internally where they are used as reference for future
development in terms of hard aspects, while efforts are made to
expand and improve services in terms of soft aspects too.

Tokyo Fudosan Kanri, which is engaged in building
management, has also established and is operating a quality
management system of its own. The aim of this system is to maintainand improve the quality of its overall building management andthereby increase customer satisfaction. Inspections of managementsites, an essential step in this process, are carried out through both
regular checks by the department in charge and voluntary checks
by the management site. This is to ensure that legal compliance andthe quality of in-house standards are met with respect to buildings
management in all services, cleaning, and firefighting.

Responding to Defects or Areas for Improvement
as They AriseIn the event of construction defects upon completion of a building
or equipment malfunction while a building is occupied, we respondquickly with the cooperation of the construction company andbuilding management company to correct the situation. By
accumulating case studies of the causes of construction andequipment failures and responses to them, and sharing these cases
within the company, we have built a PDCA cycle for quality control in
the Commercial Properties Business so that similar incidents do notoccur in future building developments or other occupied buildings.

◆ Quality Control Initiatives in the Commercial Properties Business

During planning

During design and construction

Planning and proposal

Blueprint check, site inspection, structural review, etc.

Dept. All departments of the Commercial Properties Business division

Dept. Building Engineering Department• Reflecting the needs of customers and society• Ensuring safety, security, and comfort• Exercising consideration for the environment

During management and operation

Cycle to enable
planning of
appealing products
and ensure highquality

Post-completion inspections

Property inspections, customer
satisfaction surveys(three times in total: at six months, one
year, and two years after completion)
Dept. Building Engineering
Department, etc.
• Investigation and handling of initialproblems(conducted annually)
Dept. All departments of the Commercial
Properties Business division• Investigation and handling of initial defects or problems• Confirming and responding to results of property inspections,customer satisfaction surveys, etc. (customer needs)• Realization status of the project• Exercising consideration for the environment• Ensuring high-quality standards based on various specifications and checklists

Upon completion of construction
Completion inspection (multiple times)
Dept. Building Engineering Department• Realization status of the project• Measures and responses to minimize defects or problems during operation* This cycle is also implemented in large-scale renovations of aging buildings.

…Commercial Properties…Residential

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Revitalizing and utilizing real estate stockSocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Improving Quality and Customer Satisfaction

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment

Promoting a Decarbonized Society

Biodiversity

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

1

The Residential Business is engaged in two major businesses. One
is the residential condominium business, centered on the Brillia
series, with its emphasis on refinement and comfort. The other isthe residential leasing business, centered on the Brillia ist seriesof for-rent condominiums for those seeking unique lifestyles. The
underlying concept of both is the Tokyo Tatemono Group’s uniquedisposition toward a constant aim for achieving and maintaining the
cutting edge in elusively exquisite comfort. Brillia is a comprehensive
brand designed to provide a residential experience that matches
customers’ lifestyles. Through it, we provide the various services of
the Tokyo Tatemono Group, including planning and development,
management, after service, brokerage, and renovation, supporting
customers by enabling lifestyles of value.

SocialSupply Chain Management▶ Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Steadfast Commitment to Quality Control in
the Residential Business• Quality control during planning, design, construction,and operation
Our Brillia residential condominium business maintains design
guidelines for refinement and rigorous standards and management
systems to offer comfort to our customers. In terms of quality
control, including safety, the department in charge carries out
measures based on its own quality standards at each stage
from planning to completion with quality review meetings held
twice before construction work begins. At the first pre-quality
review meeting, Tokyo Tatemono, the design company, and the
management company exchange ideas regarding quality, and at
the second quality review meeting, Tokyo Tatemono, the design
company, and the construction company exchange ideas regarding
quality. During the construction phase, the project undergoes amulti-step check process, including inspections by a third-party
organization, before going on to be completed.

…Commercial Properties…Residential

DeliveryRespect for Human Rights

Completion

Sustainability Finance

Brillia Concept

Construction

Water Resources

Independent quality standards and triple checks

Breaking
groundResponding to Natural Disasters◆ Steadfast Commitment to Quality Control in the Residential Business

DesignEnvironmental Management

Quality Control in the Residential BusinessTokyo Tatemono Check2

Third-party Check

Inspection by business operators

Evaluation and inspection bya housing performance evaluation agency

Blueprint check

Issuance of
housing performance assessment reportin the design stage

Quality review meeting

Interim inspection
Framework
inspection
Pamphlet collation
inspection

Structure check

Inspection during the construction phase

Functional test

Interior finish and exterior check
Completion inspection

Numerous in-house checks are performed
from design to completion.

Customer Check
Disclosure of information to customers(Acquired)

Building frame
inspection and bar
arrangement inspection

Equipment check3

Inspection upon completion of
bar arrangement work
Inspection upon completion of
middle floor building frame work
Inspection upon completion of roofing work
Inspection at first fix
Inspection upon completion

Online building
reports*

Construction
site tours

Issuance of housing performance
evaluation report

Viewings

Construction(Acquired soon)
performance evaluation

Handover keys

* What is a building report?
Brillia offers a building report so that new homeowners can check for themselves whether their new home has been built to required standards.
An explanation of all technical aspects is provided to sincerely give complete peace of mind.

• Condominium management quality
Property managers and management companies support the daily
lives of customers living in condominiums under their care. Our
condominium management company Tokyo Tatemono Amenity
Support offers the Brillia Life Support to fully support the lives of theTokyo Tatemono Group’s condominium residents.
Brillia Life Support makes six promises to residents to ensure
the refinement and comfort of their lifestyles. The service offers
appropriate upkeep and maintenance of condominiums, works to
improve customer services and support by property managers,
and properly sustains condominium value (a key financial asset forour customers).

Responding to Defects or Areas for Improvement
as They Arise
We make sure not only to deal promptly with any defects or areas
for improvement that arise during the construction phase or after
delivery, but also share these with the relevant departments. For
particularly urgent matters, we immediately inform teams at theconstruction sites, as well as revising manuals and providing
employee education to prevent recurrence.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Revitalizing and utilizing real estate stockSocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Improving Quality and Customer Satisfaction

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters

Providing Appropriate Information to Customers
We believe that providing timely and appropriate information to ourcustomers brings them peace of mind.
Brillia conducts construction site tours where on-site staff givedetailed explanations at each stage of the build. These tours, whichhave been highly praised by customers, allow homeowners to see
parts of the build which otherwise cannot be seen after completion.
During construction, the status of the build is regularly reported tocustomers in the building report.
Responsible Marketing (p. 85)◆ Brillia Life Support: The Six Promises of Brillia Life Support
Refined Living•L iving with the Future in Mind

Making actual condominium
management visible to residents·R egular free unit inspection·M anagement company-conducted,
comfort-focused repairs·D evelopment of long-term repair
plans

·A
 nnual visual inspections of building
exterior·S ubmission of account andoperational audit reports· Monthly property manager reports• Smart Living
Services for private areas

Water Resources

Post-Move Security and Quality Support

Promoting a Recycling-oriented Society

We provide after-sales support to help homeowners live a
comfortable life, from the time they move in and their day-to-day life,
to the time they sell their property, based on a theme of Comfort
from Day One.
• Up to second year after completion: Periodic after-sales service• 10, 15, and 20 years after completion: Support through the Brillia
Home Regular Checkups• For up to 10 years after the end of after-sales service period: Brillia
Equipment Safety Support 10 (a new service for the repair andreplacement of housing equipment and devices available for a fee
during the period after the after-sales service period ends, a time
when housing equipment and devices often fail)• Brillia Life Support App (allows users to request replacement ofhome equipment and appliances, purchase home equipment
supplies, and order cleaning services on smartphones)· Housekeeping services· House cleaning· Remodeling

Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management▶ Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management

 rillia Strengths (support after moving in)
B(Only available in Japanese)

Compliance
Data
Third-party Assurance…Commercial Properties…Residential• Management as LifestylePartner

Maintain and improve residence
asset value

Biodiversity

External Evaluation and Certification for Green Buildings

Peaceful Life·S
 upport of Tanabata festival/
Christmas events· Brillia owner’s club

The Tokyo Tatemono Group evaluates all buildings it develops,
including office buildings and for-sale condominiums, toaccommodate people with disabilities, including consideration ofaccess to public transportation. Based on these considerations, we
aim to create spaces that are accessible to all customers, including
the elderly and people with disabilities, as well as local residents, byintroducing barrier-free accessibility and universal design.

• Living with Joy for Each Day
Property manager support andmeticulous cleaning·B rillia Training Center-hosted training
programs (accredited vocational
training school)·W ork quality audits and guidance bysupervisors• Living More Abundant Lifestyles • Secure Living
Support for communication events

Pursuing Convenience as Real EstatePreparation for and prevention of
emergencies, disasters, and crime· Emergency response service· Fire drill support· Disaster prevention supplies

Raising Employee Awareness through Training andMeetings
Awareness Training to Improve Quality
In the Tokyo Tatemono Commercial Properties Business, allemployees involved in the development of office buildings participate
in meetings established in each phase, from site acquisition toreview after completion. Not only does this lead to improvements inquality and product safety, but it also helps to improve employees’capabilities and awareness.

Training to Improve Building Management Skills
At a Group company that manages buildings, a training center for, inprinciple, all employees involved in building management has been
established to improve work quality and cultivate talent.
The center is equipped with equipment and devices that are
in actual use in building management (electricity, air conditioning,
hygiene, etc.), as well as a mock cubicle for responding to a power
cut. This allows trainees to learn through a unique curriculum thatmixes practical skills and training. At this facility, hands-on training
is carried out on topics such as fundamental knowledge, operation
methods, handling, repair, and parts replacement for equipment
and systems. Various seminars are also provided for all employees,
including new graduate hires.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

54

Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Revitalizing and utilizing real estate stockSocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Improving Quality and Customer Satisfaction

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceTraining on Condominium Management
In principle, the Tokyo Tatemono Group companies that manage
condominium buildings have established the Brillia Training Center
for all employees involved in condominium management operations
to improve their skills and develop management staff.
The center provides high-quality vocational training, including
incorporating a curriculum certified by the Tokyo Metropolitan
Government based on the Vocational Abilities Development
Promotion Act as part of the training for condominium managers.
The center features equipment actually used in facilities(condominium management offices, fire-fighting facilities, plumbing
facilities and piping facilities, etc.), enabling a wide range of
specialized training for management staff.
The center also holds seminars that are of benefit to theoperations of management associations, including seminars for newly
appointed chairpersons and large-scale repair construction seminars.

SocialRespect for Human Rights
Supply Chain Management▶ Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Raising Employee Awareness throughOur Awards System
The Human Building Competition: Facilitating
Customer Safety, Security, and Comfort
Tokyo Tatemono holds the Human Building Competition once a year
as an event to facilitate information sharing and communication. All
Group companies involved with our Commercial Properties Businessparticipate. Through this competition, we not only communicate
the management policies of the Commercial Properties Business,but also achieve safety, security, and comfort for our customers.
Furthermore, we introduce and celebrate examples of outstanding
implementations of our Human Building philosophy. By sharing
these positive examples and cultivating interaction among Group
employees, we encourage improvements in quality and service
leading to greater safety, security, and comfort for our customers.
In 2023, three projects received awards, and examples of excellent
initiatives in each project were shared at the awards ceremony.

…Commercial Properties…Residential

The Good Job Idea Competition: Strengthening
On-Site Capabilities
The building management firm Tokyo Fudosan Kanri has introduced
the Good Job Idea Award commendation system with the aim
to improve customer satisfaction through on-site improvement
activities. This system selects and awards good examples twice ayear from among improvement activities related to safety, security,
comfort, and energy conservation carried out at each site. In fiscal
2023, 149 ideas were recognized with awards. In addition, we holdthe Good Job Idea Competition once a year to present and award
particularly outstanding ideas throughout the year from among theaward-winning projects under the system. Through these efforts,
we raise awareness of improvement at each work site, sharing
improvement actions throughout the company to improve quality
and service levels.

Brillia Design Award Internal Commendation
SystemTokyo Tatemono’s Residential Business holds the Brillia DesignAwards, which evaluates the design of the Brillia for-salecondominiums that we develop, recognizing designs that reachcustomers under a quantitative rubric based on survey responses
from relevant stakeholder meetings. This annual program judges thedesigns of condominiums completed during the calendar year andrecognizes properties deemed outstanding. The judging processevaluates properties based on outstanding achievement in design
based on seven categories: (1) overall plan, (2) exterior, (3) plants/
landscape, (4) approach and entrance, (5) refinement in daily flowlines, (6) detail, and (7) challenges in the project.
Through this evaluation system, we aim to share bestpractices, raise awareness and motivation for Brillia Design, andfurther improve quality and service.

Initiatives to Improve Customer Satisfaction
Customer Satisfaction Surveys
The Commercial Properties Business conducts customer
satisfaction surveys every year for office building tenants. Opinions
are garnered on building facilities and management from theperspective of safety, security, and comfort, as well as the
responsiveness of building management staff and sales staff, in aneffort to make improvements based on the needs of tenants. By also
sharing tenant needs and improvement measures prompted fromthese surveys among related departments and incorporating theminto other office buildings and new developments, we endeavor tofurther enhance tenant satisfaction not only in the relevant officebuilding but also in the Commercial Properties Business as a whole.
Specific improvement measures based on the survey include
making proposals to tenants regarding air conditioning settings andother operational issues, and optimizing air conditioning zoning in
new developments. We are also working to ensure that smoking
and non-smoking areas are properly delineated and improve mobile
phone reception within the building.
(Data) Office Building Customer Satisfaction Survey Results (p. 94)◆ Customer Satisfaction Survey, Response Ranking (FY2023)

Satisfied

Dissatisfied#1

Cleanliness of common areas, etc.

#2

Disaster prevention center and management
office response in times of trouble#3

Response by Tokyo Tatemono staff#1

A/C temperature settings/control#2

Mobile phone reception#3

Smoking and non-smoking areas

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

55

Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Revitalizing and utilizing real estate stockSocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Improving Quality and Customer Satisfaction

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialBloomoi, a Co-Creation Project for Housing
and Living

Improvements Based on Customer
Recommendation (NPS) Surveys

Bloomoi is a co-creation project for housing and living that wasborn out of the Brillia condominium brand. Activities began in 2012,
and the project continues to engage working women in dialogue,
encouraging them to think together and develop new home ideas.
2022 marked 10 years since the project was first launched and a
new starting point. Bloomoi now further expands the scope of cocreation, not only in product planning, but also in service and lifestyle
proposals. The project listens to a more diverse range of people,
offering product planning and services that values individuality froma number of different perspectives.
Product planning and services conceived out of the cocreation projects resonate with customers, improve customer
satisfaction, and help to differentiate ourselves from othercompanies. The many different ideas that have stemmed from
dialogue with customers are continuously being fed back into theCompany to be used in future development projects.

In our Residential Business, we see customer loyalty as a key
performance indicator. Based on this, we survey customers tomeasure the likelihood they would recommend Tokyo Tatemono (Net
Promoter Score) at three stages: at the time of contract, on delivery,
and after moving in.
We use the survey results to improve product development,
sales, quality control, and after-sales service.

Respect for Human Rights
Supply Chain Management▶ Improving Quality and Customer Satisfaction

During planning

Revitalizing and Utilizing Real Estate Stock• Feedback survey

During design andprototyping

Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management

At completion,
management

Cycle of ideal
development
based on customer
feedback• Feedback
survey•G roup work•S
 urvey, analysis

External Recognition
Tokyo Tatemono Receives Good Design Award
The redevelopment project SHIROKANE The SKY (Minato-ku,
Tokyo; completed in 2023) in which Tokyo Tatemono participated inreceived the 2023 Good Design Award*.
The project was highly rated for its design that reorganizedareas with urban structural issues to create an attractive mixed landarea for multiple purposes such as residential, commercial, factory,
and hospitals, comprehensively addressing each stage from theurban to the human scale.
* Organized by the Japan Institute of Design Promotion, the Good Design Awards are Japan’s
only comprehensive annual awards evaluating and commending outstanding design.

Duringconstruction• Group work
• Survey, analysis• Improvement,
exchange of
opinions• Improvement,
exchange of opinions

ComplianceDatabloomoi
Third-party Assurance…Commercial Properties…Residential

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Revitalizing and utilizing real estate stockSocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Revitalizing and Utilizing Real Estate Stock

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction▶ Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion

Policy and Concept
Many of the housing complexes that were built throughout Japanin the postwar era to support Japan’s rapid economic growth havenow become run-down decades after their construction. Manyof these buildings face serious issues, including concerns about
resilience against earthquakes and security and the lack of elevators,
so there is an increasing need to rebuild these complexes. In
addition, housing complexes, where many families raising children
once lived, are now experiencing an outflow of residents and an
aging population, so revitalizing communities that connect local
residents is also a major issue.
Through reconstruction and redevelopment of properties suchas housing complexes and buildings, the Tokyo Tatemono Group isbuilding safer and more secure communities for customers and local
residents.
Activities such as reconstruction also enable us to create newvalue for the coming era and to revitalize local communities.
(Data)Revitalizing and Utilizing Real Estate Stock (p. 94)
Tokyo Tatemono Condominium Reconstruction(Only available in Japanese)

Revitalizing Housing Complexes
Key Ongoing Projects

Kojimachi Sanno Mansion Reconstruction Project
Location

Niban-cho, Chiyoda-ku, Tokyo

Units after
104 units (previously 57, consisting ofreconstruction 53 residential and 4 commercial units)
Completion

Summer 2026 (planned)

This building was in urgent need of a radical solution to its inadequate resilience against earthquakes and state of deterioration.
Since this could not be done through repair and renovation, we cooperated with property rights holders with the aim of bringing
about reconstruction at the earliest possible date. Under Tokyo’s Urban Housing Comprehensive Design System (HCDS)*,
the floor space index requirement will be relaxed, and the number of residential units will be increased from the current 57 to
104 seismic-isolation condominiums. The reconstruction project is located in the central Tokyo area, a one-minute walk from
Kojimachi Station on the Tokyo Metro Yurakucho Line, with a design that is sympathetic to the Bancho area and which reflects
the progressive nature of the town that will develop in the future.
* A system that allows floor space index and height restrictions to be relaxed if the design ensures a certain amount of open space on the premises.

Kunitachi Fujimidai Danchi Mansion Reconstruction Project
Location

Fujimidai 1-chome, Kunitachi-shi, Tokyo

Units after
589 (previously 298)
reconstruction
Completion

FY2026 (planned)

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party AssuranceThis project is a redevelopment of the existing north-south passageway, used by surrounding residents during the day and as a route to school, into a pedestrian
pathway that can be enjoyed by local residents, and the creation of a diverse habitat by creating a green space within the site that can sustainably enhance thenatural environment. The project has been recognized for its improvement to local amenity and to the development of the local streetscape, and thus, the special
building height standard can be applied. As a result, the maximum height has been relaxed from the general standard of 19 m to the special standard of 25 m. The
aim is to create a green and comfortable living environment by utilizing the open space created from the building plan that takes advantage of the building height
mitigation, and by incorporating more green space and areas for walking.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Revitalizing and utilizing real estate stockSocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Revitalizing and Utilizing Real Estate Stock

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Key Achievements to Date

Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management

Tama New Town Suwa 2-chome
Housing Reconstruction Project▶▶ Rebranded as Brillia Tama New Town

This is a revitalization project for Tama New Town, which has a history of over 40
years. It is one of the largest reconstruction projects in Japan. The decision wasmade to reconstruct due to the aging of the housing and the fact that the residents
are elderly. The property will be reborn as a multi-generational community, while
the greenery and other key features of the living environment will be preserved.

Location

Suwa 2-chome, Tama-shi, Tokyo

Units afterreconstruction

1,249 (previously 640)

Completion

October 2013

Heights Komagome Apartments
Reconstruction Project▶▶ Rebranded as Brillia Komagome Rikugien

It was decided to reconstruct the building around 40 years after its original
construction due to its inadequate seismic resistance and the aging of its facilities.
An adjacent site was acquired and the building was rebuilt, increasing the total
number of units from 25 to 49. A key feature of this project was its speed, as thebuilding was completed only four years after the signing of the contract in 2010.

Location

Honkomagome 6-chome,
Bunkyo-ku, Tokyo

Units afterreconstruction

49 (previously 25)

Completion

July 2014

Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Senri-Tsukumodai A Condominium
Complex Reconstruction Project▶▶ Rebranded as Brillia City Senri Tsukumodai

It was decided to reconstruct the building due to issues of deterioration that
had occurred over its 50-year life. The project is going ahead after a range ofconsiderations by residents and other stakeholders.

Sustainability Finance

Location

Tsukumodai 3-chome, Suita City,
Osaka Prefecture

Units afterreconstruction

202 (previously 96)

Completion

December 2019

Fujisaki Housing Condominium
Reconstruction Project▶▶ Rebranded as Residence Momochi

It was decided to rebuild all four buildings in the complex 40 years after
construction due to the age of the buildings and seismic resistance issues. The
buildings were reconstructed with various needs such as a barrier-free design
taken into consideration.

Location

Momochi 2-chome, Sawara-ku,
Fukuoka-shi, Fukuoka

Units afterreconstruction

232 (previously 130)

Completion

March 2015

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction▶ Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety

Hiratsuka-cho Housing
Reconstruction Project▶▶ Rebranded as Brillia Hatanodai

Due to the aging of the building and facilities, constructed approximately 60 years
ago, the owners reached a consensus on the decision to reconstruct the building.
This became the first case in Shinagawa Ward to apply the Act on Facilitation ofReconstruction of Condominiums. A rare reconstruction given the site location
in a first-class low-rise residential area, it was ensured that the condominiums
harmonized with the landscape while taking into consideration ventilation, lighting,barrier-free access, and security.

Location

Hatanodai 6-chome,
Shinagawa-ku, Tokyo

Units afterreconstruction

38 (previously 23)

Completion

November 2020

Koganei Corpus Apartments
Reconstruction Project▶▶ Rebranded as Brillia Koganei Sakuracho

It was decided to reconstruct the building in 2013 due to issues of deteriorationthat had occurred over its 50-year life. It was transformed into an eight-story,
114-unit condominium. The maintenance and management of the condominium
was changed from self-management by residents to outsourcing to a managementcompany, which also improved the living environment.

Location

Sakura-cho 2-chome,
Koganei-shi, Tokyo

Units afterreconstruction

114 (previously 80)

Completion

April 2016

Diversity & Inclusion
Governance

Shakujii Koen Danchi Apartment Reconstruction Project

Corporate Governance

Itopia Hamarikyu Reconstruction Project

Risk Management▶▶ Rebranded as Brillia City Shakujii Koen ATLAS▶▶ Rebranded as Brillia Tower Hamarikyu

Compliance

Location

Data
Third-party Assurance

Brillia City Shakujii Koen ATLAS

Kami-shakujii 3-chome, Nerima-ku, Tokyo

Location

Kaigan 1-chome, Minato-ku, Tokyo

Units afterreconstruction

844 units (previously 490)

Units afterreconstruction

420 units (previously 328)

Completion

September 2023

Completion

September 2023

Due to the aging of the building and facilities, constructed approximately 50 years
ago, and the older residents, the decision was made to reconstruct the building.
The building plan factored in a layout with all residential units facing south, greenery,and community revitalization, creating a community where multiple generations canlive with peace of mind.

Brillia Tower Hamarikyu

After approximately 40 years since its construction, the building and facilities were found to bedilapidated and inadequate in terms of seismic resistance, so the decision was made to rebuild.
With the intention of contributing to regional development as a place to live in an area with muchoffice and commercial development, we created a green space where people can feel at ease,and introduced childcare support facilities.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Value co-creation and innovation

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Contributing to Our Communities

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Policy and Concept
The Tokyo Tatemono Group believes that community engagement
and volunteer activities contribute not only to community
development and more value for the local community, but also
to sustainable business growth. With this in mind, we conduct avariety of activities to help strengthen ties between people in urban
environments while supporting the well-being of local residents.
In each region where we operate, we contribute to the creationof a prosperous society as a member of the local community byworking together with various stakeholders, including local residents,
tenants of office buildings and condominiums, NPOs, government
agencies, and private companies, while making efforts to contributeto the development of the region and improving value for local
communities.

Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock▶ Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance◆O ngoing redevelopment projects in the Yaesu-Nihonbashi-Kyobashi
area

Initiatives for Urban Regeneration andRevitalization
The Yaesu-Nihonbashi-Kyobashi area around Tokyo Station, where
Tokyo Tatemono has been headquartered for over 120 years since
its establishment, is the most widely accessible area in Japan. It
continues to develop as the center of Japan, connected to various
areas of Tokyo, local cities, and the world, and as a hub for global
business where people, goods, and information are concentrated.
Since the Edo period, Tokyo has developed as a financial,commercial, and cultural center. Now we are redeveloping the area tofurther energize it as a center of industry. By tapping into the appealof the area, we aim to realize one of our material issues: that ofstrengthening the competitiveness of Tokyo as an international city.
The Yaesu Project and Gofukubashi Project that we aredeveloping in this area have been designated as National StrategicSpecial Zones*., and the city is being transformed into a businessand transportation hub. Furthermore, by taking advantage of having
many large companies in one area to create and provide a hub
for activities of startups and venture capitalists, it makes it easierfor large corporations to invest in startups and for both parties tocollaborate more actively.
Through these projects, we are working to create aninnovation ecosystem, promoting innovation in the entire area by
stimulating interaction among companies and people gatheringfrom across Japan and abroad. This area has been recognized
as a Certified Regional Council under the Tokyo Metropolitan
Government’s Fiscal 2020 Support Project for Promoting theFormation of an Innovation Ecosystem, with Tokyo Tatemono serving
as the lead manager.
In fiscal 2023, Tokyo Tatemono was selected as a partnerin the Tokyo Metropolitan Government’s new TOKYO SUTEAM
Project to boost Tokyo’s startup scene by uniting diverse entities,
and launched a project to further strengthen multiple innovation
ecosystems within the Yaesu-Nihonbashi-Kyobashi area.

◆ Conceptual diagram of the virtuous circle created by an innovation
ecosystem◆ Conceptual diagram of new innovation ecosystems built throughredevelopment

GrowthIdeas/Technology

TransferOpen
innovation

Startups
Supply of resources

Transfer
Entry
Major
domestic
andforeigncompanies

SupportInvestors, etc.

The Yaesu-Nihonbashi-Kyobashi area

* This system was established to implement bold regulatory and institutional reforms
necessary to realize the growth strategy by building “the world’s most business-friendly
environment.”

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Value co-creation and innovation

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Contributing to Our Communities

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Co-existing with Communities
At the Tokyo Tatemono Group, we are committed to community
development. Key in this is for all our officers and employees to havethe mindset of being members of a community. They must learn
about history and culture and pass it on to future generations. In thevarious areas where the Tokyo Tatemono Group operates, we arepromoting initiatives that are rooted in the local community.

Participating in the Sanno Festival, One of Japan’s Three
Major Festivals
The Tokyo Tatemono Group is an active participant in passing down
traditional culture through the Sanno Festival, a key event for theneighborhoods of the Yaesu-Nihonbashi-Kyobashi area and one ofJapan’s three major festivals. The event is held every other year withmany Group employees taking part in the festival.
Employees help to carry mikoshi (portable shrines) preparedby each town council, joining a spirited, lively procession alongside
members of local neighborhood associations.
 pecial Back Number: Tokyo Tatemono Urban Development
S
Activities (published 2017) (Only available in Japanese)

Revitalizing and Utilizing Real Estate Stock▶ Contributing to Our Communities◆ Community Outreach Activities in the Yaesu-Nihonbashi-Kyobashi Area (2023)
Event name

Our Tokyo Tatemono Group’s Activities and Contributions

Sakura Festival

Cherry blossom viewing, performance by EDO Firemanship Preservation Association (co-sponsored), distribution of
support flowers* (co-sponsored), participation as event staff and hanten (traditional coat) parade team, and creating a
lively street space (co-sponsored), etc.

Hana Kaido Clean Walk

Picking up garbage, replanting flower beds along Chuo-dori (the Group also served as secretariat staff)

Morning Clean-up

Clean-up activity around Tokyo Station organized by the Company (with about 300 Group employees)

Chuo City Clean Day, Operation Tokyo Ekimachi
Kirapika

Cleanup activities around Tokyo Station (with 104 Group employees) conducted in cooperation with the town council, JR
and the Marunouchi area

Sanno Festival

Participation in the Sanno Festival, one of the three largest festivals in Japan, as mikoshi (portable shrines) bearers andlantern teams

Nihonbashi Bridge Cleaning

Helping to clean the famous Nihonbashi bridge

Kyobashi Bon-Odori

Assisted event and participated as dancers in the Kyobashi 2-chome Bon-Odori (traditional festival dance)

Nihonbashi Kyobashi Festival

Participation as event staff and creating a lively street space (co-sponsored)

Chuo-ku Marugoto Museum

Support for events to rediscover the charms of Chuo Ward, participation as staff members in events

Tokyo Illumilia

Assistance in planning and operation of events to illuminate Sakura-dori and Naka-dori streets in the Yaesu andNihonbashi areas

Hakone Ekiden Roadside Security Volunteers

Ensured the safety of athletes, spectators, etc., along Chuo-dori

Hatsuuma Festival at Oman Inari Shrine

Supported revitalization of Yojuin Street (provision of banners, street light decorations, lanterns, and curbs)

Meet with Flowers

Purchase and free distribution of support flowers* to support flower growers

Coffee picnic

Purchase and free distribution of sustainable coffee. Providing a place where people can relax

Art in Tokyo YNK, T3 PHOTO FESTIVAL TOKYO

Sponsored events, sent out information and provided a venue for young artists, photographers, students, etc., toshowcase their work

* Flowers purchased from growers who were badly affected by typhoon damage and the COVID-19 pandemic.

Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance
Sanno Festival

Sanno Festival (lantern team)Nihonbashi clean-up (helping to clean bridge)* Photos from events held in 2022. Events were smaller size in an effort to limit the spread of COVID-19.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Value co-creation and innovation

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Contributing to Our Communities

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment

Clean-Up Activities

TOPICSThe Tokyo Tatemono Group regularly conducts cleanup activities
to make areas look more attractive. Particularly in the YaesuNihonbashi-Kyobashi area, employees use their time before work
to clean up and beautify the town. In recognition of these activities,
we received a letter of appreciation from the Nihonbashi Cleanup
Project Cooperation Association.

Creating a natural environment and lively
space through Park-PFI*
Meiji Park—Tokyo’s first Park-PFI project(Park opening in October 2023, stores open fromJanuary 2024)

Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society

Chuo-dori Path Flower Beds

External Evaluation and Certification for Green Buildings

Encouraging Lively Communities

Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock▶ Contributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Morning Clean-Up Activities

Partnering with Non-profit Organizations
Since 2005, Tokyo Tatemono has, as a member of the secretariat
of NPO Hana Kaido, supported the management of sidewalk flower
beds along the pavement of Chuo-dori in the Yaesu-NihonbashiKyobashi area. We invite employees from across the Tokyo
Tatemono Group to participate. Each year, about 50 employees takepart in clean walks (including maintaining flower beds and replanting
flowers) and other community events. We also hold flower planting
events for local elementary school children six times a year.
Since 2017, we have been a member of the secretariat of theCheering Supporters for Woods of Chuo Ward, an NPO. As part ofthese activities, we hold woodworking workshops for children andmake planter covers out of tree trimmings from the forests of Chuo
Ward. We installed about 100 of these planters on the sidewalksof construction sites through the NPO Hana Kaido, a project that
promoted the use of thinned wood.

The Tokyo Tatemono Group holds a number of events in which many
local residents participate to help grow and invigorate communities.
In Nakano Central Park, our office building in Nakano-ku(Nakano-ku, Tokyo; completed May 2012), many events are held,using about 3 hectares of lush green open space (public vacantland, etc.). This initiative received the 2014 Good Design Award in
the category of Design of Community Development.
In April 2023, a joint venture led by our company has been
selected as the designated manager of Nakano Shiki no Mori Parkand Kakoimachi Hiroba, two public spaces that are adjacent toNakano Central Park in Nakano-ku.
Nakano Shiki no Mori Park is designated as a local disasterprevention park. By properly running and managing the park
integrally with Nakano Central Park, we also contribute to the safety
and security of the local community.

The park includes three plazas: Hope Plaza, a 1,000 m2
lawn with a symbolic position overlooking the National
Stadium; Inclusive Plaza, featuring a circular design; Street
Plaza, a modern interpretation of the waterscape of the
Shibuya River; and Forest of Pride, a wooded area ofapproximately 7,500 m2. There are also six stores, including
the first TOTOPA, an urban spa facility newly developed by
the Tokyo Tatemono Group. A variety of opportunities are on
offer for people of all ages to relax, interact, play, learn, andliving in harmony with nature.
* Private Finance Initiative (Park-PFI)
This is a system to select private enterprises through public solicitation toestablish park facilities, such as restaurants and stores, in open land and park
areas for the benefit of park users, and to improve park facilities such as parkways
and plazas in the surrounding areas by using the revenue generated from thefacilities that have been set up.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Related Material Issues

Strengthening Tokyo’s competitiveness as an international city

Contributing to a safe and secure society

Community building and revitalization

Well-being

Addressing the diverse needs of customers and society

Value co-creation and innovation

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Contributing to Our Communities

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialCondominium Development That Helps Build
Communities
Brillia City Shakujii Koen ATLAS (Nerima-ku, Tokyo; completed inlate June 2023) is a reconstruction project of Shakujii Koen Danchi,
which was one of the oldest and largest housing complexes inTokyo. The project was undertaken with cooperation from Tokyo
Tatemono and the Shakujii Koen Danchi Apartment Reconstruction
Project Association. In order to ensure that the community continues
during and after the rebuilding work, we opened the Shakuji-ii BASE
adjacent to the condominium’s sales center as a place for new andold residents to interact with each other and the local community.
This facility is a space where anyone can feel free to stopby, including former residents who have temporarily moved out
during the reconstruction, new condominium purchasers, andlocal residents. By serving as a rental space where local residents
can hold events and a place for local communication and as an
information station, it also contributes to community building.

and developed systems, structures, and resource stockpiles
in anticipation of scenarios in which stranded commuters fromsurrounding areas require housing.

Supply Chain Management
Improving Quality and Customer Satisfaction

Tokyo Square Garden

Training for accommodating stranded commuters at
Tokyo Square Garden◆ Facilities with capacity for receiving stranded commuters▶ Contributing to Our Communities

Providing Hot Bath Facilities for Disaster Victims

Human Resource Investment and Development
Health Management / Occupational Health and Safety
Shakuji-ii BASE

Interaction at Shakuji-ii BASE

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance• Conducted SDGs promotion meetings with tenants on the topics ofdecarbonization and resource recycling at long-term buildings such as
Tokyo Square Garden and Tokyo Tatemono Nihonbashi Building to promotebuilding-wide environmental initiatives.
• Distributed flyers to tenants informing them of ways to save energy,
separate waste, reduce and recycle, etc., or visited them directly to raiseawareness through dialogue (conducted at least four times a year andmonitored by the Business Division).
• Promoted health-related initiatives by requesting tenants to cooperate
in disinfecting their hands with disinfectant installed at entrances andrestrooms of buildings owned by the Company, and closing smoking
rooms, etc.

◆ Major Initiatives in For-Sale Condominiums

Revitalizing and Utilizing Real Estate Stock

Diversity & Inclusion

The Tokyo Tatemono Group intends to address environmental
issues such as decarbonization and recycling of resources, as wellas health-related issues such as infectious diseases, for tenantsin our properties as well as for residents of for-sale and for-rentcondominiums.
◆ Major Initiatives in Tokyo Tatemono Buildings• Tokyo Square Garden (Chuo-ku, Tokyo, completed in March 2013)• Otemachi Tower (Chiyoda-ku, Tokyo; completed in April 2014)• Hareza Tower (Toshima-ku, Tokyo; completed in May 2020)

Respect for Human Rights

Initiatives for Tenants and Residents

Community Support in the Event of a Disaster
Establishment of a System to Support People
Who Have Difficulty Returning Home
When major earthquakes or other disasters occur, public
transportation functions may halt, stranding commuters.
At some of the large-scale office buildings managed by the Tokyo
Tatemono Group, we have prepared support mechanisms fortenants. We have entered into agreements with local municipalities…Commercial Properties…Residential

The Ofuro no Osama chain is a chain of Japanese-style bathhouses
developed by Tokyo Tatemono Resort. The primary aim of thesebathhouses is to offer a soothing space that is an important,
integrated part of the local community. As a means to this end,
Ofuro no Osama entered into an agreement with the cities of Ayase
and Ebina in Kanagawa Prefecture as well as Wako in Saitama
Prefecture to allow the use of Ofuro no Osama bathing facilities inthe event of an emergency.
Thanks to this agreement, anyone affected by an earthquakeor other disaster may use bathing facilities at four Ofuro no Osama
locations (Ebina, Kozashibuya Ekimae, Seya, or Wako) located inand around the three aforementioned cities.

In an effort to promote a recycling-oriented society, Tokyo Tatemono andTokyo Tatemono Amenity Support have implemented various initiatives(Waste-Free Project) at for-sale condominiums that Tokyo Tatemono has
supplied and will supply in the future. Helping to reduce waste, these efforts
include the collection of waste cooking oil, clothing and sundry goods,
a rental service for different items, and the design of friendly garbage
storage areas. In addition to initiatives such as group collection, which havetraditionally been carried out by management associations on a propertyby-property basis, this system is being implemented based on the size andcharacteristics of the property.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Improve employee growth and job satisfaction

Related Material Issues

Diversity & Inclusion

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Human Resource Investment and Development

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources

Policy and Concept
Tokyo Tatemono sees talent as one of the foundations of ourorganization, enabling the Tokyo Tatemono Group to create value
and grow sustainably. In order to realize our long-term vision,
we have set improving employee growth and job satisfaction
as a material issue for human resources, and we are working
to strengthen human capital as one of our most importantmanagement issues. To enhance corporate value by maximizing thevalue of our human resources, we are actively promoting initiatives
to develop human resource and improve the internal environment,
and we are investing more into our talent based on the Human
Resource Philosophy and Policy described below.

Human Resource Development System
Tokyo Tatemono has designed a level-specific training system withthe goal of identifying responsibilities and honing abilities in linewith each employee’s stage of development. In addition, we areconcentrating on encouraging a culture of self-directed learning
among employees through the creation of a system that enables
them to consider and select the knowledge and skills they needthrough a self-edification support system, externally dispatchedtraining programs, and a qualification acquisition support system.
Furthermore, to support our global expansion, we also offer
special support for learning the English and Chinese languages,
which strongly link to our business.

In order to efficiently utilize the human resource data we havebuilt up, develop outstanding talent, and appropriately allocate
human resources, we have introduced a talent management systemthat centrally manages employee-related data. As well as managing
employee background information, the system is also used for goal
management and periodic career interviews. This enables us toeffectively consider personnel rotations and talent development interms of the characteristics of each employee. In fiscal 2023, as in
the previous year, we continued to achieve our targets of at least
15 hours of training per employee per year on average and 100%
participation in career training.

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities▶ Human Resource Investment and Development(Data) Career Training Participation Rate (p. 93)

Human Resource Philosophy
The Company’s growth is tied to its employees’ growth,
therefore, we are responsive to their contributions.

Human Resource Policy❶ Ideal human resource: Trustworthy people, People
who forge their own paths❷ Creating a fulfilling, rewarding workplace in which
employees can experience growth and feelsatisfaction from their work

◆ Level-Specific System (Outline)
Level-Specific Training
Officers

Officer training

General Managers

New general manager training

Manager in a position tosupervise staff

New supervisor training, subordinate evaluation training, mental health training

Managers

New manager training, assessment training

Assistant Managers

Assessment training

KPIs and Targets

Elective
training• Promotion of skills development└ Average training time per employee: 15 hours or more eachfiscal year
└ Career training participation rate: 100% each fiscal year
Scope of Coverage Tokyo Tatemono• New Employee Training(business basics, etc.)• Group Training for Employees in their
Third Year after Graduating• Basic Practical Real Estate Training

Diversity & Inclusion

Corporate GovernanceRisk Management
Compliance

Senior Employees

Data

Material Issue KPIs and Targets (p. 10)
Third-party Assurance• Accounting• Management Strategy• Design Thinking• Scenario Planning

New Employees

Purpose and Content of Training

Assessment Training
Training for newly appointed managers and assistant managers totake stock of their own skills and learn the knowledge and thinking
required to solve problems• Corporate Finance• Project Management• Negotiation

Career Training
Training to acquire the thinking patterns to independently shape
one’s career and to develop future career prospects.
Elective Training
Training that can be selected and attended according to theindividual’s career prospects.

• Joint Group Training and Sports
Days• Logical Thinking• Accounting• Presentations• Mental Health

Joint Group Training and Sports Days
Initiatives aimed at revitalizing the whole Group by enabling
employees to deepen mutual understanding, develop a sense of
camaraderie, and create Group synergy beyond the boundaries of
their affiliated companies

Career training

Health Management / Occupational Health and Safety

Governance(Data) Average Hours of Training per Year per Employee (p. 93)◆ Other Training
Global Training

Attending language schools, overseas field trips, overseas training

Self-Edification/External
DispatchBusiness school/graduate school attendance support, business school single-subject dispatch, cross-industry exchange training, correspondence
courses, external seminars, lectures by external experts

Support Systems for
Acquiring Certifications

Real Estate Broker, The Official Business Skill Test in Bookkeeping, Japan Business Law Exam, Certified Building Administrator, Real EstateConsulting Master Exam, Real Estate Securitization Master, Urban Renewal Planner, Real Estate Appraiser, First-class Architect

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

63

Related Material Issues

Improve employee growth and job satisfaction

Diversity & Inclusion

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Human Resource Investment and Development

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society

Training System for Young Employees
To facilitate on-the-job training for new employees, we have a new
employee counselor system under which one counselor is assigned
to each new employee to provide counseling on daily work, humanrelations, and other issues. In addition, to enable new employees toclearly recognize their own growth pattern, a survey is conducted
to visualize the level of expectation and satisfaction of those aroundthem, and to identify issues that need to be prioritized based on the
gap between the two.
Furthermore, in order to gain a broad perspective andexperience as a developer employee, we rotate our employees
between three departments during the course of their first ten years
with the Company.

External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities▶ Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Clarification of Roles through a Management by
Objectives System
We have introduced a management by objectives system tokeep our employees motivated and to encourage them toembrace challenges toward achieving their goals. Annual Groupbusiness plans are broken down into business plans for eachbusiness division such as the Commercial Properties Businessand Residential Business, and each relevant department. And
by clarifying individual goals while breaking the business plans
down into annual plans for individual employees, we have createda system in which the achievement of individual goals effectively
influences the achievement of organizational goals.
In addition, we have put in place a system to help employees
achieve their goals. This is based on interviews between supervisorsand subordinates, held three times a year, and on-the-job training.

Improving Employee Engagement
Tokyo Tatemono is committed to creating a rewarding workplacethat serves as the foundation for human resource development. To
objectively assess workplace conditions, we periodically conduct anemployee engagement survey targeting all employees through anexternal organization.
Issues discovered in this survey are addressed for
improvement with the assistance of experts, and a PDCA cycle is
set up to monitor the status of these issues as well as consider andimplement further improvement measures as necessary.
Although the FY2024 engagement score continued to
improve from the previous year, as in the previous year, “weakening
communication between hierarchical levels” was found to be anissue. In order to promote smooth communication between different
levels in the Company, we have implemented various measures tostimulate communication.

Acceptance of Interns
With the aim of improving students’ abilities and providing
opportunities for students to think seriously about their own futures,Tokyo Tatemono provides work experience and opportunities forstudents to interact with each other through internships. We also
believe that prior experience working at our Company will reduce
post-employment mismatches not only at Tokyo Tatemono but
also in the real estate industry as a whole, prevent premature job
turnover, and lead to the development and retention of young
employees. The
program is usually held
for undergraduate andgraduate students during
the summer and winter.
In 2023, a total of 329
interns were accepted.

(Data) Employee Engagement Survey (p. 93)
Acceptance of Interns◆ Measures to address the priority issue of “strengthening the links between hierarchical levels” from the FY2024 survey (continued from previous year)
Aim of measure• Increase opportunities for communication among employees to deepen relationships and create networking opportunities• Develop mutual understanding❶ Support for Internal Socializing

Details❷ Implementation of 360 Degree Surveys•E valuation is carried not just between supervisors and•S et out snacks in the workplace, creating opportunities for
employees to strike up conversations
subordinates, but also between colleagues who work with eachother•O pen up the internal community space after regular hours, onducting mutual evaluations from multiple perspectives helps
providing beverages, including alcoholic beverages, free of charge • C
ensure that evaluations are fair and appropriate•P rovide financial assistance for social gatherings among•U nderstanding each other’s positions helps activate
employees from different departments
communication and strengthen a sense of ownership•U se of internal social media for communication. As well asbasic details such as department and career background,employees register a wide range of information, such as skills andhobbies, which they can use to search for each other and makeconnections

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

64

Related Material Issues

Social implementation of technology

Improve employee growth and job satisfaction

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Health Management / Occupational Health and Safety

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development▶ Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Policy and Concept
To enable our officers and employees to be healthy in body andmind and to work with a lively spirit, the Tokyo Tatemono Grouphas designated the President as the Chief Health Officer (CHO) and
we are working on initiatives to maintain and improve the healthof each individual Group officer and employee in accordance with
the Group Health Management Declaration. With regard to healthmanagement, we have identified improving employee growth andjob satisfaction as one of our material issues. We have set KPIs andtargets based on this material issue, promoting efforts to achievethese targets.
In 2023, we set a new KPI and target of maintaining anappropriate weight ratio of 75% or more by FY2028 to further foster
employees’ awareness of self-directed health management.
Group companies engaged in commercial property andcondominium construction and building management are committed
to promoting occupational health and safety by conducting
assessments and educating officers and employees. Furthermore,with regard to the supply chain in our Tokyo Tatemono Group’sbusiness, we request suppliers, including construction and building
management companies, to ensure sound labor practices andworking environments based on the Sustainable Procurement
Standards established for the entire Group, with the aim ofmaintaining good health and promoting health and safety throughout
the supply chain.

KPIs and Targets• Promotion of health management└ Health checkup rate and follow-up test rate: 100% eachfiscal year
└ Smoking rates: 12% or less each fiscal year
└ Percentage of employees maintaining an appropriate weight:
75% or more by FY2028
Scope of Coverage Tokyo Tatemono

 ealth Management / Occupational Health and Safety
H(Results and data of initiatives) (Only available in Japanese)Sustainable Procurement Standards
 okyo Tatemono Group Guidelines for the Sustainable
T
Procurement Standards
Material Issue KPIs and Targets (p. 10)
Supply Chain Management (p. 50)

Tokyo Tatemono Group
Health Management Declaration
Tokyo Tatemono’s corporate philosophy, “Trust beyond the era,”encompasses our will to strive for the growth of the Company
and the creation of a prosperous society, taking pride in thetrust placed in us that extends over a century. To embody thiscorporate philosophy, we believe that supporting the health of
our officers and employees as well as their families is vital.
We see the mental and physical health of officers andemployees as the primary source of sustainable corporate
growth and actively promote activities for each and every
person to maintain and improve their health.
As the Chief Health Officer, I will work to make the environment
more conducive to achieving this, and I promise that ourorganization will pursue health management as a whole.
Hitoshi Nomura
President and Chief Executive Officer, Tokyo Tatemono Co., Ltd.

◆ Health Management Strategy Map

The Tokyo Tatemono Group manages its progress with a health management strategy map, which measures investments in health and their effects.
Health investment effectivenessIndicators for status of healthinvestment measures

Indicators for changes inawareness and behavior of
employees, etc.

Training for managers

Participation rate inmanagement training

Overtime working hours

Measures to encourage
employees totake paid leave

Status of measures toencourage employees totake paid leave

Percentage of employees
taking paid leave

Health investment

Healthinvestment
related tovariouseffects

Healthliteracy
improvement

Work stylereformICT
utilization

Participation rate in selfcare and line-care training
Mental health measures
Percentage of employees
receiving stress checks

Percentage of employeeswith high stress

Periodic health checkups(with those over 35 years oldreceiving full medical checkups)

Percentage of employees
receiving periodic healthcheckups

Percentage receiving
detailed medical
examinations

Forming exercise habits
Responsible drinking
measures

Percentage of employees
who exercise
Percentage of habitual drinkers
Percentage of employees withappropriate weight

Percentage of employees
subject to specific healthguidance

Smoke-free measures

Program for quitting
smoking

Percentage of smokers

Final health-related target
indicators

Improving employee
engagement

Improving productivity
by improving
presenteeism andabsenteeism

Management issues tobe solved through healthmanagement

Realizing thelong-term vision“Becoming a
Next-generation
Developer”
by securing valuecreating talentTOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

65

Related Material Issues

Social implementation of technology

Improve employee growth and job satisfaction

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Health Management / Occupational Health and Safety

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development▶ Health Management / Occupational Health and Safety

SystemHealth Promotion Initiatives

The Tokyo Tatemono Group’s Sustainability Committee, chaired by
the President, sets goals for the promotion of health management,
defines specific initiatives to achieve these goals, monitors progress,and evaluates the details of achievement. Important matters
discussed and debated by the Committee are reported or broughtup for discussion at the Board of Directors meetings, where they areoverseen by the Board of Directors.
Furthermore, Tokyo Tatemono established the Health Committee,
which consists of representatives from the Personnel Department andeach office/location, as well as industrial physicians. In principle, thecommittee meets once a month with the aim of improving occupational
health standards in the workplace and maintaining and promoting
the health of officers and employees. Half of the members of thecommittee other than the chairperson are appointed based on therecommendation of a person representing a majority of the employees.
Moreover, we work to maintain and improve health throughout theTokyo Tatemono Group through Group-wide measures.
Tokyo Fudosan Kanri and Tokyo Tatemono Amenity Support,
which are involved in construction and building management,
conduct a risk assessment regarding labour issues carried out for: a)Potential new operations or projects (due diligence) and b) Existing
operations or projects.
◆H ealth Management Promotion System Chart

Diversity & Inclusion
Governance

Chief Health Officer (CHO) and Chairpersonof the Sustainability Committee

Corporate GovernanceRisk Management

Supervise

Goal setting, monitoring,evaluation of achievements, etc.

Compliance

Third-party Assurance

Personnel
Department,
HealthManagement
and Diversity
Promotion Group

Cooperation

Data

Board of Directors
Report/Submit
for discussion

Supervise

Sustainability Committee

Health Committee

Health insurance
association

Tokyo Tatemono
Labor Union

Industrial physician /Consultant psychiatrist

Tokyo TatemonoGroup companies

Outsourcing company

As well as setting a target of 100% of all officers and employees
receiving health checkups and reexaminations each fiscal year, we
are also implementing various initiatives in cooperation with thehealth insurance association. We have achieved a 100% healthcheckup rate for 13 consecutive years since 2011, and are working
to maintain and improve the health of our officers and employees
and foster their awareness of health management.

Managing Health Risks for Officers and Employees
Tokyo Tatemono uses medical examinations and other means
to ascertain the risks to the health of its officers and employees.
The initiative using online interviews and an application linked
to measurement devices to provide specific health guidance topeople over 40 years of age who have been identified as at risk oflifestyle-related diseases in the specific health checkups (the rate of
implementation and of completion in 2023 was 100%). In addition,measures to prevent serious illnesses and group dental checkups*1
are also provided for non-obese and younger people who are noteligible for specific health checkups. In such a way we are actively
working for the benefit of people’s health through prevention andearly treatment.
As a daily health management measure for employees, wehave also established a system to support the cost of voluntary
health management, including the cost of physical examinationsand various cancer screenings, in the cafeteria plan*2 that wehave introduced for the purpose of providing benefits. We arealso striving to strengthen infection prevention measures, such as
by inviting doctors to hold influenza vaccination sessions at thecompany’s expense.

Initiatives to Reduce Smoking Rates
We have set a target of a smoking rate of 12% or less every fiscal
year for all officers and employees. Since April 2020, we have
implemented a complete smoking ban during working hours, andwe are helping people to quit smoking by providing informationthat will help them break the habit. The smoking rate in 2019 was
21.0%, but the smoking rate in 2023 improved to 13.1%, partly due
to the effects of various measures. We will continue to work toward
our goal of continuing to achieve 12% or less every year.
(Data) Health Management Related (p. 93)

Health Literacy Improvement
We have been providing health-related training to all officers andemployees to improve their health literacy and understanding ofhealth issues.
◆ Health-related Training Programs Held
Date

No. ofParticipants (%)

Theme
Seminar on work and women’s
health880 (96.8%)

February 2023

Preconception care training

888 (97.2%)

February 2024

Eye health seminar

866 (86.9%)

February 2022

Scope of Coverage: Tokyo Tatemono

Notes: 1.	Web-based dental questionnaires conducted in 2021 and 2022.
A dentist was invited to perform checkups in 2023.
2.	A system in which employees are provided a certain set of points to spend freely ona series of benefit options. This has the advantage of allowing individuals to enjoy a
combination of benefits that suit their own circumstances.

(Data) Health Management Related (p. 93)

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

66

Related Material Issues

Social implementation of technology

Improve employee growth and job satisfaction

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Health Management / Occupational Health and Safety

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Mental Health Initiatives
Tokyo Tatemono works not only to help all of our officers andemployees understand the critical importance of their mental health,but also for early detection and prevention of mental health issues.
◆M ajor mental health initiatives

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society• Stress self-checkups every year to understand individual stresses in an
appropriate and easy way• Free access to mental health counseling provided by health associations• Support system including training, in cooperation with a consultant psychiatrist, to support return to work
• Mental health line care training for new managers in a position to supervise
subordinates (100% participation rate in FY2023)• Self-care training for new employees with sports trainers as instructors(100% participation rate in FY2023)

External Evaluation and Certification for Green Buildings

Employee Involvement in Occupational Health and
Safety Improvements
In order to ensure the safety of employees, Group companies thatwork on buildings and condominiums and manage buildings haveestablished manuals on labor safety at each site. We are thus
working to prevent occupational accidents by disseminating andthoroughly informing workers, including subcontractors, on-site.
In the event of an industrial accident or highly dangerous case,
we analyze the cause in detail. We then work to reinforce safety
by disseminating information and providing guidance to prevent
recurrence. In 2023, there were no fatal occupational accidents
involving our employees or subcontractors.
(Data) Occupational Health and Safety Related Data (p. 93)

Sustainability FinanceInitiatives to Form Exercise Habits
SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development▶ Health Management / Occupational Health and Safety
Diversity & Inclusion

Based on the results of a health awareness survey given to
employees, it was found that 80% of employees have issues
with forming exercise habits. Therefore, in fiscal 2023, the Tokyo
Tatemono Group strengthened employees’ efforts to establish
exercise habits, including the following initiatives.
• Conducted a series of Seminars and Programs to Guide
Employees to Good Condition by outside experts• Organized walking events using smartphone pedometer apps
(over 1,700 participants across the Group)

GovernanceCorporate Governance

Health and Safety Risks and Countermeasures onConstruction Sites
Group companies that carry out construction work on buildings
and condominiums use check sheets and other tools at eachconstruction site to identify dangerous work and hazardous areas sothat Company employees and subcontractors can work safely when
undertaking new construction work. We identify these and carefully
check them with health and safety managers, and engineers withspecialized knowledge, taking measures to prevent occupational
accidents. For particularly large, high-risk construction projects, thesafety of the construction site is ensured through a double process
in which all parties involved, including the subcontractor, doublecheck the above.

Risk Management

Periodic Safety Inspections of Construction Sites

Compliance

At Group companies engaged in condominium construction, theHealth and Safety Cooperative Association conducts joint patrols
twice a year with partner companies at construction sites to checkfor dangerous areas and prevent occupational accidents.

Data
Third-party Assurance…Commercial Properties…Residential

Preventing Occupational Accidents on
Construction Sites
Property development and management involves employees
from many suppliers, including construction companies andmanagement companies. We conduct questionnaire-based surveys
of key supplier construction and building management companies
regarding our Sustainable Procurement Standards in an effort tounderstand the status of efforts to prevent occupational accidents
at our suppliers. Through these efforts, we strive to understand andimprove the working environment on construction sites and property
management sites.
Supply Chain Management (p. 50)

Training on Occupational Health and Safety Standards
Group companies engaged in building and condominium construction
and property management provide training on occupational healthand safety standards on the necessary topics, subjects, andfrequency, depending on the work processes at each site.
◆ Topics for training on occupational health and safety standards in
2023• Foreman training (risk management in construction)• Training on considerations during hazardous work
• Training on occupational health and safety laws and basic safety knowledge• Health and safety training for condominium management staff at work

Training to SuppliersGroup companies engaged in building and condominium
construction and property management provide training for suppliers
on health and safety on construction and management sites,
including training based on the Occupational Health and Safety Act
and special training for certain hazardous operations.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

67

Related Material Issues

Social implementation of technology

Improve employee growth and job satisfaction

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Health Management / Occupational Health and Safety

ESG Management
Long-term Vision and Materiality

Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock▶ Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management

(Data)Occupational Health and Safety Related Data (p. 93)

Compliance
Data
Third-party Assurance* A certification that evaluates “hard” and “soft” office initiatives as we strive to maintain andimprove the health and comfort of the people working in our office building.

◆ Improvement of Working Environment at Tokyo Tatemono Yaesu
Building
Thermalcondition

Temperature control by AI air conditioning
2021
環
築

Human Resource Investment and Development

Tokyo Tatemono is in compliance with minimum wage laws andregulations, which are essential for stability in workers’ lives. In
accordance with the principle of equal pay for equal work, there
is no difference in pay based on gender or any other factor. Pay isbased simply on position and performance.

建Contributing to Our Communities

Initiatives to Equal Pay for Equal Work築

SocialIn terms of restricting overtime work, an Agreement on Overtime andHoliday Work (commonly known as the “36 Agreement”) has beenconcluded, in accordance with the Labor Standards Act, with an
employee representative at each business site. Additionally, from theperspective of employee work-life balance and health management,
we are implementing measures to prevent long working hours.
In 2010, we adopted a system to shut down computers at thestandard end of the working day to limit late-night working hours
and prevent overwork. In the event that long-working hours occur,
we have implemented a framework to address this issue by
requiring direct supervisors to report on improvement measures andprovide feedback to senior management. Through this PDCA cycle
we have created, we are striving to reduce overtime work hours.
Furthermore, we are working to prevent health problems by having
employees who work more than a certain number of hours overtime
or on holidays receive guidance from an industrial physician.
Group companies that manage condominium buildings
tally the overtime hours of management staff engaged in work at
each condominium every month, and reflect the results in practicaloperations such as changes in work hours and operational efficiency.

建

Sustainability Finance(Data) Percentage of Unionized Employees (p. 93)

Initiatives to Limit Overtime WorkWe are working to ensure a work-friendly environment by
reducing fatigue and stress caused by work. This helps to prevent
occupational accidents and health problems.
In 2021, the Tokyo Tatemono Yaesu Building, where the Tokyo
Tatemono head office is located, and in 2022, the Tokyo Tatemono
東京建物八重洲ビル
Shijo-Karasuma Building EAST, where our Kyoto office is located,both received the rank of S, the highest in the CASBEE Wellness
Office Certification. The offices were highly evaluated for their highlevel of comfort achieved both throughtangible and intangible innovations. These
ranged from office fixtures and fittings thatwere selected with health in mind to seating
2021
環
I
境
selected to suit different work styles and other（･省
エネルギー機構
efforts to maintain and promote health.
）Environment

Wellness Office Certification

EC

External Evaluation for Sustainability

Third-party Evaluation of Health Management

B

Participation in Initiatives

Based on the shared recognition of the importance of the health andsafety of employees, we are working together with management
and labor to achieve an appropriate work environment and working
conditions through wide-ranging discussions between employee
representatives and management.

solve a diverse range of challenges through dialogue between laborand management.
In addition, a person appointed by the Company based on therecommendation of an employee representative sits on the HealthCommittee. Such a system is designed to reflect the voices ofworkers in measures on occupational health and safety.

）

Stakeholder Engagement

Labor Practices Initiatives

境

･省

EC

Material Issue KPIs and Targets

I

B

Sustainability Promotion Framework（
エネルギー機構

Work
VisualInstallation of task lighting with adjustableenvironment environment illumination

Sound
Installation of sound-proof booths and soundenvironment maskingWorkmethodRestsupport

Improvement of work posture by introducing tilting and liftingdesks
Set up a cafe space as a place for rest and communication
Installation of health equipment
Greening the office

Dialogue between Labor and Management
Tokyo Tatemono supports freedom of association and the rightto collective bargaining. As such, we have organized the Tokyo
Tatemono Labor Union which all employees (except for management
and those in certain positions) are members of. The labor union andTokyo Tatemono have concluded a labor agreement and work to

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

68

Related Material Issues

Social implementation of technology

Improve employee growth and job satisfaction

Diversity & Inclusion

Advancement of governance

Strengthen risk management framework

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Health Management / Occupational Health and Safety

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Health Management Ratings

Excellent Health Company Certification System

In 2014, the Development Bank of Japan, Inc. DBJ Employees
Health Management Rating awarded Tokyo Tatemono the highest
possible accolade for our earnest efforts toward health. The
recognition cited our outstanding initiatives toward the healthconsiderations of our employees.

In addition, eleven group companies including Tokyo Tatemono
were recognized by the National Federation of Health InsuranceSocieties (Kenporen) in Tokyo, receiving Silver and Gold certifications
as outstanding health organizations under the Excellent HealthCompany Certification System.

Goldcertification
obtained:
4 companies

Tokyo Tatemono / E-State Online / Tokyo Tatemono
Real Estate Sales / Tokyo Fudosan Kanri

Certified Health & Productivity Management Outstanding
Organizations Recognition Program◆ Status of Certification as an Outstanding Health Management
Company

Silvercertification
obtained:
7 companies

Tokyo Tatemono Amenity Support / Tokyo Tatemono
Investment Advisors / Tokyo Tatemono Resort / Tokyo
Tatemono Realty Investment Management / Nihon
Parking / Parking Support Center / PRIME PLACEIn March 2024, Tokyo Tatemono and seven other group companies
were recognized under the Certified Health & Productivity
Management Outstanding Organizations Recognition Program. In
this program, the Ministry of Economy, Trade and Industry honors a
range of companies from large corporations to SMEs for practicing
outstanding health management. Among the selected companies,
Tokyo Tatemono was recognized for the seventh time and thefourth consecutive year as one of the “White 500” (the top 500
corporations in the results of the Health Management Survey).

◆ Status of Certification as Excellent Health Company★: Certified Health & Productivity Management Outstanding
Organizations (White 500)☆: Certified Health & Productivity Management Outstanding
Organizations
Company name

Certification
category

2022

2023

2024

Tokyo Tatemono

Large Corporate
Category★

★

★

E-State Online

Large Corporate
Category☆

☆

☆

Respect for Human Rights

Tokyo Fudosan Kanri

Large Corporate
Category☆

☆

☆

Supply Chain Management
Improving Quality and Customer Satisfaction

Tokyo Tatemono Real
Estate Sales

Large Corporate
Category☆

☆

☆

Revitalizing and Utilizing Real Estate Stock

Tokyo Tatemono Amenity
SupportLarge Corporate
Category−☆

☆

PRIME PLACE

Large Corporate
Category−−☆

Tokyo Tatemono Realty
Investment Management

Small and Mediumsized Corporate
Category☆

☆

☆

Nihon Parking

Small and Mediumsized Corporate
Category☆

☆

☆

Sustainability FinanceSocialContributing to Our Communities
Human Resource Investment and Development▶ Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

69

Related Material Issues

Improve employee growth and job satisfaction

Diversity & Inclusion

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Diversity & Inclusion

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability Finance

Policy and Concept
In a society where values are diversifying and rapidly changing, inorder to realize a sustainable society, it is more important than everto enable diverse human resources, including women and seniors,
to work to their fullest and achieve a good work-life balance. The
Tokyo Tatemono Group believes that allowing everyone to work
actively and without barriers will create innovation and encourage
corporate growth, with for example, services from the customer’s
perspective, and improved productivity.
Along with creating a fulfilling, rewarding workplace in which
employees can experience growth and feel satisfaction from theirwork, the Tokyo Tatemono Human Resource Policy identifies
diversity and inclusion as one of the Tokyo Tatemono Group’smaterial issues. Based on this, KPIs and targets have been set withefforts underway to achieve them.

SocialRespect for Human Rights

KPIs and Targets

Supply Chain Management• Promotion of diversity in our workforce└ Ratio of women in management positions: 10% or more by
FY2030└ Employment rate of people with disabilities: Over the legal
employment rate each fiscal year* 2.3% or more until March 2024, 2.5% or more from April
2024 to June 2026, and 2.7% or more after July 2026
Scope of Coverage Tokyo Tatemono

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety▶ Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance• Work-life balance└ Average annual paid leave utilization rate: 70% or more eachfiscal year
└ Ratio of male employees taking parental leave: 30% or more
by FY2025
Scope of Coverage Tokyo Tatemono

Data
Third-party AssuranceMaterial Issue KPIs and Targets (p. 10)

SystemThe Tokyo Tatemono Group has established a Health Management
and Diversity Promotion Group within the Personnel Department,
and works with labor departments of each Group company topromote various measures related to diversity and inclusion acrossthe Group.

Employees are also granted refreshment leave in addition to
paid leave for a certain number of years of service.
◆ Paid Leave Status■ Average number of annual paid leave utilization days
● Average annual paid leave utilization rate(%)

(Days)
20
57.7

Work-life Balance
We have established a variety of support systems so that ouremployees can continue to be active and feel the same sense of job
satisfaction, even as they move into different life stages.

10.6
10

67.8

72.2

11.8

12.5

57.5

51.2

10.2

9.3

40

System for Limiting Work Location
A transfer to a new work location can present difficulties dependingon an employee’s own circumstances or family circumstances. We
have established a system that allows such employees to place
restrictions on the locations where they can work. This systemallows them to choose a flexible work style according to theirpersonal situation.

0

2019

2020

80

2021

2022

2023

0

Scope of Coverage: Tokyo Tatemono* Legally required paid leave only (excluding refreshment leave, lapsed paid leave, summer
vacation, and other special vacations)(Data) Health Management Related (p. 93)

System to Accompany Spouse on Overseas Transfer
Tokyo Tatemono has a system in place that allows employees totake up to three years of leave of absence to accompany theirspouse on an overseas assignment. In addition, employees who
have left the company due to reasons such as their spouse’stransfer are eligible to rejoin under the rehiring system for retired
employees. These programs ensure that employees can leadfulfilling lives even when their spouses are transferred overseas.

Lapsed Paid Leave System
We have a lapsed paid leave system that allows employees to use
their lapsed paid leave when taking long-term leave for purposessuch as receiving treatment for illness, childcare/nursing care, orinfertility treatment.

Initiatives to Promote the Use of Paid Leave
Tokyo Tatemono aims to achieve an average annual paid leave
utilization rate of at least 70% each fiscal year, and actively
encourages employees to take paid leave by, for example,
designating a good time to use paid leave. Although the number ofpaid leave days taken and the rate at which they are taken rise andfall from year to year, we are seeing an upward trend overall.
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

70

Related Material Issues

Improve employee growth and job satisfaction

Diversity & Inclusion

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Diversity & Inclusion

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Leave Systems for Pregnancy, Childbirth, Childcare
and Nursing
In addition to a leave system for pregnancy and childbirth, a leavesystem for childcare and nursing care is available to all employees
regardless of gender. The Personnel Department provides
explanations on an individual basis about childcare leave andchildbirth/childcare-related systems in general to employees who
have reported their own or their spouse’s pregnancy or childbirth. In
such a way, we are creating an environment that facilitates the useof childcare leave and childbirth/childcare-related systems.

◆ Overview of Pregnancy, Childbirth and Childcare Support Systems
PeriodThe full durationof childbirth andchildcare

During Pregnancy

External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety

Re-employment Policy for Employees Who
Resigned Due to Pregnancy, Childbirth, Childcare
or Nursing● Male ● Female

Governance

100
100

100

100

100
78.1

Risk Management
Compliance

50.0

50
Data

Childcare Leave

Shortened Working Hour System

Childcare Leave (Childcare Time)

During Childcare

100

Corporate GovernanceFlextime System can be used. This applies to office admin staff, who are not ordinarily eligible to use flextime (work start/stop times canbe adjusted).

Flextime System

(%)

18.2

2019

2020

2021

2022

2023

Scope of Coverage: Tokyo Tatemono(Data) Childcare Leave (p. 92)

Salary Paid
Up to 28 days (calendar days) of leave within eight weeks of the birth of a child (This can be taken in two parts.)

Salary Paid
Employees may take leave until one month after the first March 31 that falls after their child’s third birthday (can be taken in two parts).

Salary Unpaid (with benefits from employment insurance)
Employees may take one day of special leave.

Salary Paid
Employees may receive celebratory monetary gift for the birth of their child.
Flextime System can be used.

Salary Same as ordinary flextime system. Period Until the conclusion of the child’s third year of elementary school
Employees may work a shorter six-hour day. Employees may select from five work styles.

Period Until the conclusion of the child’s third year of elementary school
Employees may take up to one hour of leave per day. This leave may be taken over one or multiple periods during the day.

Salary Unpaid Period Until the child reaches their first birthday
Employees are limited to no more than 24 hours of overtime per month and must not exceed 150 hours of overtime per year.

Restrictions on Late Night Work forChildcare

Employees may be restricted from working between the hours of 10:00 p.m. to 5:00 a.m.

Exemption from Overtime Work forChildcare

Employees may be exempt from exceeding their prescribed work hours.

Period Until the conclusion of the child’s third year of elementary school

Period Until the conclusion of the child’s third year of elementary school

Period Until one month after the first March 31 that falls after their child’s third birthday
Employees may take up to five days leave for their first child or up to ten days for their second and subsequent children between April 1
and March 31 to care for injured or sick children (leave may be taken in hourly increments).

Salary Unpaid Period Until the conclusion of the child’s third year of elementary school

13.0

4.8
0

Employees may take up to six weeks of leave before childbirth/up to eight weeks of leave after childbirth.

Restrictions on Overtime Work forChildcare

Nursing Care Leave for a Child

Third-party Assurance

Salary Paid

Flextime System

Celebratory Monetary Gift forChildbirth◆ Changes in the Ratio of Employees Taking Childcare Leave

Employees may use the lapsed paid leave policy.

Retired employees may apply to be rehired by Tokyo Tatemono.

Special Leave for Childbirth

For employees who have unavoidably retired from the company due
to life events such as pregnancy, childbirth, childcare, or nursing
care, Tokyo Tatemono has introduced a re-employment system for
retired employees so that they can play an active role again utilizing
the knowledge and experience they accumulated while employed.

Overview

Re-employment Policy for
Employees Who Resigned Due toPregnancy, Childbirth, or Childcare

Paternal Leave (Childcare Leave at
the Time of Birth)
Immediately Before/
After Childbirth▶ Diversity & Inclusion

Lapsed Paid Leave System

Leave Before/After Childbirth

Water Resources
Promoting a Recycling-oriented Society

PolicySupport for Employees Using
Babysitters
Vacation Day Childcare Expense
Subsidy Program

Employees can receive a special discount on babysitter fees.
Partial subsidy for childcare expenses on Saturdays, Sundays, and vacation days for employees whose regular workdays fall on thosedays.

* Scope of Coverage: Tokyo Tatemono* Some policies have eligibility requirements.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

71

Related Material Issues

Improve employee growth and job satisfaction

Diversity & Inclusion

SocialCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Diversity & Inclusion

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety▶ Diversity & Inclusion
GovernanceCorporate Governance

Promotion of Diversity in Our Workforce
Tokyo Tatemono strives to create an environment that incorporates
various systems so that diverse human resources can utilize theirindividuality and maximize their individual abilities based on theirown values.

Promoting the Success of Women
We are engaged in a variety of initiatives to encourage thesuccess of women in the workplace. For example, in addition
to establishing various systems to maintain employee career
continuity even after a major life event, we are focusing on creating
a comfortable workplace such as by actively pushing for thepromotion of diverse human resources.
By the end of December 2023, the percentage of female
employees have increased by 31.8%, up 5.2 percentage points from2017. Additionally, the ratio of women in management positions,which we hope will be 10% or more by fiscal 2030, was 9.4% at theend of December 2023.
It is also worth noting that Tokyo
Tatemono and Group companies havereceived the following “Eruboshi” certification
for their excellent efforts to promote thesuccess of women.
◆ “Eruboshi” certification★★★

Tokyo Tatemono Real Estate Sales (acquired in May 2023)★★

Tokyo Tatemono (acquired in October 2022)
E-State Online (acquired in October 2023)

their wishes about how they want to work based on their individuallife plans. These programs let us offer employees the opportunity to
be fully active, even after 60 years of age. In addition, for employees
who have been rehired after retirement, we have a system in placethat allows those who are willing to continue working and who are
deemed necessary by the company to continue working after theage of 65.
(Data) Rehiring of Employees at Retirement Age (p. 92)

Promoting the Success of People with Disabilities
To encourage the success of people with disabilities, we haveestablished systems that allow people with disabilities to enjoy
long-term, stable employment. We accomplish this not only throughoptimal department assignment based on the individual’s particularqualities, but also through working hours set appropriately to theparticular circumstances of each disability, as well as a personnel
system with provisions for working from home as standard.
For employees who work from home as standard, an outside
professional counselor has been appointed to support their work
while monitoring their daily health condition.
Tokyo Tatemono has set a target for the employment ofpeople with disabilities to be at least the legal employment rateeach fiscal year. As of June 2023* our employment ratio of people
with disabilities was 2.53% which fulfilled the mandatory ratio andnumber of employees that is required by law.
* At the time of reporting to the government in accordance with laws for the promotion ofpeople with disabilities.

(Data) Headcount (p. 91)

Risk Management
Compliance
Data
Third-party Assurance

Promoting the Success of Seniors

Promoting the Success of Non-Japanese Employees

Tokyo Tatemono has introduced a rehiring policy for employees
who have reached the retirement age of 60 but wish to continue
working until the age of 65 so that they can continue to enjoy active,
successful careers. Our Personnel Department conducts individualinterviews with employees who are approaching the statutory
retirement age. These employees have the opportunity to express

Tokyo Tatemono does not discriminate in its hiring based on factors
such as nationality or race.
In our overseas business, we hire and foster strong talentfrom various nationalities at our local subsidiaries. This enables ourbusiness to grow roots in the regions in which we operate.

Workplace Understanding of Gender Diversity
The Tokyo Tatemono Group’s Compliance Codes of Conduct
stipulate respect for human rights and prohibition of discriminationand prohibition of harassment, prohibiting discrimination on thebasis of sexual orientation or gender identity. In addition, to deepen
employees’ understanding of gender diversity, we take up thistheme as part of our compliance training and human rights training
programs.
The harassment consultation service is also available for
LGBTQ-related harassment.

TOPICS

Support for balancing work and childcare
Tokyo Tatemono aims to create a workplace where
employees can balance work and childcare, and where
they can continue to work with motivation.
In 2023, we invited an outside lecturer (a childcare
leave consultant) to conduct a seminar for employeeswith preschool-aged children to help them balance workand childcare. In addition to lectures by instructors,
discussions among employees and panel discussions bysenior employees provided an opportunity to think andlearn about balancing work and childcare. The seminar
was very well received, with 100% of the participants
responding that it was “informative” in a post-workshop
questionnaire.

(Data) Headcount (p. 91)

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

72

Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO
ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Governance

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

73

Advancement of governance

Related Material Issues

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO
ESG Management

Corporate GovernanceLong-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability Finance

Policy and Concept
Based on our corporate philosophy of “Trust beyond the era,” Tokyo
Tatemono is striving to build optimal corporate governance, with theprimary aim of enhancing efficiency while ensuring the soundness
and transparency of management, in order to achieve sustainablegrowth and increase corporate value over the longer term. In
addition, we actively and appropriately disclose information forshareholders and other stakeholders to understand the company’sbusiness activities accurately. We have identified the advancementof governance as a material issue for the Tokyo Tatemono Group
that we must address as we pursue our long-term vision. We arefurther strengthening the governance framework to achieve this,striving to improve profitability and advancing measures to ensure
objectivity.

knowledge, experience, and skills as well as the gender of its
members, and maintains the Board of Directors in an appropriate
size to ensure that the Board of Directors functions effectively andefficiently. Audit and Supervisory Board members attend board of
Directors meetings and offer opinions as necessary. The Board of
Directors is chaired by the chairperson, who does not concurrently
serve as an executive officer.
As a general rule, Tokyo Tatemono holds regular Board of
Directors meetings once a month and other extraordinary meetings
as deemed necessary to resolve important matters related tobusiness execution, as well as discuss matters related to mediumand long-term business issues. In fiscal 2023, 14 meetings were
held, and the average attendance rate of directors was 99%.

In our Group governance, to heighten the efficiency ofGroup management and achieve group synergies, we also makea contractual agreement with each Group company based on
the Group Business Management Standards. By setting out andinforming each company of conditions such as items subject toprior approval and items to be reported to the Company, we areworking to reinforce head office functions and clarify our policy on
involvement with Group companies.

Board of Directors
The Board of Directors consists of 12 directors, four of whom areexternal directors (including one woman) as of March 31, 2024.
Tokyo Tatemono strives to secure diversity and balance in its
Board of Directors as a whole while taking into account its overall

Corporate Governance ReportSocial◆ Corporate Governance Structure (As of March 31, 2024)

Respect for Human Rights

General Meeting of Shareholders

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance▶ Corporate GovernanceRisk Management
Compliance
Data
Third-party AssuranceTokyo Tatemono has selected a Company with Audit andSupervisory Board format for our organization. We have alsoestablished a Board of Directors and an Audit and Supervisory
Board, and a Nomination and Remuneration Advisory Committee
as an advisory committee to the Board of Directors. Our executive
officer system clarifies the separation of functions between
management and business execution. Furthermore, we appoint
external directors and external Audit and Supervisory Board
members who help us operate under stronger management
supervision and ensure transparency. This system ensures effective
supervision and supervisory functions with regard to management
and also to business execution by directors of the Company. In
2022, to further strengthen risk management and internal control
in the Tokyo Tatemono Group, the Internal Control Management
Committee was reorganized to establish the Risk Management
Committee and the Internal Control Committee.

Nomination and Remuneration
Advisory Committee

Appoint/
Dismiss

ReportBoard of Directors (Directors)
AdviseAudit

Select/Dismiss
President andChief Executive Officer

ReportAudit and Supervisory Board (Audit
and Supervisory Board members)

Tokyo TatemonoTokyo Tatemono Group

Risk Management
Committee

Sustainability Committee

Business divisions/departments

Dismiss
Coordinate

Coordinate

Internal Audit Department

Executive Committee

Appoint/
Dismiss

Financial
Statement
Audit

Financial Statement Auditor

Contributing to Our Communities

Appoint/
Dismiss

Structure

Internal Control Committee
Audit

Group companies

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

74

Advancement of governance

Related Material Issues

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Corporate Governance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights

Audit and Supervisory Board
The Audit and Supervisory Board prepares audit reports, selects
and dismisses full-time Audit and Supervisory Board members,
and determines audit policies and other matters related to the
execution of Audit and Supervisory Board members’ duties. The
Audit and Supervisory Board consists of four members, two ofwhom are independent external Audit and Supervisory Board
members (one of whom is a woman). It is chaired by a full-time Audit
and Supervisory Board member. In fiscal 2023, 16 meetings were
held, and the attendance rate of each Audit and Supervisory Board
member was 100%.
Audit and Supervisory Board members attend meetings
such as those of the Board of Directors, Executive Committee,
Risk Management Committee, and Internal Control Committee,
express their opinions as necessary, receive regular reports from thefinancial statement auditor and departments such as the Internal
Audit Department, and exchange opinions with each of these asneeded in the course of their coordination. In addition, directors, theRisk Management Committee, the Internal Audit Department, andExecutive Officer System

the Legal & Compliance Department promptly report to Audit andSupervisory Board members on the following matters concerning
Tokyo Tatemono and its Group companies.

Tokyo Tatemono has adopted an executive officer system toenergize our Board of Directors and speed up decision-making
through the strengthening and separation of management functions
and business execution functions. Except for matters determined bylaws and regulations and the Articles of Incorporation to be resolvedby the Board of Directors and critical matters concerning businessexecution, the right to make decisions on business execution isdelegated to executive officers, including the president and Chief
Executive Officer. The scope of such delegation is stipulated in thecorporate bylaws, based on factors such as the type of transaction
and transaction amount.
Executive officers are appointed by a resolution of the Boardof Directors and have a term of two years. As of March 31, 2024,
there were 22 executive officers in the Company.

◆M atters to Be Reported to Audit and Supervisory Board Members

Directors
Matters that could cause significant damage to the Tokyo Tatemono GroupAny material fact in violation of laws, regulations, or the Articles ofIncorporation, and the details thereof

Risk Management Committee
Critical matters for complianceInternal Audit Department
Status of internal audits

Legal & Compliance Department

Nomination and Remuneration Advisory Committee

Status of fraudulent activity reports and their content

Supply Chain Management
Improving Quality and Customer Satisfaction◆B oard of Directors Related Data

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Item

Unit

2019

2020

2021

2022

2023

Number of board of Directors meetings

Meetings

15

14

15

14

14

Number of directors

Persons

12

12

12

12

12

Number of executive directors on the Board

Persons

7

7

7

7

7

Number of non-executive directors on the Board(excluding independent external directors)

Persons

1

1

1

1

1

Number of independent external directors

Persons

4

4

4

4

4

Proportion of external directors

%

33

33

33

33

33

Data

Average board meeting attendance

%

99

100

100

99

99

Third-party Assurance

Average tenure of directors(including independent external directors)

3.8 (Mar.)

4.8 (Mar.)

4.6 (Mar.)

4.4 (Mar.)

5.4 (Mar.)

Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance▶ Corporate GovernanceRisk Management
Compliance

Years

Data Collection Period: January to December of each year. Unless otherwise specified, figures are as of December each year.

We have established the Nomination and Remuneration Advisory
Committee as an advisory body to the Board of Directors to
select candidates for directors, dismiss directors, and recommend
directors’ remuneration levels. Committee members are appointed
from among directors, and the president serves as committee
chairperson. The number of committee members is set at seven or
less, more than half of whom are required to be external directors.
This is to ensure objectivity and transparency in committee
procedures while also drawing from the expertise and advice of
external directors. In fiscal 2023, four meetings were held, and theaverage attendance rate of each committee member was 96%.

Executive Committee
The Executive Committee consists of senior and managing executive
officers, with the president as chairperson. The committee meets todiscuss matters important to group management. In fiscal 2023, 43
meetings were held.
Full-time Audit and Supervisory Board members attend the
Executive Committee meetings to assess the status of deliberations
and offer opinions as necessary.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

75

Advancement of governance

Related Material Issues

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Corporate Governance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceInternal Control Committee
Chaired by the president and with its members including thechairperson, executive vice presidents, and the officer in charge of
the Corporate Planning Department, the Internal Control Committee
has been put in place to evaluate, improve, and upgrade the internal
control system.

Risk Management Committee
The Risk Management Committee oversees risk management andcompliance for the Tokyo Tatemono Group. It is chaired by thepresident and includes the chairperson, executive vice presidents,
general managers, deputy general managers, the officer in chargeof the Corporate Planning Department, and the general managersof the corporate departments. Important matters from among those
deliberated by and reported to the Risk Management Committee arebrought up for discussion or reported to the Board of Directors, andthe Board of Directors oversees the effectiveness of the Group’s risk

management, including risks concerning sustainability.
In addition, a Compliance Subcommittee (subcommittee chairperson:
the officer in charge of the Legal & Compliance Department) anda BCM Subcommittee (subcommittee chairperson: the officer incharge of the General Affairs Department) have been established as
subordinate organizations of the Risk Management Committee toconsider compliance measures, monitor progress, and respond tocompliance risks as well as other risks such as natural disasters.

the Commercial Properties Business, and other members appointed
by the chair in consideration of their expertise in Sustainabilityrelated matters. The committee deliberates on important
Sustainability-related issues, sets targets, monitors progress, andevaluates achievements. Important matters from among those
deliberated and discussed by the Sustainability Committee arebrought up for discussion or reported to the Board of Directors, andthe Board of Directors monitors and supervises the status of actions
taken.
In addition, the following have been set up as subordinate
organizations of the Sustainability Committee: the Sustainability
Promotion Committee, which carries out prior discussions ofmatters to be deliberated and decided upon by the Sustainability
Committee, shares decisions, and reports on the progress ofsustainability measures; and the Human Rights Subcommittee,
which promotes initiatives based on the Tokyo Tatemono Group
Human Rights Policy.

Risk Management (p. 79)

Sustainability Committee
The Sustainability Committee was set up to promote sustainability
measures across the Tokyo Tatemono Group. It is chaired by thepresident and includes directors (excluding external directors), seniorand managing executive officers, general managers of corporate
departments, the general manager of the Technical Department ofSocialRespect for Human Rights◆D irector Expertise and Experience/Skill Matrix*1 (As of March 2024)

Supply Chain Management
Improving Quality and Customer Satisfaction

Name

Revitalizing and Utilizing Real Estate StockContributing to Our Communities

Diversity & Inclusion

GenderAttendance at Board of
Directors Meetings*2
14 out of 14 meeting (100%)

4 out of 4 meeting (100%)〇〇

Hitoshi Nomura

Representative director
Chairperson of the Nomination andRemuneration Advisory CommitteeMale

14 out of 14 meeting (100%)

4 out of 4 meeting (100%)

〇

〇

〇

〇

〇

〇

Representative directorMale

14 out of 14 meeting (100%)

Akira Izumi

Representative directorMale

14 out of 14 meeting (100%)▶ Corporate Governance

Hideshi Akita

Director

Male

Takeshi Jinbo

Director

Shinjiro Kobayashi
Fumio Tajima

Data
Third-party Assurance

Finance andAccounting

Male

Katsuhito Ozawa

ComplianceCorporate
Management

Representative director
Non-executive officer
Chairperson of the Board of Directors

GovernanceRisk Management

Attendance at Nomination
and Remuneration Advisory
Committee Meetings*2

Makio Tanehashi

Human Resource Investment and Development
Health Management / Occupational Health and Safety

Position in the Company

Legal, Compliance,
and RiskManagement

Sustainability〇

Real EstateBusiness and Urban
Development

Overseas
Business

〇

〇

〇
〇

〇

〇

〇

14 out of 14 meeting (100%)

〇

〇

Male

13 out of 14 meeting (93%)

〇〇

DirectorMale

11 out of 11 meeting (100%)〇〇

DirectorMale

11 out of 11 meeting (100%)

Shuichi Hattori

Independent external directorMale

13 out of 14 meeting (93%)

3 out of 4 meeting (75%）

Yoshimitsu Onji

Independent external directorMale

14 out of 14 meeting (100%)

4 out of 4 meeting (100%）

Takeo Nakano

Independent external directorMale

14 out of 14 meeting (100%)

4 out of 4 meeting (100%）

Yumiko Kinoshita

Independent external director

Female14 out of 14 meeting (100%)

4 out of 4 meeting (100%）

4 out of 4 meeting (100%)〇〇

ICT and Digital
Technology

Human Resourcesand Human Resource
Development

〇
〇

〇
〇

〇
〇

〇

〇

〇

〇

〇

〇

〇

〇

〇
〇

〇
〇

〇

〇

* 1 The above skill matrix is not an exhaustive list of all the expertise and experience of each director.
* 2 Data Collection Period: January to December of each year.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

76

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Corporate Governance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceAppointment and Selection of Directors and Audit
and Supervisory Board Members

Support System for External Directors and External
Audit and Supervisory Board Members

We comprehensively evaluate the personality, abilities, knowledge,
and experience of candidates and select those who possess
qualities that can contribute to increasing the longer term corporate
value of the Tokyo Tatemono Group as members of management,
and appoint them as candidates for directors and Audit andSupervisory Board members. The lengths of the terms directors andAudit and Supervisory Board members serve have been set in the
Articles of Incorporation at two years for directors and four years for
Audit and Supervisory Board members.
With regard to nominations, to ensure an appropriate level ofengagement with external directors, the Board of Directors reaches
its resolutions regarding nominations once it has received the resultsof deliberations by the Nomination and Remuneration Advisory
Committee, a majority of which comprises external directors.

The Corporate Planning Department provides explanations andinformation as necessary to support external directors prior tomeetings. The Department also serves as secretariat for the Boardof Directors.
At the request of the Audit and Supervisory Board, we assign
personnel to serve as staff for and support Audit and Supervisory
Board members to encourage the smooth execution of audit
procedures. To enable full-time Audit and Supervisory Board
members to acquire information needed to perform their duties,
we have established a system that ensures they can attend Boardof Directors and Executive Committee meetings, receive regular
reports from financial statement auditors and various departments,and exchange opinions and information with these parties whenevernecessary.

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion

Criteria for Independence of Independent External
Directors
Tokyo Tatemono deems external directors to be independent when,in addition to meeting the criteria for independence stipulated by the
Tokyo Stock Exchange,* they do not fall under any of the following
categories:

Governance▶ Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Independence Criteria Established by the Company❶ A business partner of Tokyo Tatemono that constitutes 2% or moreof the Company’s consolidated net sales in the most recent fiscal
year or a person executing business of such partner❷ A shareholder of the Company that holds more than 10% of thetotal number of voting rights of the Company or a person executing
business of such shareholder❸ A representative, member, or employee of an auditing firm
employed as the financial statement auditor for the Company❹ A consultant, accounting professional, or legal professional thatreceived remuneration (excluding officer remuneration) of more than
10 million yen from the Company in the most recent fiscal year
* From the Tokyo Stock Exchange standards: Guidelines III 5, (3) 2 relating to the listing
management, etc. Rule 436-2: Examination to ensure effectiveness.

Remuneration of Directors
Based on our Corporate Philosophy, “Trust beyond the era,” theTokyo Tatemono Group strives for sustainable growth and theimprovement of corporate value over the longer term. Regarding
remuneration of directors (excluding external directors), our aim is
to instill awareness of each officer’s responsibility to contribute tobuilding corporate value not only in the short term but also overthe longer term. To this end, we have adopted a system that links
a certain percentage of remuneration to business and stock priceperformance.

Specifically, remuneration of directors (excluding external
directors) comprises three elements: fixed remuneration,
performance-linked remuneration, and stock-based remuneration.
The ratio of these elements is set appropriately based on thepolicy regarding the determination of payment ratios by type ofcompensation for directors. The maximum respective amounts
for fixed remuneration and performance-linked remuneration for
directors (excluding external directors), and the introduction of a
Board Benefit Trust (BBT) stock-based remuneration system as wellas the maximum number of share points to be granted per fiscal
year for stock-based remuneration have been resolved at General
Meetings of Shareholders (for details, please refer to Remuneration
Structure on p. 78). The amount of remuneration for individual
directors (excluding external directors) is decided by the Board of
Directors after consulting with and reporting to the Nomination andRemuneration Advisory Committee.
Remuneration for individual directors for fiscal 2023
was determined by the representative director, president, andchief executive officer, the individual who is best qualified tocomprehensively evaluate the Company’s performance and theduties and responsibilities of the directors, after being delegatedthis responsibility by a resolution of the Board of Directors, drafting
proposed fixed remuneration and performance-linked remunerationfor each director according to their positions and duties, andconsulting with and reporting to the Nomination and Remuneration
Advisory Committee.
The remuneration of external directors and Audit andSupervisory Board members is limited to fixed remuneration inconsideration of their duties.

◆ Policy on Payment Breakdown by Remuneration Type
Item

Fixed
remuneration

Performance-linked
remuneration

Stock-based remuneration

Positioning

Basic
remuneration

Short-term incentive

Medium- and long-term
incentive

Variability—

Performance linked tosingle fiscal year

Stock-based

50 – 60 %30 – 40 %5 – 10 %Proportion of total
remuneration(approx.)TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

77

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Corporate Governance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement◆T otal Amount of Remuneration, Total Amount by Type ofRemuneration, and Number of Eligible Individuals(As of the Fiscal Year Ended December 31, 2023)
Total Amount by Type of Remuneration

Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability Finance

OfficerClass

Numberof Eligible
Individuals

Directors(Excluding
External
Directors)

Total
Remuneration(Million Yen)

Fixed
Remuneration(Million Yen)

PerformanceLinked
Remuneration(Million Yen)

Stock-BasedRemuneration(Million Yen)

10

322

240

42

604

Audit andSupervisory
Board
Members(Excluding
External
Members*)

3

55

—

—

55

External
Officers

6

58

—

—

58

19

435

240

42

717

* 1 Based on a resolution of the 190th Ordinary General Meeting of Shareholders held on
March 28, 2008
* 2 Based on a resolution of the 195th Ordinary General Meeting of Shareholders held on
March 28, 2013* 3 Based on a resolution of the 200th Ordinary General Meeting of Shareholders held on
March 28, 2018

Evaluation of the Effectiveness of the Board of
Directors* Two External Audit and Supervisory Board Members.

Each year, the Company analyzes and evaluates the effectiveness of
the Board of Directors and makes ongoing efforts to further improve
its functions. As a method of analysis and evaluation, we conduct
questionnaire surveys of all directors and Audit and Supervisory
Board members with the assistance of a third-party organization.
Below is an overview and the results of the effectiveness evaluation
for fiscal 2023.

Remuneration Structure

Evaluation Process and Topics

Fixed remuneration (for directors):
Up to 35 million yen per month (420 million yen per year).*1
Performance-linked remuneration (for directors excluding
external directors):
Capped at 1% of consolidated ordinary income and 2% of profit
attributable to owners of parent for the year prior to the fiscal
year in question.*2
Stock-based remuneration (for directors excluding external
directors):
Based on the stock-based remuneration system determinedby a board benefit trust scheme, directors will be awarded amaximum of 40,000 points per fiscal year (equivalent to 40,000
shares). Upon ending their term as a director, the director will
be paid an amount equivalent to the amount of company stock
held and market value.*3
Audit and Supervisory Board member remuneration:
Remuneration of Audit and Supervisory Board members islimited to fixed remuneration according to whether the member
serves in a full-time or part-time position and capped at 8 million
yen per month (equivalent to 96 million yen per year).*1

Evaluation Process❶ Questionnaire surveys were administered to all directors andAudit and Supervisory Board members❷ Aggregate results were analyzed and evaluated by the Board of
Directors❸ Future issues and measures were discussed• Topics
Structure:	Ratio, number, specialization, and diversity of external
directors
Agenda:	Number, content, and standard expressions of monetaryamounts in agenda items
Operation:	Number of meetings, length of meetings, explanation
provided prior to meetings, explanatory materials, time
taken for explanation, time taken for discussion, andreported content
Other:	Support system for external directors, training

Total

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance▶ Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Results of Evaluation and Future Actions

to improve have been made based on last year’s effectivenessevaluation and other factors, and that the effectiveness of the Boardof Directors had been suitably secured.
Efforts to Improve EffectivenessIn FY2023, in order to increase substantive discussions
and exchange of opinions at Board of Directors meetings, aManagement Discussion Committee was newly established
as a forum separate to Board of Directors meetings for broadbased discussions on important management issues as well as
medium- to long-term topics
Future Issues and Actions
Further broaden and enliven discussions on medium- to longterm management issues by revising and improving agenda items

Cross-Shareholdings
We acquire and hold shares of other companies for non-investment
purposes (cross-shareholdings) when we determine that holding
such shares is likely to contribute to maintaining and increasing the
medium- and long-term corporate value of the Group by maintaining
and strengthening business relationships with business partners.
We verify the appropriateness of our individual crossshareholdings with a view to whether holding them will continue tocontribute to maintaining and increasing the corporate value of theTokyo Tatemono Group. Verification is performed by viewing thetransaction results and prospects of real estate transactions, joint
ventures, construction and equipment transactions, and financialtransactions, in addition to dividend results.
We report verification and disposal results to the Board of
Directors at least once every year, and if we determine that suchcross-shareholding is no longer significant, we seek to reducethe cross-shareholding while considering the impact on the stock
market and other factors. Our Medium-term Business Plan (fiscal
2020 to 2024) calls for us to reduce cross-shareholdings, partly inan effort to increase asset efficiency.

In the survey, each of the topics received generally high marks.
In addition, as described below, it was confirmed that efforts
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

78

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Risk Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Policy and Concept
In order to sustain our business activities in the face of significant
changes in the external environment, including a decline in the total
domestic population and working-age population, and an increasein geopolitical and natural disaster risks, the Tokyo Tatemono Grouphas identified strengthening our risk management framework as
one of our material issues. The Tokyo Tatemono Group seeks toappropriately manage risks that could affect the Group’s businessto achieve stable improvement in corporate value. With this in mind,
we have established related regulations, created a risk management
framework, and are carrying out ongoing risk monitoring and control.

Water Resources

regarding the risk management of the corporate departments
and planning departments of each business division. In addition,
the chief risk management officer (Tokyo Tatemono’s president) is
not a member of the Audit and Supervisory Board, and the Risk
Management Committee operates independently of the Audit andSupervisory Board.
The Sustainability Committee acts as the risk responseorganization (risk owner) to prevent and manage sustainability risks
in cooperation with relevant departments.
Important matters among those deliberated at Risk
Management Committee meetings are brought up for discussion
by or reported to the Board of Directors, with the Board overseeing
the effectiveness of the Tokyo Tatemono Group’s risk management.

* The Group’s risk management structure was developed with reference to the following
external standards and frameworks.
• ISO 31000: An international standard for risk management• Enterprise Risk Management (ERM): An enterprise-wide risk management framework
released by the Committee of Sponsoring Organizations of the Treadway Commission(COSO)• Three Lines Model: Released by the Institute of Internal Auditors (IIA)

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate Governance▶ Risk Management
Compliance
Data
Third-party Assurance

Structure
In promoting risk management, we have designated the president
as the chief risk management officer and have established a Risk
Management Committee chaired by the president to oversee risk
management for the Tokyo Tatemono Group.
The Risk Management Committee formulates an annual risk
management plan, evaluates and analyzes key management risks
for the Tokyo Tatemono Group (priority risks), formulates preventive
measures and countermeasures, and periodically monitors thestatus of countermeasures.
The Tokyo Tatemono Group has also established a risk
management system based on the Three Lines Model* in order tomaintain and improve the effectiveness of risk management.
For risks other than priority risks (departmental management
risks), in addition to the general managers of each department
who are risk management officers, various committees act as risk
response organizations (risk owners) (the First Line) to appropriately
prevent and manage the risks, reporting to the Risk Management
Committee. The corporate departments and the planningdepartments of each business division (the Second Line) monitor
and provide support and guidance regarding risk management at
each department. The Internal Audit Department (the Third Line)audits and provides advice, from an independent standpoint,◆ Risk Management Structure
Board of Directors
Raise discussion
items and report

Audit
Supervise andapprove

Audit and Supervisory Board
ReportReportPresident

Coordinate

Internal Audit Department
Audit, verification andadvise, etc.

Executive
Committee

Sustainability
Committee

Third Line

Risk Management Committee
ReportDirectAudit, verification andadvise, etc.

Audit, verification andadvise, etc.

Compliance
Subcommittee

BCM
Subcommittee

Business divisions
Planning
department

Each department
Each Group companies

First Line

Prevention and management of risks,
including sustainability-related risks as risk response organizations (risk owners)

Monitoring,guide andsupport, etc.

Corporate
departments

Second Line(provide monitoring, guidance, andsupport regarding risks)TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

79

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Risk Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity

Risk Management Activities
The Tokyo Tatemono Group defines risk as “any factor of uncertainty
arising in the course of business operation within the Tokyo TatemonoGroup” and implements activities to manage risk (making use of the
PDCA cycle).
Specifically, we identify risks that exist for the Tokyo
Tatemono Group and evaluate them (conduct risk assessments) interms of their impact (financial and human losses, etc.), likelihoodof occurrence, the business environment, and corporate values.
Based on the results of our evaluation and after deliberationby the Risk Management Committee, the Board of Directors
identifies priority risks and the risk response organizations (riskowners) implement risk countermeasures. The Risk Management
Committee directly monitors the status of responses to priority
risks and submits reports and matters for discussion to theBoard of Directors on a regular basis. In addition, the corporate
departments and the planning departments of each businessdivision (the Second Line) monitor the status of responses todepartmental management risks and submit reports to the Risk
Management Committee on a regular basis.
The Tokyo Tatemono Group’s priority risks are as follows.

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management◆P riority Risks
Major risks
Risks related to price fluctuations
Risks related to trends in the realestate market

Risk of rapid or drastic fluctuations in economic or market conditions resulting in a decline in office needs due todeteriorating corporate performance in the rental office market, a decline in customers’ willingness to purchasecondominiums in the residential condominium market, or a decline in investment demand in the real estate investment
marketRisks related to interest rate
fluctuations

Risk that a rise in interest rates will result in an increase in interest payments on interest-bearing debt or a decline in thevalue of assets owned by the Tokyo Tatemono Group

Risks related to natural disasters andman-made disasters

Risk that employees will suffer damage resulting in business activities being affected, and the value of assets owned,
managed, or operated by the Tokyo Tatemono Group will decrease

Country risk related to the Group’s
overseas operations

Risk of a project being halted, a schedule being delayed, or costs increasing due to the deterioration of political or
economic conditions, any change of laws and regulations, worsening security, etc., in the countries where we have afootprint

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate Governance▶ Risk Management
Compliance

Details
Risk of significant and rapid fluctuation in prices and that the increase in costs cannot necessarily be reflected in rents
or sales prices

Comprehensive Information Management
To ensure that information collected through our business ismanaged appropriately, the Tokyo Tatemono Group has established
an information management system coordinated by an information
management supervisor. We have also established Rules for
Information Management, Rules for Handling Personal Information,
and Rules for Handling Specific Personal Information. To ensure that
all employees handle information in accordance with these rules, we
are working to strengthen the management of personal informationand confidential information through regular annual self-inspections.
In addition, we have published the information for an inquiry
counter on our website to respond to requests such as those fordisclosure of personal data retained by the Tokyo Tatemono Group
from individuals themselves, and to handle complaints including
those regarding the handling of personal information. In addition,in case of matters such as leaks of personal information, or in case
we detect any signs of such leaks, we have a system in place
to appropriately and promptly report the matter to the relevant
authorities and to the individual concerned.
In addition, Tokyo Tatemono Real Estate Sales, whichhandles a great deal of personal information, strives for continuous
improvement in this area, maintaining ISO/IEC 27001 (JISQ 27001)
certification and undergoing an external review every year. The
results of the review are incorporated in information management
training carried out every year for all Group employees.
Personal Information Privacy Policy
Specific Personal Information, etc. Protection Policy
 cquisition of ISO 27001 certification
A(Tokyo Tatemono Real Estate Sales) (Only available in Japanese)

Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

80

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Risk Management

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources

Training in Response to Cyber Attacks(Targeted Email Attacks)
The Tokyo Tatemono Group conducts training for its officers andemployees to improve their awareness of and ability to respond to
cyber attacks. In 2023, in accordance with our Rules for Information
Management, 19 Tokyo Tatemono Group companies (including
Tokyo Fudosan Kanri, Nihon Parking, and Tokyo Tatemono Amenity
Support) distributed simulated email attacks as part of cyber attack(targeted email attack) response training. Based on the results of the
training, email security training materials were distributed to those
whose response did not reach a certain level, and guidance wasprovided by their general managers.

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate Governance▶ Risk Management

BCP Measures
The Tokyo Tatemono Group provides real estate services, afoundation of people’s lives, and in the event of an emergency suchas a natural disaster, pandemic, or terrorist attack, it is an important
responsibility for us to continue operations while minimizing damage.
In order to enhance our resilience and provide safety andsecurity to our stakeholders, including customers, even in the eventof an emergency, we anticipate a variety of disasters and engage
in business continuity planning (BCP) measures. These include not
only “hard measures”, such as employing designs and facilities
created with disaster preparation in mind, but also “soft measures”,
such as distributing emergency supplies to our tenants andconducting disaster prevention drills and training for our employees.

Preparing for Natural Disasters with Fire Brigade Training,
Disaster Drills, and First-Aid Courses
The Tokyo Tatemono Group has formulated the Tokyo TatemonoGroup Business Continuity Plan Basic Policy and the Tokyo
Tatemono Group Business Continuity Plan (hereinafter referred toas the “Group BCP”) to prepare for situations in which it may bedifficult to continue business as usual due to the occurrence of adisaster or the like. The Group BCP covers natural disasters andaccident risks that could affect all of our management resources(officers and employees, buildings and facilities, funds, information
systems, social infrastructure, and all other resources necessary forcorporate management). In addition, the BCM (Business Continuity
Management) Subcommittee was established as a subordinate
organization of the Risk Management Committee (chaired by thepresident) to establish a PDCA cycle for continuous improvement of
the Group BCP.
Further, based on the Group BCP, we have prepared manuals
on initial response, stockpiling, safety confirmation, etc. in the eventof a disaster.
In fiscal 2023, in addition to drills to improve disaster response
capabilities at each business division, we conducted drills related tothe establishment of a Disaster Countermeasures Headquarters, andcommunication and reporting drills to improve coordination between
the Disaster Countermeasures Headquarters and each department.
Responding to Natural Disasters (p. 31)◆ Disaster Occurrence System Chart
General Affairs Team
Disaster Countermeasures
Headquarters(General manager: Tokyo
Tatemono president)

Disaster Countermeasures
Headquarters Support Team
(Corporate Planning Department)(Team leader: General manager ofGeneral Affairs Dept.)

Information Team
(Team leader: General manager ofCorporate Communications Dept.)

Health and Welfare Team
(Team leader: General manager of
Personnel Dept.)

System Infrastructure Team
DirectReport(Team leader: General manager of
DX Promotion Dept.)

Business Response Team
(Business divisions andGroup companies)◆ Business Continuity Management (BCM) PDCA Cycle

Plan• Formulate BCP text
• Formulate various plans(education, training, etc.) for
the implementation of the BCP

ActionDo

Implement improvement
measures based on evaluation(Revise BCP, etc.)

Execute various plans(education, training, etc.)

Check
Evaluate the effectiveness ofvarious plans (education, training, etc.)
by monitoring their implementation

Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

81

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Compliance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability Finance

Policy and Concept

Adherence to the Compliance Codes of Conduct

The Tokyo Tatemono Group defines compliance as complying
not only with laws and regulations, but also with social norms andcorporate ethics. This approach builds a long-lasting relationship oftrust with society and allows us to continue sound corporate activities.
We believe that, as a company, we must respond sincerely
to the needs of people in our surrounding environment, including
our customers, local communities, employees, shareholders
and investors, and business partners. In June 2009, the Groupestablished a shared Compliance Charter for Group companies. This
charter is our pledge to society to promote corporate activities thatare committed to unwavering compliance.
Alongside other initiatives, we are using compliance educationand training as we work to build organizational and educational
systems that enable our employees to maintain a high level ofcompliance awareness at all times.

Comply with laws and regulations

2

Maintain proper relationships with partners

3

Engage in fair competition

4

Maintain proper relationships with governments and administrations

5

Reject relationships with anti-social forces

6

Engage in proper management of information

7

Prohibit dishonest behavior

As we engage in corporate activities, we observe the Compliance
Charter below:

8

Respect corporate assets

9

Respond sincerely to customers• We adhere to laws, regulations, and other rules and engage in fair,sound corporate activities.
• We act faithfully by thinking from the customers’ standpoint.
• We contribute to making society better through corporate activities.
• We respect the personalities and values of each other and maintain a
comfortable working environment.

10 Exercise consideration for the environment

Respect for Human Rights

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceCompliance Codes of Conduct
1

SocialSupply Chain Management

The Tokyo Tatemono Group created the Compliance Codes ofConduct and the Tokyo Tatemono Group Compliance Manual(hereinafter referred to as the “Compliance Manual”) to ensure weadhere to our Compliance Charter.
The Compliance Manual includes explanations ofcompliance items and related policies and guidelines, such as
the Group Environmental Policy and the Tokyo Tatemono Group
Anti-Bribery Policy.

Compliance Charter

Established June 200911	Engage in timely and appropriate disclosure, conduct appropriate
tax reporting
12 Practice co-existence with local communities
13 Respect human rights and prohibit discrimination
14 Prohibit harassment
15 Provide a comfortable work environment

Risk Management

The Compliance Codes of Conduct cover all officers andemployees (including contract employees, temporary and parttime workers, etc.) of the Tokyo Tatemono Group. The Compliance
Manual is distributed and posted at each business location so that
employees are thoroughly informed of and understand its content.
The effectiveness of these codes and the manual is regularly
reviewed by the Compliance Subcommittee, which conducts
specialized deliberations on compliance, and revisions are made asnecessary after reporting to the Board of Directors.

Structure
To promote compliance, the Tokyo Tatemono Group has establisheda Risk Management Committee to oversee the Group’s risk
management and compliance, and a Compliance Subcommittee asa subordinate organization of the Risk Management Committee.
The Compliance Subcommittee deliberates compliancemeasures, monitors progress, and addresses compliance risks.
The Risk Management Committee reports to the Boardof Directors on important matters among compliance measuresand the status of compliance risk handling, and the Board of
Directors supervises compliance with the Compliance Charter andCompliance Codes of Conduct.
In addition, Tokyo Tatemono supports and guides thecompliance-related operations of Group companies. We also aim
to improve compliance functions throughout the Group by taking
the lead in encouraging collaboration between and among Group
companies.

▶ Compliance
Compliance Codes of Conduct
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

82

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Compliance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement◆C ompliance Structure
Board of Directors
Directors

ReportAudit and Supervisory Board
Audit and Supervisory
Board Members

ReportParticipation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society

Chair: Tokyo Tatemono President

ReportInternal
Audit
Department

Chair: Officer Responsible for the Legal& Compliance Department

Biodiversity

Secretariat

Water Resources

Legal & Compliance Department

Promoting a Recycling-oriented Society

Corporate Planning Department

External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights

Receive Reports andCoordinate Information

Cooperation and Compliance Awareness Activities

Business Divisions
Group Companies

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management▶ Compliance
Data
Third-party Assurance◆ Helpline Overview

Reportable acts
Violations of laws and ordinances and incidents of non-compliance such asbribery, fraud, human rights violations, labor issues, and harassment in theTokyo Tatemono Group

Helplines and Scope
Operation

Scope

Internal helplines

Group
companies

Tokyo TatemonoGroup Helpline(Group-wide)

External
outsourced
agency (Dial
Service Co.,Ltd.)

• Officers and employees(including contract workers andpart-time workers) of Group
companies• Temporary employees andother employees working underan outsourcing contract, etc.
(including retirees) engaged
in work at Group company
business sites

Compliance Subcommittee

Audit

Responding to Natural Disasters

Risk Management Committee

to the Internal Audit Department. The Internal Audit Department
prepares an internal audit report and reports to the president and theofficers of the audited department, and also reports to the Audit andSupervisory Board at least four times a year in principle.
In addition to this, the Internal Audit Department undergoes
quality assessments by external experts when necessary.

Internal Audits for Legal Compliance
We have established an Internal Audit Department which is
independent of any of our departments and which conducts auditsof the operations of all departments. Audits are conducted basedon the internal audit plan established for each fiscal year, with risk
assessments conducted by theme or department.
We believe that internal audits help us achieve ourmanagement objectives by not only finding and pointing out
problems in our operations, including with regard to compliance, butalso by evaluating the internal control systems of each department
and recommending ways to improve problem areas.
In accordance with the Internal Control Rules, when an audited
department receives instructions or suggestions for improvement
through an internal audit, that department prepares a plan forimprovement, implements the improvement measures, and reports

Helpline (Anonymous Whistle-Blowing Mechanism)
The Tokyo Tatemono Group established the Tokyo Tatemono Group
Helpline, a common external resource for the whole Group, in
addition to separate internal helplines that are in place within eachGroup company, with the aim of the prevention and early detectionof incidents of non-compliance. The means of inquiry can beselected from calling a dedicated line or registering on a form, andthe form is available 24 hours a day, 365 days a year.
Internal complaints, reports, and consultations received
by the helpline will be reported to the Legal & ComplianceDepartment. Depending on the nature of the complaint, the facts
will be investigated and confirmed either by this department, by thereporting division of each Group company, or by the harassment
response division of each company. Based on the investigations,
we take prompt action for incidents of non-compliance, including
putting in place corrective measures and measures to prevent
recurrence. The Risk Management Committee (Compliance
Subcommittee) monitors all whistleblowing, reporting, andconsultation.
This system is being made known to those to whom it isavailable by putting up posters in the workplace, posting on thecompany intranet, handing out the Compliance Manual, andconducting compliance training. In addition, in keeping with thespirit of the Whistleblower Protection Act, whistleblowers will not
be treated disadvantageously because of their internal complaints,
reporting, or consultation, and their privacy will be protected, withwhistleblowers being able to be make their reports not only by using
their real name but also anonymously.

◆ Number of Reports and Consultations to the Helpline (FY2023)
Labor issues 10

Other 14

Other human rights
violations
0

Total numberof reports andconsultations

Sexual harassment 5

60

Other harassment 31
Scope of coverage: Tokyo Tatemono Group(Data) Reports and Consultations to the Helpline (p. 96)

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

83

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Compliance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Responding to Incidents of Non-ComplianceTo ensure adherence to the Compliance Codes of Conduct, theTokyo Tatemono Group has established an anonymous whistleblowing mechanism to identify events that raise concerns about
widespread incidents of non-compliance.
In the event that a matter that may be deemed to pose acompliance problem (including labor issues) is discovered, the matteris reported to the president, Audit and Supervisory Board members,
and other relevant parties, and an investigation, fact-finding review, orother similar process is conducted as appropriate. If, as a result of theinvestigation, an incident of non-compliance is identified, it is reported
to the Risk Management Committee (Compliance Subcommittee).
If the event is particularly serious, the Committee reports it to theBoard of Directors, and we promptly take corrective measuresand preventive measures. In addition, the Committee will monitor
the status of the situation and other matters to ensure appropriate
management until the response has been completed.
There were zero major incidents of non-compliance (violationsof laws and regulations and incidents which would be subject tosanctions) and no fines, penalties, or settlements in fiscal 2023.
(Data) Violation of Laws or Regulations and Related Sanctions (p. 96)

Contributing to Our Communities
Human Resource Investment and Development(Data) Violations Related to Product and Service Information and Labeling (p. 96)

Health Management / Occupational Health and Safety(Data) Violations Related to Marketing Communications (p. 96)

Diversity & Inclusion(Data) Reports and Consultations to the Helpline (p. 96)
GovernanceCorporate GovernanceRisk Management▶ Compliance
Data
Third-party Assurance

Provisions for Violations of Laws and Regulations as Well
as Lawsuits, Etc., Including Regarding ESG Issues
An amount is estimated at the end of the fiscal year for fines andsettlements that are likely to arise from events that occurred prior tothe current fiscal year, and provisions are made accordingly. At theend of fiscal 2023, there were no violations of laws or regulations or
lawsuits, including any involving ESG-related issues, and as a result,
there are no material provisions for them.
(Data) Violation of Laws or Regulations in the Field of Socioeconomic Activities (p. 96)

Initiatives to Prevent Bribery and Corruption
We formulated the Tokyo Tatemono Group Anti-Bribery Policy tofulfill the commitments of our Compliance Charter. We prohibit theprovision of economic benefits (including facilitation payments) topublic officials or deemed public officials that would infringe upon
local laws or regulations in Japan or in any of the countries where
we conduct business. We formulated the Tokyo Tatemono Group
Anti-Bribery Policy to fulfill the commitments of our Compliance
Charter. We prohibit the provision of economic benefits to public
officials or deemed public officials that would infringe upon local
laws or regulations in Japan or in any of the countries where we
conduct business. We publish this policy both within and outside thecompany, on our corporate intranet and our corporate website.
To ensure that we establish proper relationships with our business
partners, the Compliance Codes of Conduct also prohibit giving
or receiving excessive gifts, entertainment, or other benefits, or
engaging in anti-competitive behavior such as bid rigging or pricecartels. In addition, the Tokyo Tatemono Group Compliance Manual,
which incorporates the theme of preventing corruption of all kinds,
is distributed to the Group’s officers, employees (including contract
workers and part-time workers), and temporary employees, andthe contents are thoroughly disseminated through training andother means. Further, we are working to ensure that our business
partners, including agents and brokers, are fully aware of andfamiliarize themselves with our Sustainable Procurement Standards
and Sustainable Procurement Standards Guidelines by distributing
them and conducting surveys.
Tokyo Tatemono Group Anti-Bribery Policy
Supply Chain Management (p. 50)

Evaluation of Corruption Risks, Including Bribery
Whenever we conclude a contract with a new agent (including
brokers) or renew a contract with an existing agent, we engage incomprehensive checks and risk assessment. We do so by collecting
credit information using public agencies, private investigationcompanies, and the Internet, and use a business partner checksheet that includes items such as reputation for corruption andtermination of past transactions due to inappropriate behavior tocheck for suspicious signs. We also recognize that countries andregions whose Corruptions Perception Index as scored by theinternational NGO Transparency International is less than 50 pose ahigh risk and require caution.
When contracting with agents in such countries, we takethorough measures to prevent the risk of bribery by inserting an antibribery clause in the contract or by receiving an anti-bribery pledge.

Responding to and Monitoring Corruption Risks
We comprehensively assess and strive to prevent corruption risks
in all of our activities, including prohibiting the provision of economic
benefits which violate applicable laws and regulations to public
officials with whom we have particularly close relationships dueto the nature of our business. Of particular note is our approach
to bribery. We evaluate bribery risks based on our Anti-Bribery
Regulations and Anti-Bribery Manual and identify certain highrisk activities (including the use of agents to provide services on
an intermediary, agency, or mediation basis in addition to directtransactions). To deter such activities, in the Anti-Bribery Regulations
and Anti-Bribery Manual, the Company has established approval
and reporting processes for entertainment, gifts, donations, etc. We
consider entertainment and gifts to public officials in foreign countries
to be of particularly high risk, and have set the bar for our internal
approval process with respect to these activities higher than in Japan.
With regard to bribery, the Risk Management Committee(Compliance Subcommittee) conducts risk assessment andmonitoring. Internal audits are conducted periodically to evaluate
and review the anti-bribery control system.

Political Donations
We do not make donations related to political activities to individual
politicians or organizations other than political parties or politicalfund organizations. In fiscal 2023, we made 0 yen in such donations.
When making donations related to political activities to politicalparties and political fund organizations, we comply with the PoliticalFunds Control Act, the Public Offices Election Act, and other related
laws and regulations.
TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

84

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Compliance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters

Preventing Anti-Competitive Practices
The Tokyo Tatemono Group has stated its commitment topreventing anti-competitive practices in the Compliance Codes ofConduct, and through training and other measures, we disseminate
and teach the content of the Compliance Manual and Compliance
Codes of Conduct, working to prevent monopolies and other anticompetitive practices.
The Tokyo Tatemono Group did not incur any fines or otherpenalties related to anti-competitive practices in fiscal 2023.

Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management▶ Compliance
Data
Third-party Assurance

Responsible Marketing
The Tokyo Tatemono Group conducts responsible marketing basedon the Compliance Charter and Compliance Codes of Conduct.
We strive to provide accurate and honest information, conduct fairbusiness activities, and build our brand image. To this end, we haveestablished a system in which, whenever we offer new premiums
or engage in representation through advertisements, etc., a staff
member in charge of representation management reviews themin accordance with related laws and regulations such as the Act
against Unjustifiable Premiums and Misleading Representations, theReal Estate Brokerage Act, and the Fair Competition Code for Real
Estate Representation (Representation Code), internal rules, etc. In
addition, we work to ensure a common understanding among all
employees by distributing the Compliance Manual to staff, including
officers and temporary employees, and by carrying out compliancetraining each year.
In particular, we adhere to the Compliance Manual with regard
to expressions used in advertising. We carefully examine advertisingcontent for slanderous, discriminatory, or exaggerated expressions;religious or political beliefs; environmental concerns; the privacy ofthird parties; personal information; and intellectual property rights.

Relevant Items of the Compliance Codes of Conduct
1

Comply with laws and regulations

2

Maintain proper relationships with partners

3

Engage in fair competition

4	Maintain proper relationships with governments andadministrations

in work in the Group, including contract employees and temporary
and part-time workers, regardless of employee classification,
job classification, or employment status. In fiscal 2023, training
participation rates were 100% for Tokyo Tatemono and 98.9% for
the Group overall.
◆ Program for FY2023 Compliance Training (e-Learning)Group-wide
Courses• Group Compliance (anti-corruption, Compliance Codesof Conduct, respect for human rights, prohibition of
discrimination and harassment, psychological safety)• Personal information, My Number• Confidential information management, prevention of insider
trading• Compliance with laws and regulations• Compliance with antitrust and subcontracting laws
• Act against Unjustifiable Premiums and Misleading
Representations and Fair Competition Code for Real Estate
Representation• Anonymous whistle-blowing mechanism• Real Estate Brokerage Act and Criminal Proceeds Transfer
Prevention Act (anti-money laundering)

Separate
modules
implemented byeach company
to strengthen
specific areas• General information security• Elimination of anti-social forces• Considerations in transactions with stakeholders• Compliance management training

Response to Anti-Social Forces
The Tokyo Tatemono Group created the Exclusion of AntiSocial Forces Rules, which detail our rules to exclude any andall relationships with anti-social forces, and established specificmethods for conducting due diligence on organizations referenced
in the Anti-Social Forces Check Manual. We cooperate with external
experts and organizations such as the police and lawyers as part ofour resolute response to anti-social forces.

Transparency on Taxes
In accordance with the Compliance Charter, the Tokyo TatemonoGroup pays taxes appropriately, in accordance with international
standards as well as the laws, regulations, and social norms ofeach country and region. We respond conscientiously to the tax
authorities and strive to maintain good relationships with them.
In all of our responses to questions from tax authorities, wehave provided honest and accurate explanations of the facts as weunderstand them.

◆ Status of Compliance Training (e-Learning: Group Compliance)● Training completion rate (Group)● Training completion rate (Tokyo Tatemono)
(%)
100
99.9
99.8
100
90

100

100

97.9

98.0

97.6

98.9

2020

2021

2022

2023

80
70
60

Compliance Training

50

2019

Scope of coverage: Tokyo Tatemono Group

Every year, the Tokyo Tatemono Group conducts compliancetraining via e-learning. Training is provided to all employees engaged

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

85

Related Material Issues

Advancement of governance

Strengthen risk management framework

GovernanceCorporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Compliance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework◆O ther Compliance Training and Education (FY2023)

Material Issue KPIs and Targets

Details

Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialScope

Frequency

Power harassment prevention
training

Senior employees

Once a year

Compliance risk management
training

Officers and generalmanagers(including external officers)

Once a year

Compliance training

Those newly appointed toleadership positions

Once a year

Seminars with external experts as
lecturers (the Act on the Protectionof Personal Information, preventionof business errors, other areasof laws and regulations of highbusiness importance, taxation, etc.)

Officers and employeesAsnecessary

Compliance News posted on theintranet(bribery and other wrongdoing,
Officers and employees
as well as violations related tooccupational health and safety suchas harassment, etc.)

Updatedmonthly

Compliance awareness content(bribery cases, LGBTQ casestudies) posted on the intranet

Updatedmonthly

Respect for Human Rights

Officers and employees(Data) Compliance Training (eLearning: Group Compliance) and
Return Rate of Compliance Surveys (p. 96)

Scope of Coverage: Tokyo Tatemono

Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate GovernanceRisk Management▶ Compliance
Data
Third-party Assurance

Compliance Surveys
Since 2009, the Tokyo Tatemono Group has conducted anannual compliance survey to understand and verify the degree ofcompliance awareness and acceptance among Group employees.
In fiscal 2023, 9,240 employees from 18 Group companies weresurveyed, with a response rate of 80.0%.
The results of the survey were analyzed to understand the
responses of individual Group companies and of the Group as awhole. Important matters from this analysis were then reported to
the Risk Management Committee (Compliance Subcommittee). We
also shared the survey results on the intranet and provided feedback
to Group companies as an aid in solving problems at an earlystage, reflecting them on the compliance structure, and engaging incompliance awareness activities.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

86

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Tokyo Tatemono underwent a third-party quality assurance evaluation by LRQA Limited in connection with certain environmental and social data to ensure the integrity of the data within this report.
The type of data and numerical figures subject to this evaluation are indicated with a tick ( ).

Environment
Promoting a Decarbonized Society

Environment
Environmental Management
Promoting a Decarbonized Society

Energy Consumption
Category

Responding to Natural Disasters

Energy consumption(crude oil equivalent)

Biodiversity

Energy intensity

Water Resources

Floor area within scope

Scope of Collection

Unit
kl

Tokyo
All
2
Tatemonobusinesses kl / thousand mGroup

Thousand m2

2019

2020

2021

2022

2023

Category
Energy consumption(crude oil equivalent)

̶

̶

̶

̶

61,532

̶

̶

̶

̶

19.7

Energy intensity

̶

̶

̶

̶

3,123

Floor area within scope

Scope of Collection

Unit

Tokyo Tatemonoklfacilities subject
Tokyo
to the Act onkl/
thousandm2
Tatemono
the Rational
Thousand m2
Use of Energy

2019

2020

2021

2022

2023

24,16523,497

23,05023,51028,664

34.0

28.6

27.2

26.6

25.5

710

823

847

883

1,126

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

CO2 emissions *1

Sustainability Finance

2021

2022

Scope 1, 2, 3 total

983,845921,029

1,034,699

1,015,172

984,407

Scope 1 (Fuel-derived)

17,42914,95015,802

18,234

14,456

Respect for Human Rights

Scope 2 (Market-based)

68,441

58,671

55,61053,97929,827

Supply Chain Management

Scope 1, 2 total

85,87073,621

71,412

72,21344,283

Improving Quality and Customer Satisfaction

Scope 3 total

897,975

847,408

963,287

942,959

940,124

SocialCategory

Scope of Collection

Unit

2019

2020

2023

Revitalizing and Utilizing Real Estate Stock

1. Purchased goods and services

190,020

143,949

99,701

238,344

219,112Contributing to Our Communities

2. Capital goods

32,592

123,884

40,478

41,10533,586

Human Resource Investment and Development

3. Fuel and energy-related activities not included in Scopes 1 and 2

22,55820,591

19,84920,963

16,045

Health Management / Occupational Health and Safety

4. Transportation and distribution (upstream)

67

66

69

75

45

14,467

12,035

10,35013,137

15,229Diversity & Inclusion

5. Waste generated in operations

Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

All businesses

t-CO2

1,060

604

760

1,329

2,105

1,575

1,581

1,627

1,693

1,328

8. Leased assets (upstream)*2

̶

̶

̶

̶

̶

9. Transportation and delivery (downstream)

̶

̶

̶

̶

̶

10. Processing of sold products

̶

̶

̶

̶

̶

567,832

477,952

728,626565,219592,380

6. Business travel
GovernanceTokyo TatemonoGroup

7. Employee commuting

11. Use of sold products
12. Disposal of sold products

8,819

9,536

9,480

10,843

12,776

13. Leased assets (downstream)

39,67935,47833,504

31,116

29,60914. Franchises

̶

̶

̶

̶

̶

15. Investments

19,306

21,732

18,843

19,135

17,909*1 Due to a change in calculation method, CO2 emissions for previous years are also shown based on the new calculation method.
*2 Category 8 is included in the calculation for Scope 1 and 2. Other categories for which no figures are provided have no emission sources.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

87

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Renewable Energy (electricity) Usage Amount / Energy Generated
Category
Usage amount
Energy generated fromsolar power

Unit

Scope of Collection

2019

Thousands of
kWh

Tokyo
All
Tatemonobusinesses Thousands of
Group
kWh

2020

2021

2022

Category

2023

̶

̶

3,675

22,73564,377

Usage amount̶̶

14,96718,092

24,431

Energy generated fromsolar power

Unit

Scope of Collection
Tokyo
TatemonoCommercial
Properties
Business

2019

2020

2021

Thousands of
kWh

̶

̶

Thousands of
kWh

̶

̶

2022

2023

3,675

22,73560,773

80

3,337

9,334

Environment
Environmental Management

Water Resources

Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights

Water Use / Intensity
Category

Water Discharge
Scope of Collection

Unit

Total water use
Potable water uses
Recycled water use

Tokyo
Long-term
Tatemono buildings*1

m3

2019

2020

2021

2022

2023

853,395

659,216

667,065*2

760,729*2

673,515724,027

564,418 567,069

657,109574,862

Seawater

129,368

94,79899,996103,620

98,653

Surface water

983,113997,316

856,248

Groundwater

0

0

0

0.79

Sewage water

690,730

558,374*3

574,724

666,580

572,555

Other*2

162,665

100,842*3

92,342*3

94,149*3

100,960

Floor area within scopem2

896,467

980,074

Intensity

m3/m2

0.95

0.67

0.68*20.76*2Category*1 Applies to the main long-term buildings and commercial facilities for which we have substantial energy management rights.
*2 Figures have been revised after a close examination.

Improving Quality and Customer Satisfaction

Tokyo
Long-term
Tatemono buildings*1

m3

2019

2020

2021

2022

2023

853,395

659,216*3

667,065*3

760,729*3

673,515

0

0

0

0

0

0

0

0

0

0

0

0

Water Withdrawal
Category

Contributing to Our Communities
Human Resource Investment and Development

Unit*1 Applies to the main long-term buildings and commercial facilities for which we have substantial energy management rights.
*2 Other indicates the difference between water use and total water discharged, from seawater to sewage water.
*3 Figures have been revised after a close examination.

Supply Chain Management

Revitalizing and Utilizing Real Estate Stock

Scope of Collection

Total water discharge

Scope of Collection

Unit

Total water withdrawal

Water risk analysis results from the Aqueduct Water Risk Atlas*1

2019

2020

2021

2022

2023

724,027

564,418*2

567,069*2

657,109*2

574,862

Overall Water Risk*2

Scope of Collection

Percentage ofleased area

Water Withdrawal in
FY2023 (m3)

Water Discharge inFY2023 (m3)Health Management / Occupational Health and Safety

Surface water

0

0

0

0

0

Diversity & Inclusion

Groundwater

0

0*2

0*2

0*2

2

Low (0-1)

0.7%

0

0

0

Low - Medium (1-2)

99.3%

750,223

863,993

Industrial water
GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

Used quarry watercollected at the quarry
Potable water0
Tokyo
Long-term
Tatemono buildings*1

m3

0

0
0
564,418*2

0

0

0

0

0

567,069

657,109574,860

External wastewater

0

0

0

0

0

Rainwater

0

0

0

0

0

724,027

Seawater

00Floor area within scopem2

896,467

980,074*2

Intensity

m3/m2

0.81

0.58*2000983,113997,316

856,248

0.58*20.66*2*1 Applies to the main long-term buildings and commercial facilities for which we have substantial energy management rights.
*2 Figures have been revised after a close examination.

0.67

Medium - high (2-3)
High (3-4)

Commercial
Tokyo
Properties
Tatemono
Business

Extremely high (4-5)

Overall Water Risk*2

Scope of Collection

Low - Medium (1-2)
High (3-4)
Extremely high (4-5)

0

0

0

0

0.0%

0

0

Percentage ofleased area
0.0%

Low (0-1)
Medium - high (2-3)

0.0%
0.0%

Tokyo
TatemonoOverseas
Business

0.0%
100.0%
0.0%
0.0%*1 The Aqueduct Water Risk Atlas is an assessment
tool for water risk developed by the World Resources
Institute (WRI).
*2 Overall Water Risk in the Aqueduct Water Risk Atlas
refers to the overall water risk measured based on
all water-related indicators, including quantity andquality of physical risk as well as regulatory andreputational risks. Higher values indicate higher
water risk.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

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Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Promoting a Recycling-oriented Society

Environmental Management

Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

Waste Emissions and Recycling Amount / Recycling Rate (Period covered: April to March)
Category

Scope of Collection

Waste emissions
Intensity

Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society

Non-recycled amount
Recycled amountTokyo Long-term
Tatemono buildings*1

Recycle ratio
Floor area within scope

Environmental Incidents and Violations of Environmental Laws or Regulations

Unit

2019

2020

2021

2022

2023

Categoryt

8,282*2

6,277*2

6,351

6,429

6,531

t/Thousand m2

7.4*2

5.1

5.2*2

5.3

5.3

Violations of environmental laws
or regulationst3,156*2

1,984*2

2,179

2,516

2,714

t

5,126*2

4,293*2

4,171

3,913

3,817

Environmental incidents%

61.9*268.4*2

65.7

60.9

58.4

Environmental fines

Thousand m2

1,116*2

1,224*2

1,214*2_

1,216*2_

1,226

Violation of water quality or
quantity standards/regulations*1 Applies to the main long-term buildings and commercial facilities for which we have substantial energy management rights and for which we havesubmitted plans for the reuse and reduction of waste materials.
*2 Figures have been revised after a close examination.

Category

SocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate Stock

Category

2021

2022

2023

Amount of PCB waste
processed

Commercial
Properties
Business

kg

0

0

0

13,0000

Asbestos emissions

Commercial
Properties
Business*1

m3

̶

̶

23.0

11.8

59.5

NOx emissions

SOx emissions

GovernanceCorporate Governance

2020

Unit

Health Management / Occupational Health and Safety
Diversity & Inclusion

2019

Scope of Collection

Contributing to Our Communities
Human Resource Investment and Development

ISO 14001

Hazardous Substance Emissions

Tokyo
Tatemono Commercial
Properties
Business*2
Commercial
Properties
Business*2

Number of certified
business sites
Certificationacquisition rate

̶

t

̶

1.0

1.0

Category

1.0

̶

t

̶

0.0

0.0

0.0

2021

2022

2023

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Unit

2019

Facilities
Tokyo
All
Tatemonobusinesses
Group
%

2020

2021

2022

2023

0

0

0

0

0

0

0

0

0

0

Scope of Collection

Unit

2019

2020

2021

2022

2023

36.6

38.3

56.4

62.5

71.1

36.6

33.2

42.8

43.6

47.1

12.3

13.0

21.9

28.5

35.3

0.2

2.9

3.6

16.4

25.8

11.9

9.9

13.7

12.8

11.7

BELS (Building-housing Energyefficiency Labeling System)

certification
ABINC certification (Association for

Raw Material Usage

Wood usage*2

Scope of Collection

DBJ Green Building Certification

CASBEE*

Third-party Assurance

Yen

Total certification percentage forowned and managed properties

Compliance

Steel frame usage*1

Facilities
Tokyo
All
Facilities
Tatemonobusinesses
Group
Facilities

2020

Acquisition Rate of Green Building Certification for Owned and Managed Properties*1 Of the Tokyo Tatemono owned properties that were constructed in each fiscal year, on properties for which data was collected.
*2 Of the Tokyo Tatemono owned properties, on properties for which data was collected.

Category

2019

External Evaluation and Certification for Green Buildings

Risk Management

Data

Unit

Number of Business Sites Certified for Environmental Management Systems and Acquisition Rate

External Evaluation and Certification for Green Buildings
Sustainability Finance

Scope of Collection

2019

2020

2021

2022

2023

Business Innovation in harmony with
Nature and Community certification)

Tokyo
TatemonoCommercial
Properties
Business

Residential
Business%

Scope of Collection

Unit

Commercial
Tokyo
Properties
Tatemono
Business* 3

t

̶

̶

0.0

1,259.6

416.2

SEGES certification (Urban Oasis)

16.1

13.4

13.7

12.8

11.7

m2

̶

̶

0.0

176.1

1,268.0

̶

̶

36.3

41.4

63.1

66.6

72.4

m3

0.0

4.2

0.0

Acquisition rate of certification for theleasable area of office buildings
Acquisition rate of certification for theleasable area of residential buildings

39.1

22.2

22.2

27.2

59.8

*1 Mainly main and other steel frames, etc.
*2 Decorative walls, floor plywood, ceiling paneling, etc. are calculated in m2, while floor framing, etc. is calculated in m3.
*3 Tokyo Tatemono developed office buildings completed in each fiscal year.

* CASBEE includes CASBEE Buildings certification (new construction), CASBEE Real Estate, CASBEE Wellness Office, etc.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

89

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives

List of buildings and for-rent condominiums owned by Tokyo Tatemono that have received external evaluation or certification for green
buildings (as of the end of FY2023)
Evaluation

External Evaluation for Sustainability
Environment★★★★★

Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources★★★★

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management★★★

Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities

DBJ Green Building Certification*1
Year acquired/renewed
Property name2022
Otemachi Tower
2022
Tokyo Square Garden
2022
Nakano Central Park South
2022
SMARK Isesaki
2022
Brillia ist Tower Kachidoki
2022
Brillia ist Nakano Central Park
2023
Hareza Tower
2023
Brillia ist Shinonome Canal Court
2021
Empire Building
2021
Tokyo Tatemono Sendai Building
2021
Shinjuku Center Building
2022
Tokyo Tatemono Nihonbashi Building
Tokyo Tatemono Shijo-Karasuma
2022
Building EAST
2023
Tokyo Tatemono Yaesu Building2023
Osaki Center Building
2021
Nihonbashi TI Building
2021
Yokohama First Building
2022
Shijo-Karasuma FT Square2022
Tokyo Tatemono Umeda Building
2022
Brillia ist Machiya
2022
Brillia ist Shibuya Honmachi
2023
Kyobashi YS Building
2023
Ebisu Building
2023
Tokyo Tatemono Machida Building
2023
Tokyo Tatemono Honmachi Building
2023
Tokyo Tatemono Hakata Building

Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion

BELS*2
Evaluation

2021

GovernanceCorporate GovernanceRisk Management
Compliance

★★★★★

Data
Third-party AssuranceYear of acquisition
2019

2021
2022
2022
2023
2023
2023
2023
2023
2023

★★★★

2021

★★★
★★

2016
2018

Property name
Hareza Tower (Office Section)
Tokyo Tatemono Shijo-Karasuma
Building EAST
T-LOGI Narashino
T-LOGI Yokohama-Aoba
T-LOGI Ayase
T-LOGI Chiba-Kita
T-LOGI Akiruno
T-LOGI Kyoto Fushimi
T-LOGI Ichinomiya
Brillia ist Bunkyo Rikugien
Brillia ist Oimachi
Shijo-Karasuma FT Square (Office
Space)
Otemachi Tower
Empire Building

Evaluation

S rankA rankEvaluation
S rankA rankEvaluation

S rankA rankCASBEE*3 Buildings (new construction)
Year of acquisition
Property nameTokyo Tatemono Shijo-Karasuma
2021
Building EAST
2022
T-LOGI Ayase
2023
T-LOGI Chiba-Kita
2023
T-LOGI Akiruno
2023
T-LOGI Kyoto Fushimi
2023
T-LOGI Ichinomiya
2022
T-LOGI Narashino
CASBEE*3 Real EstateYear acquired/
Property namerenewed
2020
Nagoya Prime Central Tower
2023
Hareza Tower
T-LOGI Yokohama-Aoba (CASBEE
2020
Yokohama)
CASBEE*3 Wellness Office
Year acquired/
Property namerenewed2021
Tokyo Tatemono Yaesu Building
Tokyo Tatemono Shijo-Karasuma
2022
Building EAST
2023
Hareza Tower
2022
T-PLUS Nihonbashi Kodenmacho

ABINC Certification*4(Association for Business Innovation in harmony with Nature and Community®Certification)
Year acquired/renewed
Property name2021
Tokyo Square Garden
2023
Otemachi Tower
SEGES Certification*5 (Urban Oasis)
Year acquired/renewed
Property name2021
Otemachi Tower
2022
Tokyo Square Garden

List of for-sale condominium developments that have received
external evaluation or certification for green buildings (as of theend of FY2023)
Evaluation★★★★★

BELS*2
Year of acquisition
Property name2018
Brillia Tsurumaki
Brillia Tower Seiseki Sakuragaoka
2020
BLOOMING RESIDENCE

ABINC Certification*4(Association for Business Innovation in harmony with Nature and Community®Certification)
Year of acquisition
Property name
2020
Brillia Tower Seiseki Sakuragaoka BLOOMING RESIDENCE

ZEB/ZEH Development Results*6 (as of the end of FY2023)
ZEB/ZEH
Classifications

Year completed
2020
2022
2022
2022
2022
2022
2022
2023
2023
2023
2023
2020

ZEB

ZEB Ready

2022
2019

ZEH-M Oriented

2022
2023
2023

Property name
T-LOGI Kuki
T-LOGI Yokohama-Aoba
T-LOGI Narashino
T-LOGI Fukuoka
T-LOGI Narashino II
T-LOGI Ayase
T-LOGI Kazo
T-LOGI Chiba-Kita
T-LOGI Akiruno
T-LOGI Kyoto Fushimi
T-LOGI Ichinomiya
Hareza Tower (Office Section)
Tokyo Tatemono Shijo-Karasuma
Building EAST
Brillia Tsurumaki
Brillia Tower Seiseki Sakuragaoka
BLOOMING RESIDENCE
Brillia Urawa Takasago
Brillia ist Bunkyo Rikugien*1 DBJ Green Building Certification is a system established by the Development Bank of Japan Inc. to evaluate and certify real estate projects that are needed by society and the economy. The
certification is based on a comprehensive evaluation that includes not only the environmental performance of the real estate but also its response to various stakeholders, including disaster prevention
and consideration for community.
*2 BELS (Building-housing Energy-efficiency Labeling System) is a guideline established by the Ministry of Land, Infrastructure, Transport and Tourism to accurately evaluate and display the energy saving
performance of non-residential buildings.
*3 CASBEE (Comprehensive Assessment System for Built Environment Efficiency) is a method for evaluating and grading the environmental performance of structures.
*4 ABINC Certification is a third-party evaluation and certification system for biodiversity conservation efforts, using the Japan Business Initiative for Biodiversity-developed Association for Business
Innovation in harmony with Nature and Community® Certification Guidelines and the Land Use Score Card®as evaluation standards.
*5 SEGES Certification is an evaluation system for green spaces that contribute to society and the environment by the Urban Greenery Research Institute, which visualizes the social and environmental
value of green spaces.
*6 ZEB (Net Zero Energy Building) is a building that is designed to achieve a net-zero balance of annual primary energy consumption. ZEH-M (Net Zero Energy House (-M)) is a house that is designed toachieve a net-zero balance of annual primary energy consumption.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

90

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment

SocialRespect for Human Rights
Human Rights Related
Category

Scope of Collection

Unit

Attendance in human rights training

Tokyo Tatemono Group

%

2019

2020

̶

2021

̶

2022

̶

86.9

2023
96.2

Category

Scope of Collection

Unit

Attendance in human rights training

Tokyo Tatemono

%

2019
̶

2020
̶

2021

2022

2019

2020

2021

2022

2023

17

18

13

30

33

9

6

9

17

14

9

5

8

15

12

0

1

1

2

2

8

12

4

13

19

1

3

2

9

4

7

9

2

4

15

3.6

4.3

2.8

5.3

5.5

2.1

2.2

1.5

3.3

3.5

99.7

93.2

2023
99.6

Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters

Diversity & Inclusion

Biodiversity
Water Resources

Headcount

Promoting a Recycling-oriented Society

Category

External Evaluation and Certification for Green Buildings
Sustainability FinanceTurnoverScope ofCollection

Persons

Tokyo Tatemono employees (total)
Male (ratio)

SocialRespect for Human Rights
Supply Chain Management

Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development

Diversity & Inclusion

Persons

Tokyo Tatemono full-time employees (total)
20 to 30 years old%

31 to 40 years old
41 years old and above

31 to 40 years old

2020

837

2021

871

911

2022
958

2023
999

595
（71.1） 608（69.8） 630（69.2） 661（69.0） 681（68.2）
242（28.9） 263（30.2） 281（30.8） 297（31.0） 318（31.8）
749

772

805

840

879

15.1

16.7

18.5

19.4

19.9

22.0

21.0

22.4

23.5

25.4

62.9

62.3

59.2

57.1

54.6

Persons（%） 186（24.8） 197（25.5） 210（26.1） 220（26.2） 242（27.5）

Female (ratio)
20 to 30 years old

2019

Persons（%） 563（75.2） 575（74.5） 595（73.9） 620（73.8） 637（72.5）

Male (ratio)

Breakdown

Health Management / Occupational Health and Safety

Persons（%）

Female (ratio)

Breakdown

Improving Quality and Customer Satisfaction

Unit

Tokyo
Tatemono

%

19.9

19.8

23.3

25.5

25.2

31.7

28.4

28.6

26.8

31.0

48.4

51.8

48.1

47.7

43.8

Ratio of foreign full-time employees

%

0.3

0.3

0.2

0.2

0.2

Corporate Governance

Employment rate of persons withdisabilities*

%

1.81

1.75

2.21

2.33

2.53

Risk Management

Number of managers (total)

360

367

376

377

384

342

345

349

350

348

18

22

27

27

36

GovernanceCompliance

41 years old and above

Male

Persons

FemaleData

Proportion of women in management
positions

%

5.0

6.0

7.2

7.2

9.4

Third-party Assurance

Proportion of female directors

%

0

0

8.3

8.3

8.3

Category

Scope ofCollection

Unit

Job leavers (total)Male
Of which full-time
Persons

Of which contracted
FemaleOf which full-timeTokyo
Tatemono

Of which contracted
Turnover rate (full-time employee
turnover)
Of which, voluntary
resignation%* As of June 1 of each year.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

91

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Employment Status

Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialCategory

Childcare Leave
Scope ofCollection

Unit

2019

New graduate hires (total)
Male

Persons

FemalePercentage of new graduate
hires (overall)%

Male
FemaleRatio of mid-career hires toregular employees

Tokyo
Tatemono

Average years of service(overall)

%

2020

Years

FemaleDifference in average tenure
between male and female
regular employees

2022

2023

Category

21

20

33

30

32

14

15

23

20

18

7

5

10

10

14

100

100

100

100

100

66.7

75.0

69.7

66.7

56.3

Improving Quality and Customer Satisfaction

30.3

33.3

43.8

Male

37.7

57.7

46.7

Female

12.6

12.3

13.8

14.0

14.0

13.4

13.0

10.7

10.4

10.1

10.4

10.3

3.1

3.6

3.9

3.0

2.7

Years

Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
Governance

Rehiring of Employees at Retirement Age
Category
Employees at retirement age
Rehired persons*Ratio of rehires*

Scope ofCollection

Unit

Persons
Tokyo
Persons
Tatemono%

Total number of employees
who have taken childcare leave

25.0

Respect for Human Rights
Supply Chain Management

Female

57.4

13.0

2019

2020
8

2021
11

2022
10

13

15

8

9

8

12

14

100

81.8

80.0

92.3

93.3

* The number of rehired persons is the total number of employees who were rehired because they wanted to continue working after retirement.
In some fiscal years, the ratio of rehires does not reach 100% because some employees do not wish to work after retirement and do not use therehiring system.

Persons

Percentage of childcare leave
taken
Male*2
FemaleTotal number of employees
who returned to work afterchildcare leaveTokyo
Tatemono

%

2019

2020

2021

2022

2023

37

29

33

32

38

21

22

23

22

32

16

7

10

10

6

24

26

26

21

31

1*4

4

3*4

11

25

23

22

23

10

6

64.8

89.6

78.7

65.6

81.5

4.8*4

18.2

13.0*4

50.0

78.1

100

100

100

100

100

15

6

16

16

38

Persons

Male

6

0

5

12

26

Female

9

6

11

4

12

100

100

100

88.9

100

Percentage of employees
returning to work afterchildcare leave*3

2023

Unit

Persons

Male

33.3

13.0

Scope ofCollection

Total number of employees
eligible for childcare leave*1

41.7
13.0

Male

2021

%

Male

100

̶

100

100

100

Female

100

100

100

66.7

100

*1 Total number of employees who had a child born in the relevant year.
*2 Male employees taking childcare leave = total number of male employees who took childcare leave in the relevant year/total number of male
employees who had a child born in the relevant year.
*3 Total number of employees who returned to work/total number of employees who were scheduled to return to work (the number of employees who
returned to work is the number of employees who were scheduled to return to work excluding those who left for personal reasons without returning
to work).
*4 Following a close examination of data, figures have been revised.

Corporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

92

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Human Resource Investment and Development

Health Management/Occupational Health and Safety (Period covered: April to March)

Material Issue KPIs and Targets
Stakeholder Engagement

EBIT (Earnings Before Interest and Taxes) per Employee
Category

Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialUnit

Tokyo Tatemono

MillionYen

EBIT per employee*

Category

Scope of Collection

Total training hours for
employees

Career training participation
rate

Revitalizing and Utilizing Real Estate Stock

Score

Data
Third-party Assurance

Unit

2019

2020

2020

2021

2022

100

100

100

100

100

Health reexamination rate

63.0

98.3

83.7

98.0

81.5

21.0

17.2

16.0

12.1

13.1

71.4

70.4

72.8

72.0

72.9

Thousand
Yen

̶

109

111

116

121

Category

2021

2022

2023

Amount invested in healthmanagement per officer or employee

Scope of Collection

Unit

%

Tokyo Tatemono

2023

10,773

9,452

14,712

13,292

13,338Average number of annual paid leave
utilization days*2

Days

10.6

9.3

10.2

11.8

12.5

14.4

12.2

18.3

15.8

15.2

Average annual paid leave utilization
rate*2

%

57.7

51.2

57.5

67.8

72.2

Days

1.92

1.63

2.44

2.11

2.03

%

̶

100

100

100

100

*1 At a specific point in time between April of each year and the following March.
*2 Other leave policies provide for vacations such as summer leave and anniversary of foundation (not included in the above figures)

Unit

2019

2020

2021

2022

2023

Percentage of unionized employees

%

100

100

100

100

100

Average overtime hours worked
per month

Hours

23

24

26

26

26

0

0

1

1

2

Incidents

0

0

1

1

2

0

0

0

0

0

Days

122

7

386

646

322

%

0.06

0

0.18

0.28

0.13

0

0

0

0

0

0

0

0

0

0

Category

Scope of Collection
Tokyo Tatemono

Unit

2019

2020

2021

2022

2023

̶

̶

̶

A

A

AA

̶

̶

̶

59.1

59.4

62.1

Note: The scores, which are calculated independently by the survey company, are ranked using a 11-stage rating scale.
Ratings: DD (score less than 33), DDD (33-39), C (39-42), CC (42-45), CCC (45-48), B (48-52), BB (52-55), BBB (55-58), A (58-61), AA (61-67), AAA(67+).

Scope of Collection

Number of lost time injuries*1
Of which full-time
Of which contracted
Total days lost due to absenteeism

Percentage of Employees Receiving Regular Performance Reviews

GovernanceCompliance

76

2019

Health checkup rate

Occupational Health and Safety Related Data

Rating*Risk Management

72

Tokyo Tatemono

Average days of training peryear per employee

Improving Quality and Customer Satisfaction

Corporate Governance

69

2023

Hours

Average hours of training peryear per employee

Category

Diversity & Inclusion

62

2022

Training for Employees Related

Supply Chain Management

Health Management / Occupational Health and Safety

62

2021

Percentage of employees
maintaining an appropriate weight

Employee Engagement Survey

Human Resource Investment and Development

2020

Percentage of smokers*1

Respect for Human Rights

Contributing to Our Communities

Health Management Related

2019* A measure of productivity defined in ISO30414 (Guidelines for the Disclosure of Information on Human Capital).

Responding to Natural Disasters
Biodiversity

Scope of Collection

Category
Percentage of employees
receiving regular performance
reviews
Male

Scope of Collection

Tokyo Tatemono

Unit

%

Female

2019

2020

2021

2022

2023

100

100

100

100

100

100

100

100

100

100

100

100

100

100

100

Total Number of Interns Accepted
Category
Total number of interns
accepted

Scope of Collection

Unit

Tokyo Tatemono

Persons

2019
144

2020
207

2021
272

2022
306

2023
329

Ratio of absenteeism
Number of deaths
Of which full-time

Tokyo Tatemono

Persons

0

0

0

0

0

Lost time incident frequency rate*2

̶

0

0

0.59

0.58

1.09

Occupational accident severity rate*3

̶

0

0

0.001

0

0

Number of occupational healthand safety management system
certifications (OHSAS 18001, etc.)
obtained from external organizations

Incidents

0

0

0

0

0

Of which contracted*1 Number of lost time injuries: Accidents that occur during work that result in one or more days absence.
*2 Lost time incident frequency rate: Number of fatalities and injuries due to occupational accidents / Total number of actual working hours x
1,000,000*3 Occupational accident severity rate: Total number of working days lost / Total number of actual working hours x 1,000TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

93

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Improving Quality and Customer Satisfaction

Material Issue KPIs and Targets
Stakeholder Engagement

External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society

Barrier-Free Properties

Office Building Customer Satisfaction Survey Results

Participation in Initiatives

Category

Scope ofCollection

Unit

2019

SatisfiedSomewhat satisfied
Somewhat dissatisfied

Tokyo
Tatemono

%

2020

2021

2022

79.35

81.56

79.2

79.4

71.4

18.21

17.60

18.9

17.5

26.8

2.17

0.56

1.4

2.3

1.4

0.27

0.28

0.5

0.8

0.4

Dissatisfied

Category

Scope ofCollection

Unit

Percentage of barrier-free properties(properties subject to the BarrierFree Act)Tokyo
Tatemono

%

2023

2019

2020

100

100

2021

2022

100

2023

100

100

Responding to Natural Disasters
Biodiversity
Water Resources

Revitalizing and Utilizing Real Estate Stock

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Revitalizing Housing Complexes

Sustainability FinanceSocialCategory
Total units before reconstruction
Total units after reconstruction

Scope of Collection
Tokyo Tatemono

Unit
Units

2019

2020

2021

2022

2023

971

994

994

994

1,812

1,846

1,884

1,884

1,884

3,148

Respect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction

Details on Revitalization of Housing Complexes (Properties Whose Reconstruction Has Been Completed or Started)

Revitalizing and Utilizing Real Estate Stock

Property nameContributing to Our Communities

Suwa 2-chome Housing Condominium Reconstruction Project

Human Resource Investment and Development

Heights Komagome Apartments Reconstruction Project

Health Management / Occupational Health and Safety

Fujisaki Housing Condominium Reconstruction Project

Diversity & Inclusion
Governance

Brillia Tama New Town

Location

Year of completion oforiginal construction

Suwa 2-chome, Tama-shi, Tokyo

1971

64,399m2

640units

Oct. 2013

64,399m2

1,249 units

1971

940m2

25units

Jul. 2014

940m2

49 units

1971

9,946m2

130units

Mar. 2015

9,946m2

232 units1964 and 1965

5,356m2

80units

Apr. 2016

5,219m2

114 units

Tsukumodai 3-chome, Suita-shi, Osaka Prefecture

1966

7,256m2

96units

Dec. 2019

7,256m2

202 units

Brillia Komagome Rikugien

Honkomagome 6-chome, Bunkyo-ku, Tokyo

Residence Momochi

Momochi 2-chome, Sawara-ku, Fukuoka-shi,
Fukuoka

Brillia Koganei Sakuracho
Completed Koganei Corpus Apartments Reconstruction Project
Senri-Tsukumodai A Condominium Complex Reconstruction Project Brillia City Senri Tsukumodai

Sakura-cho 2-chome, Koganei-shi, Tokyo

Site area before
reconstruction

Total units before
reconstruction

Year of completion ofreconstruction

Site area afterreconstruction

Total units afterreconstruction

Corporate Governance

Hiratsuka-cho Housing Reconstruction Project

Brillia Hatanodai

Hatanodai 6-chome, Shinagawa-ku, Tokyo

1959

1,829m2

23units

Nov. 2020

1,829m2

38 units

Risk Management

Itopia Hamarikyu Condominium Complex Reconstruction Project

Brillia Tower Hamarikyu

Kaigan 1-chome, Minato-ku, Tokyo

1979

2,820m2

328units

Sep. 2023

2,820m2

420 units

Compliance

Shakujii Koen Danchi Apartment Reconstruction Project

Brillia City Shakujii Koen ATLAS

Kami-shakujii 3-chome, Nerima-ku, Tokyo

1967

42,365m2

490units

Jun. 2023

37,730m2

844 units1970

1,221m2

57 units(including 4 stores)

Summer 2026
(planned)

1,221m2

104 units

298 units

FY2026(planned)

27,479m2

Data

Kojimachi Sanno Mansion Reconstruction Project
Kunitachi Fujimidai Danchi Mansion Reconstruction Project

Third-party Assurance

Niban-cho, Chiyoda-ku, Tokyo

StartedFujimidai 1-chome, Kunitachi-shi, Tokyo

1965

27,371m2(registered area)

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

589 units(planned)

94

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability

GovernanceCorporate Governance
Board of Directors Related Data
Scope ofCollection

Category

Environment
Environmental Management

Number of Board of Directors
meetings

Promoting a Decarbonized Society

Number of Directors

Meetings

Responding to Natural Disasters

Of which Executive Directors

Biodiversity

Of which Non-Executive
Directors (excluding Independent
External Directors)

Water Resources
Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights
Supply Chain Management
Improving Quality and Customer Satisfaction
Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion

2019

Unit

Of which Independent External
Directors
Of which female Directors

PersonsTokyo
Tatemono

Proportion of Independent External
Directors
Proportion of female directors%

Average Board of Directors meeting
attendance
Average tenure of Directors*(including Independent External
Directors)

Years

Position

Number of Eligible
Individuals

2023

15

14

15

14

14

12

12

12

12

12

7

7

7

7

7

1

1

1

1

1

4

4

4

4

4

0

1

1

1

1

33

33

33

33

33

0

8.3

8.3

8.3

8.3

99

100

100

99

99

3.8

4.8

4.6

4.4

5.4

Directors(excluding External Directors)
Audit and Supervisory Board
Members(excluding External Audit andSupervisory Board Members*)

Tokyo
Tatemono

2022

2023

Total Amount by Type of Remuneration

Total Amount by Type of Remuneration
Total Amount Paid
(Million Yen)

Fixed Remuneration(Million Yen)

Performance-Linked
Remuneration(Million Yen)

8

271

171

37

480

2

52

̶

̶

52

Risk Management

Third-party Assurance

2022

Total Amount of Remuneration, Total Amount by Type of Remuneration, and Number of Eligible Officers

Corporate Governance

Data

2021

* Average length of tenure of Directors is as of March 31 of each year

GovernanceCompliance2020

Stock-BasedRemuneration(Million Yen)

Number of Eligible
Individuals

Total Amount Paid
(Million Yen)

Fixed Remuneration(Million Yen)

Performance-Linked
Remuneration(Million Yen)

Stock-BasedRemuneration(Million Yen)

10

322

240

42

604

3

55

̶

̶

55

External Officers

6

54

̶

̶

54

6

58

̶

̶

58

Total

16

377

171

37

586

19

435

240

42

717

* Two External Audit and Supervisory Board Members

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

95

Data
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Data

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework

Compliance

Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources

Violation of Laws or Regulations and Related Sanctions
Scope ofCollection

Category

Unit

2019

Number of incidents related tocorruption or bribery
Number of incidents related
to antitrust or anti-competitive
behavior
Number of incidents related to
the Code of Conduct

Tokyo
TatemonoGroup

Violations Related to Product and Service Information and Labeling
2020

2021

2022

2023

Category

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Incidents

Number of incidents of noncompliance

Regulatory violations that
resulted in fines or penalties
Regulatory violations that
resulted in warnings

Supply Chain Management
Improving Quality and Customer Satisfaction

Scope ofCollection

Revitalizing and Utilizing Real Estate StockContributing to Our Communities
Human Resource Investment and Development
Health Management / Occupational Health and Safety
Diversity & Inclusion
GovernanceCorporate Governance

Number of violations of laws or
regulations in socioeconomic
activities
Of which total amount ofsignificant fines

Unit

Number of training
participants

Training completion rate

Third-party Assurance

Return rate of compliancesurveys

2020

2021

2022

2023

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Incidents

2019

2020

2021

2022

Scope ofCollection

2023

Regulatory violations that
resulted in fines or penalties

̶

0

0

0

0

Regulatory violations that
resulted in warnings

Yen

̶

0

0

0

0

Violations of voluntary norms

Incidents

̶

0

0

0

0

Tokyo Tatemono
Group

Unit
Persons

Tokyo TatemonoTokyo Tatemono
Group

%

Tokyo Tatemono
Group

%

2019

2020

2021

2022

Scope ofCollection

Unit

2019

Number of violations

Incidents

Tokyo Tatemono
Data

Category

Category
2023

̶

3,746

3,963

4,550

4,375

873

884

937

965

1,024

̶

97.9

98.0

97.6

98.9

99.8

99.9

100

100

100

75.0

74.8

73.2

76.3

80.0

Tokyo
Tatemono
Group

2020

2021

2022

2023

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

0

Incidents

Reports and Consultations to the Helpline

Compliance Training (eLearning: Group Compliance) and Return Rate of Compliance Surveys

Risk Management
ComplianceTokyo
TatemonoGroup

Of which total number ofsanctions other than fines

CategoryTokyo
TatemonoGroup

Violations of voluntary norms

Violation of Laws or Regulations in the Field of Socioeconomic Activities
Category

Respect for Human Rights

2019

Violations Related to Marketing Communications

Sustainability FinanceSocialUnit

Number of violations

Promoting a Recycling-oriented Society
External Evaluation and Certification for Green Buildings

Scope ofCollection

Scope ofCollection

Unit

Number of reports or
consultations to the helpline

2019

2020

2021

2022

2023

56

41

61

52

60

Reports

48

30

49

48

53

Consultations

8

11

12

4

7

16

8

13

7

10

3

2

3

3

5

34

27

39

30

31

Other
human rights
violations*

̶

̶

̶

̶

0

Other

3

4

6

12

14

BreakdownLabor issues
Sexualharassment
Other
harassment

Tokyo
TatemonoGroup

Incidents* New category established in FY2023.

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

96

Third-party Assurance
Corporate Philosophy, Corporate Data,
Financial Highlights, Editorial Policy
Message from the President and CEO

Third-party Assurance

ESG Management
Long-term Vision and Materiality
Sustainability Promotion Framework
Material Issue KPIs and Targets
Stakeholder Engagement
Participation in Initiatives
External Evaluation for Sustainability
Environment
Environmental Management
Promoting a Decarbonized Society
Responding to Natural Disasters
Biodiversity
Water Resources
Promoting a Recycling-oriented Society

LRQA Independent Assurance Statement

Relating to Tokyo Tatemono Co., Ltd.’s Environmental and Social Data for the Fiscal
Year 2023 and its GHG Emissions Data for the Fiscal Year 2019, 2020, 2021, and 2022
This Assurance Statement has been prepared for Tokyo Tatemono Co., Ltd. in accordance with our contract.

Terms of Engagement

LRQA Limited (LRQA) was commissioned by Tokyo Tatemono Co., Ltd. (“the Company”) to provide independent
assurance on its environmental and social data (“the report”) within its Sustainability Report, its Integrated Reportand its corporate website for the fiscal year 2023, that is from 1 January 2023 to 31 December 2023, and theCompany’s green-house gas emissions data for the fiscal year 2019, 2020, 2021, and 2022, that are from 1 January to
31 December of each of the four years abovementioned, within its corporate website against the assurance criteria
below to a limited level of assurance and at the materiality of the professional judgement of the verifier using ISAE
3000(Revised) and ISO 14064-3:2019 for greenhouse gas (“GHG”) emissions.
Our assurance engagement covered the Company and its consolidated subsidiaries’ operations and activities inJapan and overseas and specifically the following requirements:• Verifying conformance with the Company’s reporting methodologies• Evaluating the accuracy and reliability of data for the selected indicators of the fiscal year 2023 listed below:
Environmental indicator 1[Property subject to reporting obligations under the Act on the
Rational Use of Energy] 2• Energy consumption (in kilo-liter of crude oil equivalent)• Scope 1 GHG emissions (tCO2e)• Scope 2 GHG emissions (Market-based) (tCO2)• Potable water use (m3)• Recycled water use (m3)
• Waste emissions (tonnes)• Recycled waste amount (tonnes)• Ratio of recycled waste (%)

External Evaluation and Certification for Green Buildings
Sustainability FinanceSocialRespect for Human Rights[The Company (non-consolidated) Office Building Business]• Usage amount of renewable energy (kWh)• The ratio of renewable energy (%)• The amount of renewable energy generated (kWh)Supply Chain Management
Improving Quality and Customer Satisfaction

Contributing to Our Communities
Human Resource Investment and Development

Diversity & Inclusion

•
•
•
•
•

rate

Number of lost time injuries
Lost Time Injury Frequency Rate
Total days lost due to absenteeism
Ratio of absenteeism
Turnover rate (voluntary resignation) 5[Long-term owned buildings and commercial facilities where
the Company has energy management authority]• Potable water use (m3)• Recycled water use (m3)
• Waste emissions (tonnes)• Recycled waste amount (tonnes)• Ratio of recycled waste (%)

Revitalizing and Utilizing Real Estate Stock

Health Management / Occupational Health and Safety

Social indicator 3• Employment rate of persons with disabilities 4• Health checkup rate
• Average number of annual paid leave
utilization days
• Average annual paid leave utilization•[The Company and its subsidiaries’ operations and activities ]• Scope 1 GHG emissions (tCO2e)• Scope 2 GHG emissions (Market-based) (tCO2)• Scope 3 GHG emissions (Category 1-15) (tCO2e)• Usage amount of renewable energy (kWh)• The ratio of renewable energy (%)• The amount of renewable energy generated (kWh)Observations

Evaluating the accuracy and reliability of data for the selected indicators of the fiscal years 2019, 2020, 2021, and2022 listed below:

LRQA implements and maintains a comprehensive management system that meets accreditation requirements for
ISO 14065 Greenhouse gases – Requirements for greenhouse gas validation and verification bodies for use inaccreditation or other forms of recognition and ISO/IEC 17021-1 Conformity assessment – Requirements for bodies
providing audit and certification of management systems – Part1: Requirements that are at least as demanding as therequirements of the International Standard on Quality Control 1 and comply with the Code of Ethics for Professional
Accountants issued by the International Ethics Standards Board for Accountants.

GHG Emissions Data 6[The Company and its subsidiaries’ operations and activities ]• Scope 1 GHG emissions (tCO2e)• Scope 2 GHG emissions (Market-based) (tCO2)• Scope 3 GHG emissions (Category 1-15) (tCO2e)
LRQA’s responsibility is only to the Company. LRQA disclaims any liability or responsibility to others as explained in
the end footnote. The Company’s responsibility is for collecting, aggregating, analysing and presenting all the dataand information within the report and for maintaining effective internal controls over the systems from which thereport is derived. Ultimately, the report has been approved by, and remains the responsibility of the Company.

LRQA ensures the selection of appropriately qualified individuals based on their qualifications, training andexperience. The outcome of all verification and certification assessments is then internally reviewed by senior
management to ensure that the approach applied is rigorous and transparent.
This is the only work undertaken by LRQA for Company and as such does not compromise our independence or
impartiality.

Dated:30 August 2024

Based on LRQA’s approach nothing has come to our attention that would cause us to believe that Company has not,in all material respects:• Met the requirements of the Company’s criteria• Disclosed accurate and reliable environmental and social data
The opinion expressed is formed on the basis of a limited level of assurance7 and at the materiality of the professional
judgement of the verifier.

Shotaro Kawabata
LRQA Lead Verifier
On behalf of LRQA Limited
10th Floor, Queen's Tower A, 2-3-1 Minatomirai, Nishi-ku, Yokohama, JAPANLRQA’s Approach

LRQA reference: YKA00000035

LRQA’s assurance engagements are carried out in accordance with ISAE3000 (Revised) and ISO 14064-3:2019 for GHG
emissions. The following tasks though were undertaken as part of the evidence gathering process for this assurance
engagement:•
Auditing the Company’s data management systems to confirm that there were no significant errors, omissions
or mis-statements in the report. We did this by reviewing the effectiveness of data handling procedures,instructions and systems, including those for internal verification;•
Interviewing with key people responsible for compiling the data and drafting the report;•
Sampling datasets and tracing activity data back to aggregated levels;•
Verifying the historical Environmental / Social data and records for the fiscal year 2023;•
Verifying the historical GHG emissions data and records for the fiscal years 2019, 2020, 2021, and 2022; and•Visiting Tokyo Tatemono Jinbouchou Building, Tokyo Tatemono Nihonbashi Building, and T-LOGI Yokohama
Aoba Solar Power System to assess whether the data management systems have been effectively
implemented.

LRQA, its affiliates and subsidiaries, and their respective officers, employees or agents are, individually and collectively, referred to in this clauseas 'LRQA'. LRQA assumes no responsibility and shall not be liable to any person for any loss, damage or expense caused by reliance on theinformation or advice in this document or howsoever provided, unless that person has signed a contract with the relevant LRQA entity for theprovision of this information or advice and in that case any responsibility or liability is exclusively on the terms and conditions set out in that
contract.
The English version of this Assurance Statement is the only valid version. LRQA assumes no responsibility for versions translated into otherlanguages.
This Assurance Statement is only valid when published with the report to which it refers. It may only be reproduced in its entirety.
Copyright © LRQA, 2024.

6

The reporting period for greenhouse gas emissions data is from January 1 to December 31 of the relevant year for each of the fiscal years 2019,2020, 2021 2022. However, only Category 5 for each year, which concerns waste emissions, is reported from April 1 of each of the years to March 31 of
the relevant following year.

2

7

Page 1 of 3

LRQA’s Standards, Competence and Independence

SignedLRQA’s Opinion

1

GHG quantification is subject to inherent uncertainty.
Reporting period of Environment Indicator is from Jan.1 2023 to Dec.31 2023. Only regarding waste data is from Apr.1 2023 to Mar.31 2024.
The scope covers the real estate owned by the Company and subject to reporting obligations under the Act on the Rational Use of Energy.
3
Reporting period of Social Indicator is from Apr.1 2023 to Mar.31 2024.
4
Employment rate of persons with disabilities is as of 1 June 2023.
5
Reporting period of Turnover rate is from Jan.1 2023 to Dec.31 2023

The boundaries of the Company’s data are complex and numerous. For the Company’s stakeholders’ understanding,
it is recommended that the Company reconstruct the boundaries so that they become easier to follow. A boundary
consisting of its non-consolidated and consolidated would be concise for instance.
It is recommended that the Company’s current data management system be maintained to ensure accurate
aggregation and calculation of its environmental and social data.

The extent of evidence-gathering for a limited assurance engagement is less than for a reasonable assurance engagement. Limited assurance
engagements focus on aggregated data rather than physically checking source data at sites. Consequently, the level of assurance obtained in alimited assurance engagement is lower than the assurance that would have been obtained had a reasonable assurance engagement been
performed.
Page 2 of 3

Page 3 of 3

GovernanceCorporate GovernanceRisk Management
Compliance
Data
Third-party Assurance

TOKYO TATEMONO GROUP SUSTAINABILITY REPORT 2024

97

Contact:
Sustainability Management Department
Tokyo Tatemono Co., Ltd.
TEL: +81 (0) 3-3274-0148

Published: June 2024