sustainability report 2022

Imperial Hotel is committed to co-creating sustainable hotels together with our guests under the slogan of "Achieving both Luxury and Sustainability".

Contributing to the International Community as the Best International Hotel
SOCIETY

In order to actively promote support for the SDGs (Sustainable Development Goals) advocated by the

GLOBALENVIRONMENTSTAKEHOLDERSSHAREHOLDER

CLIENTSEMPLOYEESPARTNERS

United Nations, our Group relaunched its existing Environment Committee as a new Sustainability
Promotion Committee in April 2020 so as to implement SDGs-based initiatives (environmental friendli-

SALES ANDPROFIT ENHANCEMENT

ness, risk management, contribution to society, diversity, etc.).
In FY2021, amid the prolonged impact of the COVID-19 pandemic, we first fulfilled our role by hosting
distinguished guests from abroad for the Tokyo Olympics and Paralympics, a national event, under ourphilosophy of being responsive to the needs of society. We also strove to enhance the value of ourbrand by expanding our serviced apartments, renewing our hotel shops, and developing and marketingproducts that contribute to the SDGs.
At the same time, we unveiled a partnership redevelopment plan in the Uchisaiwai-cho 1-chome

Imperial Hotel Brand Enhancement

district, where the Imperial Hotel Tokyo stands. This plan aims to realize a next-generation smart citythat drives the creation of new value and the resolution of social issues by combining the strengths ofeach field, such as urban development, digital, hospitality, well-being, carbon neutrality, and disasterprevention, through co-creation with businesses that are equally rooted in this area.

President & Chief Executive Officer

IMPROVEMENT OFCUSTOMER SATISFACTION (CS)SUSTAINABILITYMANAGEMENT COMMITTEE

Hideya Sadayasu

IMPROVEMENT OFEMPLOYEE SATISFACTION (ES)(SDGs INNOVATION)

Cooperation of employees and voluntary activities
for social contribution

Proposals for sustainability-oriented hotel use

In addition, towards the achievement of carbon neutrality by 2050, we have set a goal of reducing CO2 emissions at all of our operatingsites by 40% from the FY2013 level in terms of shipping costs by 2030.

Environmental activities cultivated up to now

These activities and plans are intended to contribute to the achievement of the SDGs and further enhance our corporate value. Foundedin 1890 as a ''Made in Japan'' hotel, we will continue to fulfill our role and responsibility to serve the needs of the times for the next
one hundred years, even two hundred years, and to contribute to the development of a sustainable international society through our

SERVICE IMPROVEMENT

core business activities.

To contribute to the international community’s further development and to

Sustainability
Management Activities

enhance leisure living and culture for all people by providing superior products andWe have identified 11 of the 17 SDGs as

services as befits Japan’s flagship hotel.

issues that our Group should be aiming toMission Statement

SUBCOMMITEE ACTIVITIES

tackle.

Sustainability Management CommitteeCore Policy of Activities

1

1

Pursue sustainable growth and resolution of social issues through soundbusiness activities.

2

Plan and implement with safety, reliability, fairness, and appropriateness in
mind.

3

Contribute to the development of society in cooperation with stakeholders
as a good corporate citizen.

4

Enhance the effectiveness of our social activities in light of both domestic
and international circumstances.

BOARD OF DIRECTORSOur Group’s objectives

EXECUTIVE COMMITTEESUSTAINABILITY MANAGEMENT COMMITTEE
SDGs TEAM

DIVERSITY TEAM
Overall diversity, health management,
human rights awareness, etc.

3R TEAM(REDUCE, REUSE, RECYCLE)
Reduction of food loss and plastic usage,
waste separation, etc.

Activities and measures linked to the SDGs,
internal acceptance, etc.

ENERGY CONSERVATION TEAMSOCIAL CONTRIBUTION TEAM

Reduction of energy consumption
and CO2 emissions, etc.

Contribution to local communities,
volunteer activities, barrier-free access, etc.

2Decarbonization Road Map
in the Imperial Hotel
Medium- to Long-Term
Management Plan 2036
VISIONOBJECTIVES
We will further evolve the Imperial Hotelbrand, with people at its pinnacle, as Japan's
flagship hotel, retaining the spirit of thecompany's founding and build a structure
ensuring corporate continuity under all

CO2

EMISSION
RATE OFCHANGE (%)

CLIMATE CHANGE INITIATIVESMEDIUM - TO LONG -TERM(REDUCTION OF CO2 EMISSIONS)MANAGEMENT PLAN 2036

PHASE I

PHASE II

PHASE III

Optimization and review ofservices and further
improvement

Continue operations and secure
employment during rebuilding

Continuation of services
and new endeavors(2022 — 23)(2024 — 30)

2026

2022

2024

KAMIKOCHICARBONNEUTRALITY

START OFIMPERIAL HOTELTOKYOTOWER REBUILD

KYOTO
OPENING(FY 2013 BASE)(2031 — 36)

2029 — 30

2031 — 36

NEW TOWEROPENINGPERIOD OFREBUILDINGIMPERIAL HOTELTOKYO
MAIN BUILDINGOPENING OF
NEW BANQUET HALLAND HOTELIN CENTRAL ZONE
(Uchisaiwaicho 1-Chome district)circumstances as we look forward to our
150 th anniversary year in 2040.

OUR TARGET
REDUCTION RATE:

40%

BASIC STRATEGY

1

Evolution of Grand Hotel

REDUCTION FROM
FY2013To enhance the strength of our brand through hardware(GOVERNMENT TARGET: 46% REDUCTION)

renewal with reconstruction of Imperial Hotel Tokyo and2036
OPENING OF
NEW MAINBUILDING OF
IMPERIAL
HOTEL
TOKYO

Aiming to reduce CO2 emissions at directly managed
workplaces by 40% (compared with FY 2013) by FY 2030
and achieve effectively zero emissions by FY 2050
• Reduction of environmental load by introducing the latest technologies in new
hardware• Promotion of energy conservation activities and verification of sustainable energy
introduction• Analysis and countermeasures for business risk based on TCFD (Task Force on
Climate-Related Financial Disclosures)

2037 — 49

2050
CARBONNEUTRALITY100%
ACHIEVEMENT OF
CARBON NEUTRALSTATUS

humanware enrichment by strengthening human resource
development

2 Stable growth as a company

Strengthen our earning capacity and financial base by
expanding our real estate and other businesses in order toestablish a solid structure for our hotel business in the future

3 Resolution of social issues

To maximize our contribution to the SDGs in all of ourcorporate activities

IMPERIAL HOTEL
32050 DECARBONIZATION ROAD MAP
4

Contributing to SDGs
through Our Business

Pursuing a Sustainable Hotel from Kamikochi

The Imperial Hotel aspires to contribute to the SDGs through its business and to build a structurethat enables sustainable corporate continuity by taking on the challenge of new businesses.

Kamikochi Imperial Hotel has begun a new chapter in its history as the very model of a sustainable hotel.
The Imperial Hotel Group is committed to reducing the total amount of plastic it uses,
as well as developing business activities that contribute to achievement of the SDGs.

Reducing plastic use by 70% in FY2022
In compliance with the Plastic Resource Circulation Act, enforced

in April 2022, the Imperial Hotel is replacing plastic withalternative materials for twelve items, including guest room
amenities that are subject to the Act, at its four directly managed

business sites (Tokyo, Osaka, Kamikochi, and Kashiwa). Throughthese efforts, we aim to reduce the amount of plastic consumed
by 70% (11 tons) per year in FY2022 and by 87.5% (as comparedto FY2019) from FY2024 after the completion of the entire

1
3“Imperial Hotel Serviced Apartments”

HOTEL BAR (Western x Japanese style)

In March 2021 we launched the
new "Imperial Hotel Serviced
Apartments" business based on
the concept of living in a hotel.
U tilizin g th e h o tel's r esourc es, w e
propose a new way of living in a
serviced apartment in the hotel,
capturing demand from executives foruse as a second business space, as well
as for BCP measures on a corporate
scale and as a second home for wealthy
persons.

52

Épicerie GARGANTUA

Kamikochi Imperial Hotel

Proposing a new style of living:“SERVICED APARTMENTS”

1

replacement process.

French Cuisine “La Brasserie”

Food diversity at the new"GARGANTUA"2The Gargantua hotel store was
relocated to the first floor of theImperial Hotel Plaza in December
2021, significantly expanding its sales floor
space. The new shop consists of three sections,
including a delicatessen that reflects fooddiversity and offers a lineup of sustainableproduc ts, a pastry sho p t h at c o m b in es
tradition and innovation and contributes tofood loss, and a bakery. Gargantua has been
evolved into a grand food shop with the aimof setting a new standard ahead of the curve.

Japanese Cuisine “Imperial Hotel Torakuro”

Future-focused challenge undertakenin the restaurant areaof the Tower building’s basement floor

3

In November 2021 we reopened the restaurant
area of the Tower building’s basement floor at
the same time as the renovated "La Brasserie"restaurant, the new opening of the "Imperial Hotel
Torakuro" Japanese restaurant managed directly inalliance with the Kagurazaka Ishikawa group, and theestablishment of a "Hotel Bar" area where guests canseamlessly enjoy Western and Japanese gastronomy.
Looking to the future, we have set about tackling newissues with menus created from a sustainable perspective, asystem for ordering from smartphones in the Hotel Bar
area, and the introduction of a subscription system.

Switching tocarbon neutral energy

Employees take the initiative in participatingin environmental activities

From April 2022, we are switching 100% of the electricity used at the hotel

As we work to establish Kamikochi Imperial Hotel as a Nature-Friendly

Shinshu region by Chubu Electric Power Miraiz. Gas and kerosene will beenvironmental rules when they enter the mountains, as well as promoting

to Shinshu Green Denki, which is CO2-free electricity produced in theoffset with the J-Credit Scheme to achieve virtually zero CO2 emissions fromthe hotel.

Mountain Resort, we are providing our employees with explanations oftrash separation and energy conservation awareness. We have also been

participating in a local initiative called the "Kamikochi wo Utsukushikusuru
Kai” (Association for Beautifying Kamikochi).

Sustainable architecture in harmony
with the landscape

Fuel cell vehicles
for hotel limousine service

Since its renovation from wooden structures to reinforced concrete in 1977,

Kamikochi Imperial Hotel provides a pick-up service by hired car for guests

aspects both in the interior and exterior. In 2002, the hotel received the 11th

the hotel. The hotel has adopted the TOYOTA MIRAI, a fuel cell vehicle that

Kamikochi Imperial Hotel has maintained its original wooden structural

BELCA (Building and Equipment Long-life Cycle Association) Prize in thelong-life category for its maintenance measures for wooden parts and its

in Tokyo's 23 wards, Musashino City, and Mitaka City from their homes toruns on hydrogen.

thorough measures against snow and ice damage.

6

Environmental Initiatives
Our group believes that environmental consideration is one of the new hospitality services
that society expects. Therefore, we have established the 3R Team and the Energy Conservation Team
under the Sustainability Management Committee chaired by the President,
formulating respective action plans to promote each initiative across the company.

To reduce electricity
consumption in thebuilding, we are switching to LED lighting, which can reduce electricity
consumption to about 15% of the previous level.

Conversion to LED for Lighting in the Building

In Tokyo, water used for baths andtoilets in tower guest rooms is filteredand purified in the hotel and reused as cleaning water for the offices,public spaces, and employee toilets in the building. In Osaka, wastewaterfrom guest rooms is treated by a partner company, recycled, and used as
flushing water for the hotel toilets.

Water Recycling (Greywater)

Recognizing that measures to prevent food loss are a key priority for the hotel industry, each
Measures to Prevent Food Loss
department is committed to thorough management of food material procurement, ingenious
ways to use food materials without unnecessary waste during cooking, and the introduction of order-based buffet services, etc.
The new Imperial Viking Sal restaurant has
introduced an order-based buffet systemusing tablet devices stationed at individual tables not only to reduce
excessive production and waste of food in planned production, butalso to deliver to our guests the
freshly prepared deliciousness thatis the essence of food which is
cooked only after an order has beenplaced. The new acqua pazza
signature dish also incorporates
seafood farmed in an environmentallyfriendly manner.

Order-based Buffets

Since 2007, food waste from restaurants and banquet halls has been
dried on-site and converted into fertilizer for vegetable cultivation
via partner companies. Vegetables harvested with the fertilizer arepurchased as environmentally recyclable vegetables and are used insome of the restaurant menus.

Insourcing Our Employee Cafeteria

Sustainable Original Salt

The employee cafeteria, which has been

The peels of lemons, vegetables, and crustacean shells are baked in a
low-temperature oven to form a powder, which is mixed with salt andused in cooking as a proprietary salt.
A portion of the proceeds from thesales of a commercialized productmade from potato peels is donatedto JEAN, an incorporated associationthat promotes environmental
protection.

is now using offcuts and unsold products that

We use carbon-neutral LNG (liquefied
natural gas) for kitchen gas(Tokyo and Osaka), and use 100%
renewable energy for our events,
electric car charging stations ,chandeliers, and monument clocks(Tokyo).

Introduction of Renewable Energy

7

Utilizing Food Losses as
Environmentally Recyclable Vegetables

operated directly by the company since last year,

Rooftop greening of
the main building andthe banquet hall is expected to suppress the rise in surface temperature,
thereby reducing the temperature rise inside the building. The rooftop
of the banquet hall is covered with artificial turf and is infilled with
100% recyclable natural material (coconut shells). Solar panels have been
installed on the roof of the main building, and the electricity from thesepanels is used to light up the building at night.

Rooftop Greening and Solar Power Generation

We separate about 20 types of waste
Thorough Separation of Waste
under the slogan "Garbage whenmixed, valuable when separated." As part of our efforts to maximize
the amount of recyclable waste, we engage in waste reduction by
conducting sorting surveys in the waste disposal rooms and at each
workplace, and by displaying easy-to-understand waste sorting signs.

New sustainable products produced
from employee feedback
SDGs learning
staycation plan
Imperial Hotel Tokyo offers
staycation plans for children tolearn about the SDGs in a fun way.

Sustainable weddings
The Imperial Hotel Tokyo, thebirthplace of hotel weddings inJapan, is now proposing sustainableweddings. We have a program todonate school lunches forschoolchildren corresponding to thenumber of guests in attendance, agreen electricity menu, and gifts ofFair Trade and environmentallyfriendly products, bringing to life
some of the ideas submitted by our
employees in e-learning programs.

would have been discarded in the past for its
menu. In addition, staff members are able tooffer menu items that they themselves haveproposed and personally developed, which
increases their motivation and helps them gain
experience in a wide range of operations,
including sales and cost management, thereby
developing human resources with a broader

Comments from Employeeson the SDGs

We conducted an e-learning program for employees to learn about the SDGs.
Here are some of the comments received:

perspective.

W e a r e t hefirst hotel inJapan to start serving farm-produced coffee bearing theRainforest Alliance Certificate. This is a certificate thatindicates forest conservation and a healthy working environment for farmers, and this coffee is served in some of ourrestaurants.

Serving Environmentally Friendly Coffee

By ensuring that each and every one of us engaged infood preparation has a high awareness of food loss,
sharing various thoughts and ideas among both young
and experienced cooks, responding flexibly, andpracticing actual operations, I hope that we can reducefood loss to as close to zero as possible.
I feel keenly that each individual's day-to-day actions(awareness) are of significant importance. We need toreconsider our attitude toward the SDGs in ordert o c r e a t e s uc h a n a t m os phe r e t hr oughout t hecompany so that we will be conscious of the SDGs in
our actions.

We have been actively working on the SDGs over recent
years, but I felt that it was important for our guests to enjoy
and learn about them, and to know about the efforts of ourhotel, not with the primary goal of making a profit, butfrom the perspective of contributing to society as well. I
believe there must be many SDGs that only hotels can fulfill,and I want to find and share these.
Although hotels have an aspect of luxury that makes you
forget daily life, I feel that climate change is a critical issue
to consider in terms of security and safety not only on a
day-to-day basis but also in the future.

8

Safety and Security of Our Guests(Risk Management Structure)

The safety and security of our guests is the lifeline of our hotels. Under the Risk Management Committee,
the Group is promoting various initiatives including infectious disease countermeasures, food hygiene,
disaster countermeasures, and crime prevention measures. In FY2021, the Imperial Hotel fulfilled its missionof responding to the needs of society as the first guest house in Japan to host the Tokyo Olympics
and Paralympics and to receive distinguished guests and people related to the Games.

RISK MANAGEMENT STRUCTURE
Establishment of Risk Management Committee

Establishment of Food Safety & Trust Committee

Chaired by the President, the Risk Management Committee wasestablished in 2003. Besides reporting on internal controls and various
safety management systems, the committee discusses how to respondto new risk events in response to domestic and international situations.

Established in 2008 for the purpose of protecting and maintaining foodsafety and trust Group-wide, the Food Safety and Trust Committee is
responsible for thorough implementation of measures against foodpoisoning, food safety and hygiene, allergy accident prevention, foodlabeling management, and pest control.

COVID-19 Countermeasures
We are taking a variety of countermeasures
to ensure the health and safety of our guests
and employees.

Morbidity Risk Reduction
for Employees

Development of Manuals and Conducting Drills
for Disaster and Terrorism Countermeasures, etc.
Regular disinfection

Starting on June 21, 2021, we began providing workplace vaccination
for all employees, as well as tenants and office staff stationed in the
hotel. In addition, we are endeavoring to reduce the risk of morbidity
among employees by establishing a management system for employees
who were suffering from illness, refraining from unnecessary outings
and attendance at meetings, and staggering work hours.

GBAC STAR™ Certification(Tokyo and Osaka)
We have acquired GBAC STAR™ certification,
which indicates that our facilities meet international
hygiene standards in terms of infectious disease
prevention measures.

Sharecare Health Security
VERIFIED™ Certification(Tokyo and Osaka)
The Imperial Hotel is certified as a facility that
mee ts 3 6 0 au d it ite ms, inc luding hygiene,
ventilation, social distance, and hotel staff healthmanagement.

To respond promptly to disasters such as earthquakes, fires, floods,
terrorist acts, and infrastructure outages, we have prepared various
manuals and conduct company-wide and divisional drills, as well as
periodic reviews of manuals. In addition, the number of employees
certified in first aid has been increased to protect the lives of our guests
and employees.

Disaster Prevention Countermeasures
for the Entire Community
Imperial Hotel Tokyo concluded an agreement with Chiyoda Ward in2013 to accept travelers who have difficulty returning home. In 2021,
Imperial Hotel Osaka concluded a tripartite agreement with Osaka
Prefecture and Osaka City regarding the acceptance of travelers in theevent of a large-scale disaster.

Barrier-Free Accessibility /Social Contribution Activities
BARRIER-FREE ACCESSIBILITY

SOCIAL CONTRIBUTION PROGRAMS

We are promoting barrier-free accessibility so that guests
with disabilities can experience a comfortable stay at ourhotels. In addition to improving the environment in termsof facilities, we are addressing both the hardware andsoftware aspects through employee training and study
sessions by employees with disabilities.

At Imperial Hotel Group, we consider social contribution
to be an important mission of our company, so we areengaged in various approaches such as organizing charity
events and volunteer activities. We are also committed tocommunity contribution activities in our drive to becomea better member of the community.

Provision of a barrier-freeaccommodation environment

Internships for International Students
Imperial Hotel Osaka, in cooperation with the Osaka Convention & Tourism
Bureau, participated in the "SUCCESS OsakaFuture Design" internship programorganized by Osaka University, Osaka Prefecture University, Osaka City
University, and Kansai University under the theme of the SDGs, and conducteda "Language and Cross-Cultural Understanding Promotion Training" program.
This effort served as a catalyst for cross-cultural understanding for the Imperial
Hotel, promoted understanding of Japanese corporate culture amonginternational students, and contributed to supporting the employment
of international students, thereby embodying the SDGs.

We provide one universal
design room with an electric
bed, TV intercom, and assistive
devices permanently installed.
In March 2020, we added ninemore barrier-free general
guest rooms.

Closet doors have been changed tosliding doors, with hanger bar heightalso adjustable

Support for Para Artists
We support the social participation and sustainable economic
independence of people with disabilities through our purchase ofdigital artwork created by artists with disabilities.

Maintenance of Barrier-Free Facilities
Our facilities are equipped to support guide dogs, hearing assistancedogs, and service dogs. Wheelchair ramps, elevators that support
wheelchair use, and multi-purpose restrooms are installed in thebuildings.

https://paraart-colors.hp.peraichi.com/

Ensuring Compliance with Laws,
Regulations, and Corporate Ethics
For the purpose of promoting efforts to enhance soundness andtransparency as a company through corporate governance, internal
controls, and compliance, we distribute compliance books and SNS
guidebooks to all employees, conduct periodic training, and maintain awhistleblower hotline and harassment hotline to ensure compliancewith laws, regulations, and corporate ethics.
Title: SHIKOU

9

Title: Imperial Hotel 2022

10

Human Resource Development /"Imperial Hotel Meeting Highest Expectations"
Promotion Activities

Diversity
The Group has positioned the pursuit of diversity as one of its key mid- to long-term challenges
and is promoting it with the aim of becoming a company that creates diverse hospitality
and is loved by all our guests by enabling employees with diverse lifestyles
to exercise their fullest potential in their own ways.

Opportunities for Female Workers
We actively promote women to managerial positions withthe target of having 15% female representation in managerial positions by the end of FY2023. As a result of our efforts,
the ratio of female managers reached a record high of
15.1% in April 2022, and we revised our future goal
upwards. We received the Eruboshi (L-Star) certification
mark in recognition of our ongoing efforts.

Promotion of Respect for Human Rights

Promoting the Advancementof Women Certification Mark
Eruboshi-certified in 2019

Promotion of Work-Life Balance
CHILDCARE SUPPORTWe have established a numberof systems that go beyond what is required by law, such asallowing employees to take childcare leave until the end of
the fiscal year in which the child turns 3 years old, and to
take shorter working hours after returning to work until thechild enters the third grade of elementary school.
In January 2021, we further refined and expanded thesystem to allow employees to take child nursing/nursing
care leave in increments of 30 minutes, allowing them tochoose from a variety of work styles. Since FY2018, we havealso focused on encouraging paternity childcare leave. As aresult, the percentage of male employees taking childcare
leave in FY2021 reached a record high of 26.9%.

Child Care Support
Certification Mark
Kurumin-certified in 2014

Caregiving Support
Certification MarkTomonin-certified in 2017

We introduced a work-from-home system in 2019 as one of our flexible work style
options. In July 2020, we enhanced the work environment through the launch of awork-from-home study group, and in April 2021 we expanded the system byexpanding the number of eligible employees, removing the maximum number ofdays, and providing an allowance equivalent to communication costs.
(*The allowance for communication expenses has been expanded from January 2021.)

11

Employment of People with Disabilities
We are actively committed to the employment of people withphysical, intellectual, and mental disabilities, and are establishing aworkplace environment in which they can play an active role in awide variety of work areas. The employment rate of persons withdisabilities at the end of FY2021 was 2.31%, exceeding the legally
mandated rate (2.3%) that we have been achieving since FY2006.
A training video on basic sign language for hospitality wasproduced by a hearing-impaired employee as a demonstrator, andthe video was distributed on the in-house digital signage.

Health and Productivity Management

NURSING CARE SUPPORT We provide services freeof charge through an external consultation service and holdregular caregiving seminars and individual consultations.
Work System Reform

Through our exclusive in-company training program and thedissemination of information via our corporate portal site, we
promote the acquisition of knowledge and correct understanding of human rights and strive to raise awareness of respect forhuman rights free from discrimination and prejudice.

As part of our management agenda, we are committed to maintaining
and improving the health of our employees, with the Representative
Director and Managing Director as the chief health management
officer, in cooperation with the Human Resources Department, theGeneral Affairs Department, the Imperial Hotel Health Insurance
Association, and industrial physicians. We were recognized in the 2022
Certified Health & Productivity Management Outstanding Organizations Recognition Program (Large Enterprise Category) under the
Ministry of Economy, Trade and Industry's Excellent Health andProductivity Management Corporation Certification System. The abilityof employees to work actively withgood physical and mental healthleads to good service and revitalizationof the organization. We will continue
to implement measures to protect
employees from various risks.

Human Resource Development"Imperial Hotel Meeting Highest Expectations"
Promotion Activities

We provide training and seminars to ensure that eachand every employee becomes someone who will delightguests and society, earning approval as meeting thehighest expectations that people have of the Imperial
Hotel. With the establishment of the Human Resource
Development Office, we are promoting systematic
human resource development and the creation of asystem to support staff who voluntarily engage in careerdevelopment.

In 1999, we launched the "Imperial Hotel Meeting
Highest Expectations" promotion activities to encourage
all employees to go back to the basics of work and service
at the Imperial Hotel so that our guests and society
would fully appreciate our hotel and recognize us asmeeting the highest expectations. One of the pillars of
the activities is a periodical awarding of individual andgroup commendations. An annual awards ceremony isheld simultaneously in Tokyo and Osaka, where theGrand Prize is awarded by a vote of employees fromamong the award winners.

Training Implementation
Along with self-development support such as correspondence courses
and qualification programs, we provide various training opportunities
for both new and experienced staff members tailored to their positions
and individual career development, combining online and grouptraining programs, depending on specific circumstances.

Activities in Competitions

Japan’s Representative at 46th WorldSkills Competition

Vegan Osechi (New Year Dishes)
Improve Customer Satisfaction
In order for vegan guests to enjoy osechi with their families in the New
Year's plan, we developed a new vegan osechi after dozens of communications with our guests. This initiative was realized through the collaborationof the Banquet Reservations Section of the Sales Department, theMarketing Section of the Restaurant Department, and the M-Floor Kitchenof the Restaurant Culinary Section of the Culinary Department.

A staff member of the Accommodations Department was selected asa representative of Japan at the
46th WorldSkills Competition in
Shanghai, China. The international
competition will be held in October
2022.

Second Place in the World at the Pastry World Cup
A sous-chef, Kengo Akabame of the
Pastry Section, participated in the
Coupe du Monde de la Patisserie, apastry world cup held in France once
every two years, as a member of theJapanese representative team andwon second place in the world.

12

ESG Data List

(3) Specific Greenhouse Gas Emissions [Tokyo Head Office]Weight (t)Below is the list of ESG (Environmental, Social and Corporate Governance) dataon the business activities of the Group.

Against baseline emissions (%)

45000

ENVIRONMENT▲36.9 %

29,55035000

29,396*1

28,559*2

32,066

25000
Crude oil equivalent
(㎘)
28000

▲19.9 %

20000

26,60926,52025,736

25,61825,614

24,23524,19623,18018,75531,80030000(1) Energy consumption based on the Revised Energy Conservation Act (crude oil equivalent)

26000

29,34929,42028,749▲26.7 %

▲26.4 %

▲ 40

*3

23,286▲ 35

25,268 *4

Reduction obligation rate

▲13.4 %

▲ 30
▲ 25

▲28.2 %

▲20.5 %

▲ 20

▲16.3 %

15000

20,296▲ 45▲41.8 %

40000

▲13.8 %

▲ 15

10000

▲ 10

5000

▲5

24000

0

2012

2013

2014

2015

2016

2017

2018

2019

2020

(FY)

2021

0

22000
[Global warming countermeasures plan based on the Tokyo Metropolitan Ordinance on Environmental Security]*1 Reduction commitment rate: 8.0% until FY2014 (Base year emissions: 34,113 tons). *2 From FY2015, reduction commitment rate is 17.0% (Base year emissions are 40,017 tons).
*3 From FY2020, reduction commitment rate is 27.0% (Base year emissions are 40,017 tons). *4 FY2021 figures are preliminary figures.

20000

DIVERSITY PROMOTION

18000

2012

2013

2014

2015

2016

2017

2018

2019

2020

(FY)

2021

(2) Number of employees on childcare leave(1) Number of female managers*Total of four business sites (Tokyo, Osaka, Kamikochi, and Kashiwa); preliminary figures for FY2021(2) Amount of food waste generated (weight) and recycling rate based on the Food Waste Recycling Law

Number(persons)

Percentage
(%)

67

70
Weight (t)1800

Recycling rate (%)

1,416.6

1,448.7

1,431.2

1,439.8

1200

61.3 %

59.9 %

1,427.2
66.6 %

64.7 %

1500

900

1,428.4

1,371.3

1,372.4

65.9 %

65.1 %

493.1
64.7 %

60

600

47

52

53

55

54

59

18

70

69.5 %
65
60

59.7 %

42

21

Commitment rate

56.0 %

600

55
50

50
40
30
20

15.1 %
13.5 %
12.7 %12.6 %13.1 %12.8 %11.8 %
10.9 %

Total number of maleand female employees(persons)
50

30
2
28

27
1
26

0

2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

(FY)

45

10

40

0

*Total of four business sites (Tokyo, Osaka, Kamikochi, and Kashiwa); preliminary figures for FY2021 / Mandatory figures for FY2021 are 55%.

13

4
21

34
5
29

21
4
17

9

*Target value of the Action Plan for Women's Advancement Promotion
as of April 1 each year: 20% by the end of April 2027

31

37

9
22

50

14
23

40

30

30

20.9 %
23.08 %

20

3
0

9
32

33.3 %

62015 2016 2017 2018 2019 2020 2021 2022 (Year)

41

40

9%

10
300

25

15
12

Male employees
taking childcare leave(%)

Number of male employees
Number of female employees

4%
0

2%

20

10 %
10

7%

2014 2015 2016 2017 2018 2019 2020 2021 (FY)0*The rate of female employees taking childcare leave is 100% from FY2014 to FY2021.
*The target rate for male employees is 50% by the end of April 2027

14

History of Imperial Hotel Sustainability
1890 Nov Opening of Imperial Hotel1933 Oct

2020 Nov Award for Excellence at "2nd Social Contribution
Awards" from Japan Hotel Association

Opening of Kamikochi Imperial Hotel

1996 Mar Opening of Imperial Hotel Osaka
2001 Dec Environmental Committee established

2021 Mar Award for Excellence, "Environment and Human
Resource Development Enterprise Award 2020"2022 Mar Certified as a corporation with Outstanding Healthand Productivity Management

2003 Aug Risk Management Committee established2008 Mar Food Safety & Trust Committee established2014 Jun

2022 Mar Award for Excellence at "3rd Social Contribution
Awards" from Japan Hotel Association

Acquired "Kurumin" certification

2016 Mar Declaration of Diversity Promotion
2017 JanGold Prize in Eco Mark Awards 20162017 Mar Award for Excellence in the Environment and Human
Resource Development Enterprise Award 20162017 Apr Acquired "Tomonin" certification
2019 Jun

Acquired "Eruboshi" certification

2019 Oct

Grand Prize at "1st Social Contribution Awards" fromJapan Hotel Association

2020 Apr Sustainability Management Committee established

For the third consecutive year, the Group received
the "Social Contribution Award"* from the Japan
Hotel Association for its comprehensive evaluationof the activities of the Sustainability Management
Committee and its risk management structure,including COVID-19 countermeasures.
*An awards system established by the Japan Hotel Association in
response to growing social demands for the hotel industry, including
environmental protection, energy conservation, barrier-freeaccessibility, disaster prevention and mitigation, and security.

Imperial Hotel, Ltd.
1-1, Uchisaiwai-cho 1- chome, Chiyoda-ku,
Tokyo 100 -8558, Japan
Tel. ( 03) 3504 -1111
https://www.imperialhotel.co.jp
Production cooperation: Alterna Inc. Creative direction: Hidehiro Watanabe (Makaira Art&Design) Design: Tomomitsu Matsuda (MATTREE)

Eco Mark certification
Imperial Hotel