Contributing to the development of a sustainable international society asJapan's flagship hotel
The Imperial is currently developing a reconstruction plan for the Imperial Hotel Tokyo site
and towards the Tokyo Cross Park vision, where we are aiming to realize a next-generation
smart city in collaboration with ten companies in the Uchisaiwai-cho 1-chome district whoseroots are in this area. As we advance these preparations, we are looking ahead to new value
creation and a sustainable future.
Similarly, we are also steadily advancing the SDGs-based activities of our Sustainability
Management Committee, which is now three years old.
As a measure for climate change, in FY2022, we announced a decarbonization road map, in
which we aim towards the achievement of carbon neutrality by 2050 with the goal of reducing
CO2 emissions at all of our operating sites by 40% in total from the FY2013 level by 2030. Also,in efforts to realize a recycling-based society, we also promoted the reduction of our plastic use
and food loss. Furthermore, in order to pursue sustainable and responsible procurement
activities together with our trading partners, we have formulated and begun to implement a
Hideya Sadayasu
President & Chief Executive Officergroup-wide Sustainability Procurement Policy.
As a result of these efforts, in March 2023, we received the highest rating in the international certification for accommodation
facilities that practice SDGs.
The rebuilding of the Imperial Hotel Tower will begin next year, in 2024, and then after the opening of the new tower in 2030,
we will begin a rebuilding period for the main building. We also plan to open a hotel in Kyoto in 2026.
In our medium- to long-term management plan up to 2036, we stated that our vision is to "evolve the Imperial Hotel brand,with people at its pinnacle." As a ''Made in Japan'' hotel, we will pursue sustainability together with our customers, work tocontribute to the achievement of the SDGs, and strive to further enhance our corporate value, so that this leads to the growthand development of the hotel business, which is our core business. We will continue to fulfill those roles and responsibilities inorder to contribute to the international community as we continue our business to our 150th anniversary in 2040.

Mission Statement
To contribute to the international community’s further development andto enhance leisure living and culture for all people by providing superior
products and services as befits Japan’s flagship hotel.

Sustainability Management Committee Core
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 appropriatenessin 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.

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

CLIENTSEMPLOYEESTRADINGPARTNERS

SALES AND PROFITENHANCEMENTIMPROVEMENT OFCUSTOMER SATISFACTION(CS)

Imperial Hotel Brand Enhancement
Sustainability
Management Activities(SDGs Innovation)

Proposals for sustainability-oriented hotel use

IMPROVEMENT OFEMPLOYEESATISFACTION (ES)Cooperation of employees andvoluntary activities for social contribution

Environmental activities
cultivated up to now

SERVICE IMPROVEMENT

Sustainability Management
Activities
We have identified 11 of the 17 SDGs as
issues that our Group should be aiming
to tackle.

SUBCOMMITTEE ACTIVITIESBOARD OF DIRECTORSEXECUTIVE COMMITTEEOur Group’s objectives

SUSTAINABILITY MANAGEMENT COMMITTEE
SDGs TEAM

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

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

(Reduce,Reuse,Recycle)

3R TEAMENERGY CONSERVATIONTEAMSOCIAL CONTRIBUTIONTEAMReduction of food loss
and plastic usage,
waste separation, etc.

Reduction of energy
consumption and CO2
emissions, etc.

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

2

Sustainability
Procurement Policy

A Grand Hotel Made in Japan

Based on guidelines from theUnited Nations and Japan’s
Ministry of Economy, Trade andIndustry, as well as the Declarationof Partnership Building, we established and formulated 12
items that include quality control and fair and honest transactions and other items that reflect the unique perspectives ofhotels and the food and beverage industry, such as consideration for the global environment and animal welfare, andrespect for human rights.

- Tradition and Innovation After continuing through the Meiji, Taisho, Showa, Heisei and Reiwa eras,
the Imperial Hotel is now poised to embark on a new journey that will enable it tocontinue to welcome guests as "Made in Japan" Grand Hotels
for the next 100 to 200 years.

Major events in society

1923 Great Kanto Earthquake

The history of our company

1923 Second generation main1936 2-26 Incident

o
h
s
i
a
T
i
j
i
e
M
building, the Wright Building,
opened (1923 to 1967).

1890 Opening of the Imperial Hotel(opened in response toapproaches from people inpolitics and business, for astate guest house of acontemporary state)1945 War ended

a
w
o
h
S
1970 Osaka Expoand occupational safety

and the development of Business Continuity Plans

a
w
i
e
R
i
e
s
i
He
environmentof environmental impact. Procurement of goods, products, and raw materials that lead to therealization of a recycling-oriented society
9 Consideration for animal welfare : Support for the principles of animal welfare and future procurement
10 Information management : Appropriate management of information to be disclosed and information
to be kept confidential
11 Expansion into the supply chain : Understanding and penetration among suppliers
2050: Update as necessary in response to changes in relevant
12 Updatelaws and regulations and domestic
2040
and international conditions

2030

2020

2010

● Medium- to Long-Term Management Plan 2036
Medium-Term Management Plan
● Medium-Term Vision 125● Plan 120● 21st Century Project
●

1990

1980

1950

1940

●

1970

II21

Management plan

1920

1933 Kamikochi Imperial Hotel opened

1989 Imperial Funeral Ceremony
1983 Imperial Tower (current

1961 Listed on the Second Sectionof the Tokyo Stock Exchange

1970 Current main building ofImperial Hotel Tower) opened.
The first mixed-use hotel, officeand shop building in Japan

1990 Enthronement Ceremony
1997 Adoption of the Kyoto Protocol
2001 September 11 attacks in the
United States

2002 Korea Japan FIFA World Cup
1996 Imperial Hotel Osaka opened

Imperial Hotel Tokyo opened

2011 Great East Japan Earthquake2015 SDGs and Paris Agreement
adopted by UN

2019 Enthronement Ceremony
2019 Rugby World Cup Japan
2021 Tokyo Olympics
2021 Introducing a new business style in the
Tower building (serviced apartments/
Japanese food/hotel bars)

Sustainability initiatives

1945 GHQ Takeover (takeover by

Allied Forces, reopening forunrestricted operations in 1952)

1923 Roast beef wagon service
started (The first in Japan)
1923 Hit by major earthquake on the day

3Conceptual
image ofcompletednew hotel in
Kyoto

1923 Hotel wedding (The first in Japan)

Goods and services
originating in our company

Eiichi Shibusawa
First chairpersonof the Wright Building opening.
Activities to serve victims, affectedcompanies and foreign diplomatic
missions after the disaster

1924 First dispatching of overseas
study1936 Birth of the

Chaliapin
Steak fromthe Imperial
Hotel1936 Curry served to the suppression
unit in the 2-26 incident

1971 Hotel shop "GARGANTUA"
opened1958 The birth of the 'Viking'(buffet) style restaurant(The first in Japan)

1975 Visited by UK’s Queen

Elizabeth II and Prince Philip
The birth of "Reine Elizabeth"

2000 The Crest Hotel Kashiwa opened
2005 Royal Wedding(Mr. Yoshiki Kuroda andPrincess Sayako (Norinomiya))2009 Alliance with Halekulani, Hawaii
1990 First in the industry to

introduce a five-day workweek

1990 Renewal of employees' uniforms(Designer Jun Ashida)2002 Rooftop greening, solar
1968 Started English language
education for employees

power generation andgarbage dryer

2025 Osaka and Kansai Expo
2030 Target year for SDGs
achievement

2030 Opening of new Tower at
Imperial Hotel Tokyo(Planned)2036 Opening of new mainbuilding at Imperial HotelTokyo (Planned)2026 Kyoto opening (Planned)

1900

1890

(Excerpt)

7 Response to antisocial forces : Systematic response to blocking and threats by antisocial forces
8 Consideration of the global : Reduction of waste and CO2 emissions, proper management of water resources, and reduction

1960

1930

1910

ordinances and regulations: Procurement of legal and appropriate goods, products and raw materials: Procurement of high quality, safe and secure goods, products and raw materials
2 Quality control
3 Fair and honest transactions : Fair, transparent, free competition and reasonable trade
4 Respect for human rights : Production, manufacturing, and distribution in an environment free of human rights violations
5 Prohibition of forced labor : Prohibition of forced and compulsory labor, child labor, etc.
6 Promotion of health management : Creation of workplace environment through health maintenance and promotion activities,

2000

1964 Tokyo Olympics

1939 World War II (1939 to 1945)

1 Compliance with laws,

2021 The birth of Sustainable Salt
2022 Birth of W•E Bread

Conceptual image of completed
Uchisaiwai-cho 1-chome district

2050 Carbon neutrality achievement

2011 Accepted people unable toreturn home after the Great
East Japan Earthquake2020 Sustainability Management
Committee established

2021 Insourcing of employee

cafeteria and measures tocombat food loss

2023 "Sustainability Procurement
Policy" formulated

2023 "Declaration of Partnership
Building" announced4Decarbonization Road
Map in the Imperial
Hotel Medium- to
Long-Term Management Plan 2036

2031 – 36

OUR TARGET
REDUCTION RATE:

Compared to FY2013-40%(GOVERNMENT TARGET:
46% REDUCTION)

with FY 2013) by FY 2030 and achieve effectively
zero emissions by FY 2050

2036

●

Reduction of environmental load by introducing thelatest technologies in new hardware
Promotion of energy conservation activities andverification of sustainable energy introduction
Analysis and countermeasures for business risk in linewith the TCFD (Task Force on Climate-Related
Financial Disclosures) framework2037 – 49

2050
CARBON

2029 – 30

directly managed workplaces by 40% (compared

NEUTRALITYTo enhance the strength of our brand through hardware
renewal with reconstruction of Imperial Hotel Tokyo andhumanware enrichment by strengthening human resource
development

2026

IMPERIAL
HOTEL TOKYONEW MAINBUILDING OPENING

1 Evolution of Grand Hotel

2024

IMPERIAL HOTEL TOKYOREBUILDING MAIN BUILDINGBASIC STRATEGY

2022

Continuation of services and new endeavors

NEW TOWER OPENING(FY2013 BASE)

Continue operations and secure employment during rebuilding(REDUCTION OF CO2 EMISSIONS)

We aim to reduce CO2 emissions [Scope 1+2] at●

PHASE III (2031 – 36)

Uchisaiwai-cho
1-chome district
OPENING OF NEW
BANQUET HALL AND
HOTEL IN CENTRAL ZONE

CO2
EMISSION
RATE OFCHANGE (%)

PHASE II (2024 – 30)

Optimization andreview of services andfurther improvement

KYOTO OPENING

We will further evolve the Imperial Hotelbrand, with people at its pinnacle, asJapan's flagship hotel, retaining the spirit of
the company's founding, to build a structure ensuring corporate continuity under all
circumstances as we look forward to our150th anniversary year in 2040.

PHASE I (2022 – 23)

CLIMATE CHANGE INITIATIVES●

Medium- to Long-Term Management Plan 2036

IMPERIAL HOTEL TOKYOREBUILDING OF TOWER
BUILDINGOBJECTIVES

Following the achievement of the Kamikochi Imperial Hotel’s carbon neutrality in FY2022, the Imperial Hotels in Tokyo and Osaka will also work tosuppress CO2 emissions by switching to virtually CO2-free electric power through the use of FIT non-fossil certificates from October 2023, in an effort
to reduce CO2 emissions while promoting energy conservation.

KAMIKOCHI
IMPERIAL HOTELCARBONNEUTRALITYVISION

Promoting decarbonization by switching the total amount of electricity used to "CO2-free"

CARBONNEUTRALITY100%

ACHIEVEMENT

2 Stable growth as a company

Strengthen our earning capacity and financial base by expanding our real estate and other businesses in order to establish 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 our corporate activities

5

IMPERIAL HOTEL 2050 DECARBONIZATION ROAD MAP

6

Human Resource Development Policy
The starting point for the sustainable growth and development of a business is its people. Our company believes
that the key to enhancing corporate value is to develop
talented employees and encourage their growth, andthat improved customer satisfaction comes from having
a diverse range of human resources who demonstrate
their individual strengths regardless of age, gender andnationality. In order to continue to improve our corporate
value and customer satisfaction, we will continue to develop human resources based on the following policies.

Maximize the abilities of a diverse range ofhuman resources to build the next 100 years

1

The human resources must understand the founding spirit
and tradition of the Imperial Hotel and be capable of providing the highest level of service and products

2

The human resources must realize innovation and transformation while accurately and effectively reflecting thetrends of the times and emerging technologies in our business, to work toward sustainable development

3

The human resources must be from diverse cultural backgrounds and have diverse values, and must accept andutilize diversity so that it leads to the further growth anddevelopment of our group

Work Environment Policy
The growth of each individual employee is directly linked to the development of the company, so we have established a system in which employees can work autonomously to improve their own abilities. We arealso working to create an environment in which a diverse range of employees can continue to work with peace of mind, to enable them tocontinue to provide excellent services and products.

1 Creating an environment for ability improvement(1) Providing language training and support for studying abroad(2) Development of a financial aid system for self-development(qualification acquisition and correspondence courses)

an environment where people can
2 Creating
continue to work with peace of mind
(1) Health
Promote the health of employees frommanagement both physical and mental aspects.
(2) Compatibility Create a system that provides moredays off work than the legal limit,
supportto help employees work-life balancesuch as child care and nursing care with their work.
(3) Workplaceenvironment

Indicators and target values

Create an environment in which it is easy for employees
to use the various systems, by providing training andinternal communication so that employees understandthe significance and purpose of the systems.

Indicator

Target value

Employee Training

Training expenses per permanent employee

Up 30% from FY2018 by FY2027

Liquidity

Turnover rate

Down 20% from FY2018 by FY2027

Percentage of employees hired who are female

50% or more every year

Difference in average years of service between men and womenLess than four years by FY2027

Rate of employment of people with disabilities

Maintain a level above the statutory employment rate

Number of employees sent abroad (for training at overseas hotels,
participation of employees in international competitions, etc.)

Up 50% from FY2018 in FY2027

Diversity
Other

Targets and actual results
TargetThe Imperial Hotel opened on November 3, 1890 toserve as Japan's "State Guest House." With the aim of

1 Workplace culture reform to makediversity an organizational strength(Creation of dialogue)

carve out a future for the next 100 years, and for the 100

2 Work system reform(Improvement of productivity)

years beyond that. In order to realize human capital

3 Human resource development(Investment in human resources)

making it the best hotel in the world, we employees
working here have a mission to carry on this brand andmanagement, the Imperial Hotel Group is working tomaximize the abilities of its diverse human resources
and is pursuing various initiatives.
7

Five Themes for the Promotion of Human Capital and Diversity

4 Health management(Revitalization of individuals)

5 Active roles for diverse human resources(Women, people with disabilities, theelderly and global human resources)2022 results

Promotion of opportunities for female workers

Number of female managers is 20% of total
by end of April 2027

73 people (+6) 16.4% (+1.3 pt)(as of April 1, 2023)

Child care and nursing care support

Number of male employees taking childcare
leave is 50% of total by end of April 2027

14 people (±0) 48.3% (+15.0 pt)(as of March 31, 2023)

Employment of people with disabilities

Number of people with disabilities employed is
at least the statutory employment rate of 2.30%

Executive message

As of FY2022, achieved 2.63% (+0.32 pt)(maintained for 18 consecutive years)

Atsushi Tokumaru, Representative Director and Managing Director, Responsible for SDGs Promotion

The Imperial Hotel is a company where it can be said that "people are everything." The ability of employees to work
actively with good physical and mental health leads to good service and products. This is the purpose of "humancapital management" and is a key management issue for our company. For persons suffering from mental healthproblems, which are on the rise nationwide, we have introduced a stress check and a return-to-work support
program to provide step-by-step support.

8

Environmental
Initiatives

Promotion of Food Diversity

Our group believes that environmental consideration is one of the new hospitality services that society
expects. Therefore, we have established the SDGs Team, the 3R Team and the Energy Conservation Team
under the Sustainability Management Committee chaired by the President, and each team is formulating
respective action plans and promoting each initiative across the company.
Measures to Prevent Food Loss
The Imperial Hotel is focusing efforts on "food loss reduction"
based on the idea of "changing society in a delicious way." Eachdepartment is advancing initiatives such as finding ingenious
ways to use food materials without unnecessary waste duringcooking, the development of upcycled products and the introduction of order-based buffet services, etc.

Utilizing Food Losses as Environmentally
Recyclable Vegetables
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 withthe fertilizer are purchased as environmentally recyclable vegetables and are used in some of the restaurant menus.

Sustainable Salt
The peel of vegetables, fruit clusters, and crustacean shells are
baked in a low-temperature ovento form a powder, which is mixed
with salt and used in cooking as aproprietary salt. This is available asa product in our hotel shops and a
portion of the proceeds from thesales is donated to JEAN, an incorporated association that promotes
environmental protection.

We separate
about 20 types
of waste under the slogan "Garbage when mixed, valuable
when separated." As part of our efforts to maximize theamount 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.

Thorough Separation of Waste

9

Insourcing Our Employee Cafeteria

The employee cafeterias in Tokyo, Osaka and Kamikochi areoperated directly by the company and use offcuts and unsold
products that would have been discarded in the past for theirmenus. In addition, it is a venue where the cooking staff areable to offer menu items that they themselves have proposedand developed. On International Women's Day on March 8th,
female staff devised a menu with dishes made to resemble
mimosa, the symbol flower, and they were well received by employees.

Delicious and Sustainable W・E Bread
The Imperial Hotel Tokyo has developed W•E Bread as awhite bread with a new texture that does not generate
waste materials, and has introduced it to the sandwich
products served in the building. In the past, bread crusts
had been cut off in pursuit ofaesthetics and texture, but
we developed a bread that inherits the traditional style andtaste while also contributing
to a reduction of food loss.
With this bread, we aim to
reduce food loss by about 2.5
tons per year.

We arethe first
hotel in Japan to start serving farm-produced coffee bearing the Rainforest Alliance Certificate. This is a certificatethat indicates forest conservation and a healthy working
environment for farmers, and this coffee is served in ourbanquet halls and some of our restaurants.

Serving Environmentally Friendly Coffee

From the "Leave noone behind" viewpoint of the SDGs,
we expanded ourvegan menu lineup
from October 2022,
so that all customers from Japan andoverseas can enjoy
their meals withpeace of mind.

Introduction of Renewable Energy
We use carbon-neutral LNG (liquefied
natural gas) for kitchen gas (Tokyo andOsaka), and use 100%
renewable energy forour events, electric
car charging stations,chandeliers, and monument clocks (Tokyo).

Water Recycling (Greywater)

Reduction of Plastic Use

In Tokyo, water used for baths and washbasins in tower guest rooms is filteredand purified in the hotel and reused ascleaning water for the offices, public
spaces, and employee toilets in the building, which saves 25 days’ worth of water
when it is used for a year. In Osaka,
wastewater from guest rooms is treatedby a partner company, recycled, and used
as flushing water for the employee toilets.

In compliance with the Plastic Resource
Circulation Act, enforced in April 2022, at
our four directly managed business sites(Tokyo, Osaka, Kamikochi, and Kashiwa),
we are gradually replacing plastic with alternative materials for twelve items, including guest room amenities that are
subject to the Act. In FY2022, we reduced
our annual plastic use by 70% (11 tons).
We aim to reduce the amount by 87.5%(as compared to FY2019) from FY2024,
after the completion of the entire replacement process.

Comments from
Employees on the
SDGs

SDGs Introduction
Video“Human CapitalManagement”
In keeping with the belief of Eiichi
Shibusawa, who pursued the common
good, each and every employee considers true affluence and contribution
for the SDGs through our products andservices. We have put together a video
summarizing ourdesire to live asustainable future
together with ourcustomers.

We conducted an e-learning program for employees to learn about the SDGs.
Here are some of the comments received:
The scope of the SDGs truly is very broad. I was reminded that there are many things that can be done
when we are mindful about it, not only at work, butalso in our private lives.

The SDGs are worldwide common target, but rather
than seeing them as goals, I would like to use them as"opportunities" that will lead to further awareness anddevelopment. We have targets related to genderequality, but at the same time as promoting the opportunities for women, I think we should also embrace
gender diversity and create a world in which everyone
can live comfortably.

Because mental disorders are invisible to theeye, I feel that there is still a lack of understanding within the company. I believe that if
awareness of mental disorders spreads, wewill develop as a diverse company that respects everyone, regardless of whether or
not they have a disability, and that this willconnect to our future.
I thought that every one of us should act withresponsibility. I think it would be good for everyone to think about what we can do fromnow on and to become conscious of theSDGs naturally, so that one day we will
notice that we have actually been making acontribution.

10

Safety and Security/
Barrier-Free Accessibility
RISK MANAGEMENT STRUCTURE

BARRIER-FREE ACCESSIBILITY

Safety and security are the lifeline of our hotels. In ourGroup, we are promoting various initiatives under theguidance of the Risk Management Committee, including infectious disease countermeasures, food hygiene, disaster countermeasures, and crime prevention measures.

We are promoting barrier-free accessibility so thatguests with disabilities can experience a comfortable stay at our hotels. In addition to improving theenvironment in terms of facilities, we are addressing
both the hardware and software aspects throughemployee training and study sessions by employeeswith disabilities.

Establishment of Risk Management Committee

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

Establishment of Food Safety & Trust Committee

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

Development of manuals and conducting drills
for Disaster and Terrorism Countermeasures, etc.

To respond promptly to disasters such as earthquakes, fires,floods, terrorist acts, and infrastructure outages, we have prepared various manuals and conducted 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 andemployees.

Disaster Prevention Countermeasures
for the entire community

11

Social Contribution
Programs

Imperial Hotel Tokyo concluded an agreement with Chiyoda
Ward in 2013 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 the event of alarge-scale disaster.

Provision of a barrier-free accommodation environment

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

Maintenance ofbarrier-freefacilities

Our facilities are equipped tosupport guide dogs, hearing
assistance dogs, and service
dogs. Wheelchair ramps, elevators that support wheelchair use, and multi-purpose
restrooms are installed in thebuildings.

Imperial Hotel Group consider that social contribution is an important mission,so we are engaged in various approaches such as organizing charity events and volunteer activities.
Our "Social Contribution Team" takes the lead in community contribution activities in our drive to becomea better member of the community.

Participation in Osaka "TEAM EXPO 2025
Co-creation Challenge"

The Imperial Hotel Osaka participated in the TEAM EXPO 2025 Co-Creation Challenge, a participatory program sponsored by theJapan Association for the 2025 World Exposition. We conducted internships for foreign students in collaboration with the Osaka Global
Student Support Association (Osaka Convention & Tourism Bureau)
and Transcend-Learning, which helps foreign students secure employment. Our employees increased their awareness of diversity, andthe international students
deepened their understanding of Japanese hospitality and corporate culture. This effort contributed to better employment
support for international
students, thereby embodying the SDGs.

Participated in "La Semaine du Goût (The
Week of Taste)"® food education activities
Shelf position adjustment foreasy use from a wheelchair

Certified as a Tokyo Metropolitan
Government "Barrier-free mindset"
support company

The Imperial Hotel Tokyo has beencertified as a Tokyo Metropolitan
Government "Barrier-free mindset"
support company. The hotel was recognized for its efforts such as "seminars to improve nursing care support
capabilities" to learn the appropriate
methods for serving disabled and elderly people, reasonable consideration for employees withdisabilities, and the addition of more barrier-free rooms.

We participated in the "La Semaine du Goût (The Week of
Taste)"® food education program that has a track record of
more than 30 years in France, and held taste classes on thetheme of "Food Education and the SDGs" at local elementary schools in Tokyo and Osaka. This provided an opportunity
for the children to check the five tastes and also to think
about where the foods they eat every day come from andwhether they are being thrown away wastefully.

Agricultural Counsellor Perdreau of the Embassy of France in Japanand Tokyo Executive Chef Sugimoto(Image courtesy of the executive committee of La Semaine du Goût (The Week of Taste)®)The Crest Hotel Kashiwa has registered asa Chiba SDGs Partner

The Crest Hotel Kashiwa has joined the Chiba Prefecture's SDGs
Partner Members. Organized events, such as harvesting experiences, sightseeing tours,
and the provision ofm o r n i n g- h a r v e s t e dstrawberries are held in
collaboration with local
farmers for all generations in the area.Social
CHI-BA+KUN
studies tours are alsooffered for local elementary schools.
(Registration No. 953)

Participation in "TABLE FOR TWO"

We participate in a program that aims to eliminate global
food imbalances. The employee cafeteria serves healthy menu items and also
donates school meals for the same
number of people to children in developing countries. The "doubling happiness from the wedding table" theme of
the wedding menu available from 2021
was also highly rated and won a prize atthe "TFT Awards 2022."

Participation in Hibiya Uchimizu Month

From mid-July to the end of August, we performed "Uchimizu"
water sprinkling jointly with
16 nearby facilities and organizations. As consideration for the environment,
we used the "Greywater"
made by purifying the waterused in the Tokyo’s tower
guest rooms as the water
to be sprinkled.

12(3) Specific Greenhouse Gas Emissions [Tokyo]

ESG Data List

Weight (t)Below is the list of ESG (Environmental, Social and Corporate Governance) data on the business activitiesof the Group.

40000

29,550 29,396*2

28,559 32,066

31,80029,349 29,420 28,749

20000▲36.9％

25,24125,257▲40

23,286*4

Reduction obligation rate

▲30

▲20

▲16.3％▲13.4%▲35▲25▲28.2%▲20.5%▲19.9%▲36.9％*3▲26.7% ▲26.4%

25000▲13.8%

Crude oil equivalent (㎘)

15000

28000

10000

▲10

5000

▲5

26,60926,52025,736

25,61825,614

24,23524,19623,18018,755

20,264

21,185

26000

2012

20000

18000
2012

2013

2014

2015

2016

2017

2018

2019

2020

2021

2014

2015

2016

2017

2018

2019

2020

2022 (FY)2021

0

DIVERSITY PROMOTION

2022 (FY)*Total of four business sites (Tokyo, Osaka, Kamikochi, and Kashiwa); preliminary figures for FY2022(2) Amount of food waste generated (weight) and recycling rate based on the Food Waste Recycling Law
Weight (t)Recycling rate (%)

1,416.6

1,448.7 1,431.2

1,428.4 1,439.8

66.6%

64.7%

1500
1200

61.3%

59.9%

1,427.2

1,371.3 1,372.4
65.9%

65.1%

493.1
64.7%

604.6
69.1%

804.5
69.8%

65

Mandatory figures

59.7%

70

60

(2) Number of employees on childcare leave(1) Number of female managers
Number (persons)
80

900

2013

[Global warming countermeasures plan based on the Tokyo Metropolitan Ordinance on Environmental Security] Between FY2002 and FY2007,
we set the average value for the three years between FY2002 and FY2004 as the base emissions*1: Reduction obligation rate: 8.0% until FY2014 (Base year emissions: 34,113 tons)*2: From FY2015, reduction obligation rate is 17.0% (Base year emissions are 40,017 tons due to changes in emission factors)*3: From FY2020, reduction obligation rate is 27.0% (Base year emissions are 40,017 tons). *4: FY2022 figures are preliminary figures.

22000

1800

▲15

0

24000

47

52

Percentage

53

55

54

59

67

73

24

70

21

60

18

40

11.8%

12.7%12.6% 13.1%12.8%

13.5%

15.1%

16.4%

12

600

50

20

6

300

45

10

3

0

40

0

0

2014

2015

2016

2017

2018

2019

2020

2021

2022 (FY)*Total of four business sites (Tokyo, Osaka, Kamikochi, and Kashiwa); preliminary figures for FY2022 / Mandatory figures for FY2022 are 56%.

60

50

27
1
26

25
4
21

34
5
29

Male employees taking
childcare leave (%)

21
4
17

41
9
32

9

2016 2017 2018 2019 2020 2021 2022 2023 (Year)*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
9
22

37
14
23

Number of male employees
Number of female employees

38
14
24

60

50

48.3%
40

33.3%

15

30

2013

Total number of male andfemale employees (persons)

40
50

55

56.0%

2012

13

*1

30000

(1) Energy consumption based on the Revised Energy Conservation Act (crude oil equivalent)▲45▲41.8%

35000

ENVIRONMENT

Against baseline emissions (%)

45000

30

30

20.9%

20

9%

10

23.1%

20

10%

2%

10

7%

0
2015

2016

2017

2018

2019

2020

2021

2022(FY)

0*The rate of female employees taking childcare leave is 100% from
FY2015 to FY2022.
*The target rate for male employees is 50% by the end of April 2027

14

Sakura Quality An ESG PracticeInternational Certification Acquisition(Tokyo, Osaka, Kamikochi)
Three of our hotels received the highest
rating of "5 Sakura" out of five in the "Sakura
Quality An ESG Practice" international certification system, which recognizes lodging
facilities that practice the SDGs.
The certification uses a five-level scale toevaluate 172 items based on the 17 goals of
the SDGs. The "5 Sakura" award is given to
establishments that score a perfect score in
the 172 items and is a recognition of theirleadership role in the local community. We
will continue to strive to maintain the quality that drives sustainable tourism throughthe PDCA cycle.

Eco-Mark Certification(Tokyo, Osaka, Kamikochi, Kashiwa)

Eco Mark certiﬁcation
Imperial Hotel

The hotel has received the Eco-Mark certification,
which evaluates environmental communicationand other measures that deepen users' understanding of the hotel's environmental activities
and raise awareness of environmental concerns
through their stay as guests, in addition to basic
environmental measures such as energy conservation, water conservation and waste reduction.

Declaration of Partnership Building
We aim to build new partnerships by promoting collaboration and co-existence throughout
the supply chain.

CoverJapan Hotel Association
Award for Excellence at"Social Contribution Awards"
For the fourth consecutive year, our company won
the "JHA Chairman Award for Excellent Social
Contribution by Member Hotels" for our efforts inenvironmental protection, energy conservation,
barrier-free design, disaster prevention and mitigation, and response to the pandemic and post-coronavirus era. This wasin recognition of our
promotion of further
sustainability for thesolution of social
issues.

Making the Kamikochi Imperial Hotela sustainable hotel as it
celebrates 90 years
Kamikochi Imperial Hotel has
begun a new chapter in its
history as the very model of asustainable hotel. In addition to achievingcarbon neutrality, it is also working withcustomers and the local community to
reduce its environmental impact,
such as by recycling all food waste.

The Wright Building, designed by architect Frank Lloyd Wright, opened in 1923.
The intricate and delicately combined designs made of Oya stone and other materials were called the "Jewel of the Orient" for their beauty.
The new main building, which is scheduled to be completed in 2036, aims to be a unique and new state guest house that is befitting of itsrole and inherits the "Jewel of the Orient" title.

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