JTB SUSTAINABILITYREPORT 2023

JTB Corp. Sustainability Report 2023

02

Contents
02

Contents/Compilation Guidelines

19

Stakeholder Connections

20

Communicating with Stakeholders

32(4) Empowering Our People to ShineJTB Group : Business Overview
04

The JTB Way

05

JTB’s 3-Pronged Approach

06

Global Network

Sustainable Business Management at JTB
08

Talking Sustainability with our President
and our Chief Sustainability Officer
Our Business as a Vehicle for Promoting
Sustainability

Feature Story
22

Sustainability Solutions for Corporate
Clients

Working to Achieve Sustainability
at Nabegataki Falls

Human Resource Development

55

Compliance & Internal Controls

37

Work-life Balance

57

Risk Management & Incident Response

38

Wellbeing Management

58

Information Security(5) Human Rights & Diversity
39

Respecting Human Rights

41

Diversity

Materiality-guided Sustainability Priorities

Nurturing Our Surroundings

Enriching the Human Experience

(1) Caring for the Earth(1) Mental and Physical Wellbeing

43

Fighting Climate Change

26

Bringing More People, Places andPossibilities Together… Sustainably

45
46

Safety and Security(2) Enhancing Destination AttractivenessSustainability Highlights

61

Sustainability Priorities:
KPIs/Targets/Performance

Preserving the Earth’s Biodiversity

62

Global Sustainability Engagement

Resources, Water and Waste

63

External Awards and Recognition

64

Corporate Profile/Board Members

12

The JTB Group Medium-Term Management Plan

27

13

Who We Aspire To Be(2) Personal Growth and Development

48

14

JTB Sustainability Priorities and the SDGs

29

50

15

Sustainability Framework(3) Helping Communities and Businesses Shine

Conserving Cultural & Natural Resources
Engaged Partnering16

Sustainability Policy

30

51

18

Identification of Sustainability Priorities

Making a Difference through Education
Supporting the Sustainability Efforts ofLike-Minded Partners and Communities

Enhancing Destination Attractiveness

Building Partnerships with Stakeholders

Compilation Guidelines

Disclaimer<Guidance References>

・GRI Standards for Sustainability Reporting
Reporting Guidelines
・Environmental(Ministry of the Environment, 2018)

・Directory of Group Companies:
https://www.jtbcorp.jp/en/domains/essencebook_en.pdf<Date of Issue><Period Covered>

October 2023

While this Report focuses primarily on FY2022 initiatives(April 1, 2022 - March 31, 2023), it also contains
background information as well as descriptions of
FY2023 initiatives and anticipated future activity.

Data Highlights
60

Sustainability at JTB

This Report focuses primarily on the activities of the
JTB Group in Japan with additional information also
provided regarding the Group’s overseas activity.

JTB Group’s Corporate Governance
Framework

34

11<Scope of Report>

Governance
53<Scope>JTB Group :JTB Corp., and JTB Group's consolidated
subsidiaries and associate companies

JTB Corp. :JTB Corp.

JTB Asset Management :JTB Asset Management Corp.

JTB Global Marketing & Travel :JTB Global Marketing & Travel Inc.

JTB Communication Design :JTB Communication Design, Inc.

JTB Publishing :JTB Publishing, Inc.

JTB Business Travel Solutions :(JTB-CWT)JTB Business Travel Solutions, Inc.

JTB TRADING :JTB TRADING Inc.

GoodFellows JTB :GoodFellows JTB Corp.

This Report contains not only past andcurrent facts about JTB Corp. and the
JTB Group but also extrapolations,predictions and determinations basedon information available at the time ofits compilation. The outcome of futurebusiness activity may differ from the
projections contained herein.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

JTB Group:
Business Overview

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

03

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

04

The JTB Way
The JTB Way is a statement of who we are. It defines our purpose and aspirations, guides our day-to-day decisions,and provides a foundation that informs all of our activities as an organization and as professionals.
1. The JTB Group Mission

JTB Group
MissionWe strive to foster peace and global
interconnectedness through the creation ofopportunities for meaningful human interaction.
2. Vision Statement

Vision Statement

Brand Promise

ValuesPioneering ways to bring people, places andpossibilities together in a ‘new’ era.
3. Our Promise to the Customer: Brand Promise
We aim to deliver excitement, wonder and results throughthe creation of opportunities to explore the Earth’s beauty,rich history, and cultural heritage.
We owe our first 100 years of success to our customers.
We continue to build on this legacy by creating value andconnections and leading the way on our shared journey
towards greater sustainability.

Brand Slogan

Perfect moments, always
At JTB, we leave no stone unturnedin our relentless pursuit of customer
satisfaction. We define ourselves by
the intensity of our customers’ smiles.

4. ONE JTB Values

Create trust / Rise to the challenge / Keep smiling
The JTB Group Code of Conduct
JTB Group Code of Conduct

We are in the business of bringing people,
places, and possibilities togetherLink  https://www.jtbcorp.jp/en/ourstory/group_code/

Bringing People, Places and Possibilities Together

Through the delivery of unparalleled solutions (products, services, information, systems), JTB brings
people, places and possibilities together all across the world, delivering wonder and ‘Wow’.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

05

JTB’s 3-Pronged Approach
Using travel and tourism as a platform for business evolution, the JTB Group is vigorously expanding its lineup of Area and Business Solutions.
Under a 3-pronged strategy, our organization is working as ONE JTB to maximize cross-business synergies.

Tourism Business Strategy

Area Solutions Strategy

Business Solutions Strategy

Travelers (FIT/Corporate/Institutional)

Communities(Government Agencies (DMOs), Tourism Operators)

Businesses

PurposeTravel Satisfaction and Solutions

Area Revitalization Solutions

Business Communication Solutions

Products andServices (1):Travel・Unique and enticing travel ideas
・Corporate travel solutions

Enticing and accessible travel content

Business travel solutions

Primary
Customer Base

Products andServices (2):
Non-Travel

ONE JTB

Ideas and items that make・
the everyday extraordinary

・MICE

・HR Consulting, Surveys and Training
・Business travel management, etc.

・Creating new experiences/connections

Digital Transformation, Tourism Infrastructure
Development, Destination Management Support, etc.

Tourism Business HQArea Solutions Business Division

Business Solutions HQ(All 47 prefectures of Japan)(Strategic Geographic Areas)(Tokyo Metropolitan Area and beyond)(Workcation, Virtual tours, Metaverse, etc.)

Global Business Unit HQ (North America/Hawaii/South America, Europe, Asia Pacific)

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Global Network
The JTB Group’s global network provides a safe, reliable and sustainable platform for delivering a wide range of products and services that bring people, places and possibilities
together worldwide.

Japan│47prefectures(HQ Offices, Branch Offices,
Overseas│161Locations ⁄ 81Cities ⁄ 35 Countries & Regions Sales
Offices, Affiliated Offices)* As of August 2023

JTB Locations* As of June 2023

Europe 373(Consumer Sales Offices & Corporate Sales Offices)
Affiliated Sales Offices
Full-Service Affiliated Offices

70 Companies ⁄ 164 Offices
Corporate Alliances

18 Companies ⁄ 18 Offices

 msterdam (2)ALondon (5)
● 
Paris
● 
Rome (3)● Geneva● 
Zurich (2)● Madrid (2)● Frankfurt● 
Budapest● 
Zagreb30 Locations / 20 Cities / 17 Countries

 rague (2)
P
Oslo
● 
Copenhagen● 
Stockholm● Helsinki● 
Rovaniemi● 
Moscow● Saint Petersburg● 
Tallinn● 
Warsaw●●●●

Oceania  ydney (2)SCairns● Gold Coast

6 Locations / 5 Cities / 2 Countries

●

●

●

●

Micronesia ●Guam

2 Locations / 2 Cities / 1 Country●

China ●●Beijing (4)Shanghai (5)●Seoul (9)Jeju

Saipan
11 Locations / 3 Cities●

Korea ●

Melbourne
Auckland

Qingdao (2)11 Locations / 3 Cities

●

Busan

Asia 

64 Locations / 27 Cities / 10 Countries & Regions

● Singapore (6)● Kuala Lumpur (2)● Kota Kinabalu● 
Bangkok (2)● Phuket● 
Ho Chi Minh (2)● Hanoi● Da Nang● Bali (2)● Jakarta (24)● Bogor● Bandung (2)● Surabaya● Cilegon

 edanM
Palembang● 
Malang● 
Taipei (2)● 
Kaohsiung● Delhi (2)● 
Gurugram (2)● 
Mumbai● 
Bangaluru● 
Manila● Cebu● Hong Kong (2)
● 
Macao
●
●

North/South America 28 locations / 18 Cities / 3 Countries
Torrance (5)San Diego● New York● Orlando● Las Vegas (3)● San Francisco● Chicago● Atlanta● New Orleans

BostonPhoenix● Richmond (3)● Toronto● Banff● Calgary (2)● San Paolo (2)● Rio de Janeiro● Manaus

●

●

●

●

Hawaii●●

Honolulu (7)Kona (Big Island)

9 Locations / 3 Cities
●

Maui

06

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Sustainable
Business Management
at JTB

Materiality-guided Sustainability Priorities

Governance

Data Highlights

07

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

08

Talking Sustainability with our President and our Chief Sustainability Officer

Our Business as a Vehicle for Promoting Sustainability
The urge to travel, explore and interact with others are essential and instinctive parts of what it means to be human.
The JTB Group is eager to use its business as a vehicle for satisfying these needs in ways that promote sustainability.
The JTB Group is in the business of bringing people,
places, and possibilities together. Our operations
are organized around three overlapping domains:
Tourism, Area Solutions and Business Solutions. In
each of these domains, we are involved in a broad
range of collaborative ventures with a wide variety
of stakeholders. Sustainability plays a key role ineverything we do.
In the following conversation, JTB Corp.'s President,
Eijiro Yamakita, and Chief Sustainability Officer,
Chizuko Nishimatsu, discuss the fundamental role ofsustainability in the JTB Group's operations.

Changes in the External Environment
How do you view the changes that have occurred in
the external environment over the past few years?

Eijiro Yamakita

Chizuko Nishimatsu

President & CEO
JTB Corp.

Executive Officer in Charge of Sustainability
JTB Corp.

〈Profile〉
Eijiro Yamakita joined Japan Travel Bureau (now JTB) after obtaining
his Bachelor’s Degree in 1987. He was assigned to the Tokyo
Business Development Headquarters, the Corporate Planning
Department, and JTB Business Travel Solutions before serving as
President of Tumlare Corporation, head of JTB Europe, Presidentof Travel Plaza Europe, and Chairman of the Board of Kuoni Travel
Investment.

〈Profile〉
Chizuko Nishimatsu joined JTB after completing her university
studies. After working in store development and corporate
planning and holding several key positions in JTB’s consumer
travel business including General Manager of the Chiba Division
and General Manager of the Cruise Division, she served as
Executive Officer/EVP of JCB Travel. Nishimatsu was appointed toher current position in April 2023.

Yamakita Until the outbreak of the pandemic, the global
demand for travel, events and meetings was robust. For
example, many of you will recall how Rugby World Cup Japan
2019 brought people together across Japan and around theworld. The pandemic caused people to start avoiding contact
with others. Remote work became common and some evenargued that there was no longer a place for a business model
like ours.
However, now that people are free to travel and gather
again, there is a renewed awareness of the benefits ofconnecting and interacting with others such as learning, mental/
physical wellbeing, and community revitalization. It is importantthat future generations also have the opportunity to explore
and interact with the people and the world around them. For

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

09

Talking Sustainability with our President and our Chief Sustainability Officer

this reason alone, it is critical that we preserve the environmentand humanity´s rich historical and cultural heritage. I believe
this is part of the reason why we are witnessing an increase insustainability awareness across the planet.
Nishimatsu Given my role in heading up our organization´ssustainability efforts, I feel it is important not only to recognize
the benefits of travel and tourism but also to address
the negative impacts of the industry on society and theenvironment. People nowadays are increasingly sensitive tothe adverse effects of travel such as transportation-related
CO2 emissions, overtourism, food waste, etc. At the JTB Group,
these concerns have strengthened our conviction that wemust use our business as a vehicle for responsive, responsible
action.

JTB´s Sustainability Philosophy
How would you describe JTB´s sustainability philosophy?
Yamakita The JTB Group
Mission is to foster peace andglobal interconnectedness
through the creation ofopportunities for meaningful
human interaction. Our brandslogan is “Perfect moments,
always”. In our advertising
campaigns, we often refer tothe “power of tourism” andthe “power of connection”. Allof these expressions point
to the importance of visiting new places and interacting withothers as a means of learning and growing. This is how we
deepen ourselves as human beings and how we deepen our
understanding of other cultures as well as our own. It also
provides an important stimulus for local economies. In my

opinion, all of these benefits play a role in contributing toworld peace.
By working to create a sustainable society, we are also
working to create a sustainable business. As we learn toexperience satisfaction in the satisfaction of our customers,
we create a positive cycle that makes us happier andmore fulfilled. I believe that the essence of the JTB Group´ssustainability efforts lies in creating this sort of healthy selfperpetuating ‘ecosystem’.
Nishimatsu The JTB Group’s approach to sustainability is built
around what we refer to as ‘materiality-based sustainability
priorities’. Working within the overarching framework of theSDGs, we developed a matrix based on our organizational
aspirations and values as well as the needs and concerns of our
stakeholders and the broader society at large. By mapping theseagainst their relevance to our business, we identified the following
three sustainability priorities: Enriching the Human Experience,
Nurturing Our Surroundings, and Engaged Partnering.
‘Enriching the Human Experience’ refers to what we offer
society as an organization, the essence of what we do as abusiness. If we are to enrich the human experience, we clearlyneed to maintain an environment that makes this possible. Of
course, this is not something that JTB can accomplish alone.
Partnering is essential.
I believe it is important that we communicate oursustainability priorities in terms that are easy to understand.
We need to be clear about what it means to enrich thehuman experience both from the standpoint of customers
and external stakeholders as well as our employees. I feel it
is important to break down this question into concrete areas
such as human rights and diversity, integrate these dimensions
into the fabric of our business, and work towards our goals
with integrity and persistence.
My aim is to ensure that sustainability-mindedness becomesthe natural baseline for the day-to-day activities of our people

and our organization. To
this end, we actively partnerwith groups like the Global
Sustainable Tourism Council(GSTC) to raise internal andexternal awareness. It is myhope that this Sustainability
Report you are reading
will also serve as a catalyst
to promote sustainability
engagement.

Sustainability and the JTB Group Medium-termManagement Plan
How is the JTB Group pursuing sustainability under
its Medium-term Management Plan?
Yamakita For about two decades now, the JTB Group has
defined its business as ‘bringing people, places and possibilities
together’. Under our current Medium-term Management Plan,
our business activities are organized around three domains:
Tourism, Area Solutions, and Business Solutions. Our tourism
business provides products and services for travelers. Our Area
Solutions business focuses on developing solutions to area-wide
challenges. Our Business Solutions unit works with corporations
to improve workforce motivation through incentive programsand event planning, etc.
The perception of JTB in the marketplace is strongly
associated with tourism. By engaging in socioeconomicallyand environmentally sustainable activities that tie together
our capabilities in these three domains, I believe wecan create new pathways towards growth and businesssustainability. Examples of our success in innovating thesetypes of cross-domain synergies include ‘rescuing’ nonstandard produce to make emergency survival rations forthe corporate market, using the Hometown Tax Donation

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

10

Talking Sustainability with our President and our Chief Sustainability Officer

program to promote local specialty products, and therecycling of hotel amenities.
In developing and implementing these sorts of initiatives,
our people are our greatest asset. To promote independentthinking and innovation, we place particular importanceon experience and self-directed learning. We also attachtremendous importance to our relationships with customers
and partners. One way we bring all of this together is throughour ‘Tourism Development Leaders Program’, which is aimed
at cultivating internal specialists capable of developing
tourism-inspired area revitalization solutions. In our Business
Solutions operations, we have plans to roll out new positions
such as ‘Business Imagineers’ who will serve as specialists
in developing corporate solutions by drawing on the global
resources available across the JTB Group.
We recognize the importance of diversity and innovationin ensuring the sustainability of our business.
Nishimatsu I share the belief that our people are our greatest
asset and am always thinking of new ways to develop our
employees’ capacity to promote sustainability. Going forward,
our training efforts will continue to focus on developing aworkforce that views diversity as perspective-broadening
and innovation-inducing, a workforce capable of developing
solutions by putting themselves into the shoes of others andseeing things through a global, inclusive lens.

Message to Stakeholders
Who are the JTB Group´s stakeholders and what would
you like them to know?
Nishimatsu The JTB Group´s business depends on support
from a wide variety of stakeholders. For starters, we
service a broad range of customers, including individuals,
businesses, schools, and local governments. In terms ofbusiness partners, the supply chain in our travel operations

alone includes airlines, railways, accommodations providers
and tourist attraction operators, not to mention countlessbusinesses involved in providing logistical support. In our
Business Solutions operations, our stakeholders include
vendors specializing in event transportation, venue setup,etc. In our Area Solutions business, where we are involved in
tourism infrastructure development, our stakeholders also
include designers, engineers and construction contractors.
The JTB Group is eager to work with its business partners
to promote greater sustainability. For example, we areworking on a system to identify and monitor risks in order toavoid human rights violations in our supply chain. We also
dialogue with our business partners about their sustainability
programs and support their efforts to improve. There is stilla great deal to do but we hope to have solid systems in place
within the next few years.
Yamakita Viewed from the perspective of sustainability, theoperations of the JTB Group have the potential to contributeto the solution of a wide range of social and environmental
challenges. For example, one reason why electric vehicles
have not become more popular is that drivers are concerned
about the car´s battery dying before they reach theirdestination. To help address this issue, we are exploringtie-ups with charging equipment manufacturers to installcharging stations in hotel parking lots, etc. We also need to
explore ways to partner with photovoltaic system operators
and use boilers at hot springs to expand the use of renewableenergy in surrounding communities. While we are not in aposition to force other businesses to switch to renewableenergy, we can remind them of the benefits from a customer
convenience standpoint and urge them to do what they can toinch us all closer to true sustainability. Through a broad rangeof partnerships like these, the JTB Group is working to create amore sustainable planet.
There are those who believe that people should stop

traveling and gathering in large numbers because of theadverse environmental impact. There are also those who
insist they will never travel by air again because of pollution
concerns. However, exploring the world and interacting withothers are essential and instinctive parts of what it means
to be human. I believe it is our job to find ways of satisfying
these desires that also contribute to socioeconomic andenvironmental sustainability.
Many say that Europe is ahead when it comes tosustainability. While this may be true, I don´t believe weshould downplay the importance of Japan´s cultural emphasis
on living in harmony with nature and its philosophy of‘mottainai’ (waste not, want not). Bringing people, places andpossibilitsies together and creating a sustainable society are
not mutually exclusive. My message and my commitment toour stakeholders is that the JTB Group will continue to use its
business as a vehicle for doing both.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Sustainability at JTB
Through programs like the JTB Brighter Earth Project launched in 1982, the JTB Group has been actively engaged in environmental and social sustainability for decades.
Our understanding of sustainability has evolved with the passage of time. We no longer view sustainability simply in a CSR context. We understand that genuine sustainability can only
be achieved when we use our business as a vehicle to solve socioeconomic and environmental challenges.
Through its activities, the JTB Group seeks to contribute to the solution of societal challenges and ensure the sustainability of our business and the planet.
Our Sustainability Philosophy

Past

Paradigm ShiftBusiness Activities

Present

Sustainability

Business Activities≒
Sustainability

Sustainability at the JTB Group

GovernanceG

E

Business Activities
Business Solutions

Our Businessas a Vehicle for
Sustainability

Tourism

SocietyS

Area Solutions

Environment

11

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

12

The JTB Group Medium-Term Management Plan
The JTB Group’s current Medium-Term Management Plan (“New Vision”) covers the period FY2020-2028. The longer span of this Plan allows us to set more ambitious goals. It also requires
us to make periodic refinements in order to respond to changes in the market environment. This is a reflection of our commitment to dynamic management.

Overview of JTB’s New Vision

Pioneering ways to bring people, places and possibilities together in a ‘new’ era.
We aspire to be a pioneering presence in a age. We remain attuned to evolving values and worldviews. We connect people to one other andto their dreams. We combine the power of leading-edge digital technology and the warmth of a human touch to make the world a better place.

Objectives

Phase 1

Phase 2

Structural Reform

Recovery and Growth

FY2020 – FY2021● Laying a foundation for recovery and growth● Transformation of existing business model● Ramp up investment to support Phase 3〈Primary Customers〉

Tourism Business Strategy

Area Solutions Strategy

Business Solutions Strategy

Sustainability
Priorities
P.14

Dynamic Growth and Development

FY2022 – FY2024● Implementation of structural reforms

Business
Strategies

Phase 3

Enriching the Human
Experience

FY2025 – FY2028● Achieve strong Group-wide profitability● Maintain a cycle of reinvestment〈Focuses〉

Travelers (FIT/Corporate/Institutional)

Travel Satisfaction/Solutions

Communities(Government Agencies (DMOs), Tourism Operators)

Area Revitalization Solutions

Businesses

Business Communication Solutions

Nurturing Our
Surroundings

Engaged Partnering

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Who We Aspire To Be
The JTB Group views travel and tourism as a vehicle for solving community and environmental challenges, safeguarding human rights and dignity, and promoting equitable and sustainablesocioeconomic development. We are committed to leading the way.
Working collaboratively with like-minded communities and partners, the JTB Group strives to make the visitor experience more meaningful and authentic. We do this by providing a constantly
expanding range of eco-friendly options, promoting visitor understanding of the local culture and environment, and developing new hospitality-based pathways towards sustainability.
Destinations

Stakeholders
Personal Development(Local Communities)❹ Awareness/Sensitivity

Living Vibrantly
MakingMemories

Enhanced Destination Appeal/Revitalization
Connecting and Contributing

Enriching the Life Experience
Experiences❹ More Opportunities for ‘Perfect Moments’

Learning

Connections❸❷ Understandin

a

wP

Ne

ys

a
thw

ar

tow

Creating
sustaina opportunities
fobility en
gagemenrtng Local E

vironmeRegional Development &Environmental Restoration

ntal ChallengesSo

Maximizing

on
luti

s

Visitor Traffic

ly
iend

r

co-f

ng E

di
pan

x

❶E

The (Unsustainable) Status Quo

Nurturing Our Surroundingsrs fontitieyun geme
t
r
ilit
po ga
ab
op en
ain
ing bility
t
t
a
s
a
Cre tain
Su
ds
sus

ions

Opt

Economic Development

Strain of Overtourism

13

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

JTB Sustainability Priorities and the SDGs

The Value We Deliver

Enriching the Human
Experience

The JTB Group is committed tothe development of a sustainable,
inclusive and equitable society that
ensures everyone the opportunity
to realize their fullest potential in
all facets of their lives—from theeveryday to the extraordinary.

Nurturing Our
Surroundings

JTB Group’s products, services
and solutions not only provide
opportunities to connect, learn
and expand, they also reflect ourcommitment to preserving theenvironment and the unique cultural
heritage of every destination we serve.

Engaged Partnering

Through engaged partnering with
our diverse network of domestic
and overseas stakeholders, the JTB
Group works to develop collaborativeand sustainable solutions that makea real difference.

Our Focus● Mental and physical wellbeing<Primary Goals>

P.26-28● Personal growth and development

P.29● Helping communities and businesses shine● Empowering our people to shine

P.30-33

P.34-38● Respecting human rights and DIEB

● Caring for the Earth

Governance

Data Highlights

The SDGs provide a global roadmap
for achieving the JTB Group’s vision ofenvironmental and socioeconomic
sustainability.

Every JTB Group company is working to advance the Sustainable Development Goals (SDGs)of the United Nations around the world.

Materiality

Materiality-guided Sustainability Priorities

P.39-42

P.43-47● Enhancing regional allure

P.48-50● Building stakeholder partnerships that matter

Our sustainability priorities synergistically support these SDGs:

P.51

SDGs

<Ancillary Goals>

14

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

15

Sustainability Framework
The JTB Group’s sustainability initiatives, coordinated and monitored by our Sustainability Committee, are aimed at enhancing business value by contributing to long-term socioeconomicand environmental sustainability.

Schematic Overview

Sustainability Committee
Board of Directors
Referral/Reporting

Management Committee
Referral/Reporting

Integration into Business Strategy

Stakeholders

Sustainability Committee
Participation/Discussion/
Reporting/Information-Sharing

Operations+
Business Support Platform

Communication/
Partnering

Planning/Performance Monitoring

Administrative Support

The JTB Group’s Sustainability Committee brings together‘champions’ from across our entire organization todevelop sustainability strategies and targets as wellas to monitor the Group’s sustainability performance.
Under the leadership of our Chief Sustainability Officer,
this Committee is also tasked with raising internalsustainability awareness and engagement throughinformation-sharing, training and recognition of bestpractices. It meets quarterly and its decisions arecommunicated to the JTB Group’s executive leadershipteam for integration into the management of ourbusiness.

Branding &Internal
Communication Team
Communications

Promoting Internal Awareness & Engagement
The success of our organization’s sustainability efforts hinges upon theunderstanding and engagement of our people. The JTB Group uses a variety oftools to cultivate internal sustainability-mindedness including information-sharing,
workforce surveys, training and education, and recognition of best practices.

Sustainability training in action

The JTB Group e-newsletter: J’s Magazine

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

16

Sustainability Policy
As a leading global organization, the JTB Group’s sustainability policy is guided by the following six principles.

(1) Sustainability Framework and Compliance(3) Conserving the Earth’s Resources and Biodiversity• In order to fulfill our responsibility as a global corporate citizen, the JTB Group is• We consume resources judiciously and are committed to combating climate change,

committed to the highest standards of integrity, transparency and compliance

protecting the environment, and preserving biodiversity in order to ensure that thewith applicable laws and regulations as well as the internal rules and regulations

Earth’s limited resources are available for generations to come.

established by each of its member companies. We attempt to adhere to the JTB Group• In our policies and practices, we take every possible measure to mitigate climate

Code of Conduct while respecting the local customs and norms in the countries andchange, reduce our use of paper, plastics and other disposable goods, and promote

regions in which we operate.

sustainability in our procurement activity.

• In alignment with the Group Mission (‘We strive to foster peace and global• We seek to reduce the amount of water and energy consumed by our organization’s

interconnectedness through the creation of opportunities for meaningful humanoperations and to promote the use of eco-friendly energy sources.

interaction’), we keep our finger on the pulse of international expectations and• Through recycling and process reengineering, we reduce waste (solid, liquid andconcerns and honor the perspective and values of our global customer base.

gaseous) and eliminate the use of toxic substances.

• In alignment with our Sustainability Policy and The JTB Way, we continue our journey• We properly dispose of waste in compliance with local laws and standards.

towards greater sustainability as an essential dimension of our business.

• We are committed to animal welfare and the preservation of biodiversity. We refuse to

Our sustainability efforts are guided in collaboration and dialogue with our stakeholders.

engage in the illegal trade of fauna and flora as well as any other activity that adversely
impacts internationally or locally endangered animals or plants.

(2) Promoting Sustainability through Customer Communication• In order to offer a wider variety of sustainability options to our customers,(4) Promoting Sustainable Communities

we are guided by the following principles in our customer communications and• We contribute as much as possible to the development of sustainable communities.

service delivery:• In collaboration with our customers and business partners, we support community• We strive to provide our customers with accurate information regarding the impact ofdevelopment initiatives that are respectful of local customs, values, and livelihoods.

our products and services on the global environment and local community as well as• We embrace diversity, equity and inclusion (DEI), strive to furnish reasonable

timely information regarding local sustainability challenges and opportunities.

accommodations, and actively seek to contribute to the creation of a society in which• We strive to keep our customers informed of safety and health issues in order to avoid

everyone is afforded the opportunity to realize their fullest potential regardless of age,

service delivery risks and facilitate an appropriate response in the event of contingencies.

gender, sexual orientation, gender identity, nationality, creed, disability, etc.

• We promote sustainability awareness among our customers and aim to forge long-• We support ‘buying local’ and seek to nurture the unique tangible and intangible

term, mutually beneficial relationships with the communities in which we operate.

cultural heritage and local lore of every community in which we operate.

• We conduct customer satisfaction surveys on a regular basis, respond properly to• By bringing people, places and possibilities together, we deliver solutions that

customer complaints, and use feedback to improve service and customer satisfaction.

contribute to area enhancement, human resource development and the creation ofvibrant, sustainable communities.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Sustainability Policy (Continued)(5) Sustainable Service Delivery through Value Chain Partnering• We view our business partners and their employees as important allies in the journey
towards sustainability.
• We seek to deliver convenience, comfort, enjoyment, and value to our customers
while respecting people’s livelihoods, traditions, biodiversity, the environment andnatural resources (water, energy, etc.) in every locality in which we conduct business.
We are mindful of the impact of our operations on local culture and customs andwork closely with our business partners to promote sustainable industry practices.
• We share and promote our Sustainability Policy with our business partners toenhance sustainability across the supply chain.
• We are eager to work with sustainability-minded business partners and actively
recommend/promote their products and services to our customers.
(6) Creating an Inclusive, Fair and Sustainability-Oriented Work Environment• The JTB Group respects the rights and dignity of all of its numerous stakeholders.
We do not tolerate forced labor or child labor. We strive to create a safe, healthy andinclusive work environment for JTB Group colleagues and our business partners.
• We are committed to eliminating commercial, sexual and all other forms of
exploitation and harassment from our value chain. We are particularly attentive to therights and concerns of women, children and minorities.
• We value diversity/inclusion, treat all stakeholders with integrity and fairness, andpromote digitalization and the effective use of technology. We are committed to thehealth and quality of life of every member of our workforce.
• We are always prepared to listen to the concerns and expectations of our colleagues.
We deal fairly with complaints and reports received from both inside and outside theorganization and use feedback to enhance our workplace environment.
• We create sustainability training opportunities for our business partners in order toactively encourage sustainability awareness and engagement.

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

17

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

18

Identification of Sustainability Priorities
Working within the framework established by the SDGs and other key global initiatives, the JTB Group has identified its sustainability priorities through an exhaustive materiality assessment. Thesepriorities reflect the sustainability dimensions that are most relevant to our business as well as the expectations and concerns of our stakeholders and the broader society as a whole. They guideour efforts to use our business as a vehicle for solving community challenges and promoting socioeconomic and environmental sustainability.
Here is a closer look at the process we used to identify our sustainability priorities.
Identifying Our Sustainability Priorities● Analysis of business relevance ● Analysis of sustainability programs of similar organizations ● Identification of KPIs (GRI standards) ● External assessment criteria

We created a matrix in order to map KPIs associated with pressing social challenges
against their relevance to our operations and business infrastructure.

Key Themes based on Relevance to Business Strategy

Key Themes based on Relevance to Business Support Strategy
Satisfying,
dignified work

Promotion of sustainable lifestyles

Development of in-house specialists
Importance of workforce
training and education

Promoting global partnerships
Promoting public-private partnerships

Satisfying,
dignified work
Sustainable procurement practices

Development of in-house specialists
Promoting global
partnerships
Promoting public-private
partnerships
Solutions provided /No. of partner organizations

UrgencyStrengthening our capacity to reduce inequity
Reducing inequity in all its forms

Stakeholder expectations and social concern

Promotion of rural-urban exchange

Urgency

Stakeholder expectations and social concern

Promotion of sustainable lifestyles

Protection and preservation of culturaland natural heritage

Very highVery highPromotion of sustainable tourism
Sustainableprocurement practices

Importance of workforce
training and education
Reducing inequity in all its forms

High

High
High

Relevance to the JTB Group

Very highHigh

Enriching the Human
Experience

Relevance to the JTB Group

Relevance to our business support strategy

Relevance to our business strategy

Nurturing Our Surroundings

Engaged Partnering

Very highJTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

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19

Stakeholder Connections
Guiding Philosophy
At the JTB Group, we view the following seven stakeholder groups as our primary partners in the pursuit of business value enhancement: (1) Customers, (2) Communities, (3) Business
Partners, (4) Government/International Agencies, (5) Shareholders/Investors, (6) Employees, and (7) the Environment. We believe that understanding stakeholder needs and expectations
and working collaboratively to address social challenges is the most reliable pathway to commercial success. Through engaged partnering, we contribute to the sustainability of ourbusiness and our planet.

Customers
Consumers: Through information, products, services, and a commitment to ongoing
improvement, we seek to deliver safety, peace of mind, wonder and excitement.
Businesses: We seek to exceed the expectations of our corporate clients through tailored,
innovative solutions.

Business Partners
We keep our customers informed about ourbusiness partners’ sustainability initiatives andprovide feedback to create an ongoing cycle ofimprovement. We also provide our partners withtraining opportunities and discussion forums inorder to support our shared journey towards
greater sustainability.

The Environment
We strive constantly to reduce theecological footprint of our business.

Our People
We provide our employees with opportunities
for personal and professional development
and strive to create a safe, welcoming andrewarding workplace environment for all.

Communities
The JTB Group supports area revitalization bycreating new hospitality-based pathways, educating
travelers about the destinations they visit, andstriving to reduce the environmental footprint of
our operations. Our organization also supports
community development and cohesion by actively
participating in local activities and events.

Shareholders/Investors
We are committed to maximizing ROI throughtransparent disclosure and the ongoingcreation of ‘non-financial’ value.

Government/International Agencies
We fulfill our responsibilities as an upstanding
corporate citizen by supporting national andinternational sustainability initiatives, honoring
our legal obligations, and contributing to thetax base.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

20

Data Highlights

Communicating with Stakeholders
In accordance with the JTB Group Code of Conduct, we strive to keep our stakeholders informed and engaged.

The JTB Group Code of Conduct
We meet the expectations of our stakeholders (customers, shareholders, employees, business partners, etc.) through timely, accurate and fair disclosure and bycontinually delivering enhanced value.

Communicating with External Stakeholders

Stakeholder Engagement

New Year Partnership Meeting 2023

Working with Experts to Accelerate Our Sustainability Journey

開催目的・キーメッセージ・テーマ
NYPMの目的とコンセプトは前回同様としつつ、NYPMの特徴（多様な参加者）および当社グループのサス
テナビリティ方針・戦略を踏まえ、ツーリズム業界全体で「持続可能な社会の実現」に向けた取組みを推進するための機運醸成の機会としたいと考え、今回のテーマを「サステナビリティ」として設定しました。

目的

キーメッセージ（コンセプト）• JTBへのロイヤルティを高める（チームJTBとしての強固なリレーションづくり）└当社事業への理解と共感を深めていただき、“共存共栄できるパートナー”だと思っていただく• グループの事業パートナーとグループ各社の代表者との新年の交流の場とし、相互の親睦を図る。

JTBグループは、事業パートナーの皆さまと共に、あらゆるものを “つなぐ” “つなげる”

存在であり続けたい

私たちは、「地球を舞台に「新」交流時代を切り拓く」ために、事業を通じてあらゆるものを“つなぐ” “つなげる”存在であり続けたい。
人々と世界・地域、企業をつなぐ（Connect）ことで、お客様の満足、地域や企業の課題解決へつなげる（Contribute）
そして、その結果、次の世代へ、未来へつないでいく・・・
そのためには「ヒューマン」のチカラが絶対に必要。「デジタル」の基盤に「ヒューマン」のチカラをのせて、お客様の実感価値を追求する。

「サステナビリティ」
テーマ

ツーリズム業界全体で「持続可能な社会の実現」に向けた取組みを推進するための機運醸成の機会とする

4

A forum organized by the JTB Group to give our organization’s executive officers andmanagers the opportunity to engage in an in-depth discussion with external experts
about the Group’s sustainability journey.

Link

https://www.jtbcorp.jp/jp/sustainability/action/article/07.html

This annual New Year’s networking event brings together executives from across the JTB
Group with partners in the public and private sectors. The theme of the 2023 New Year
Partnership Meeting, attended by more than 400 outside guests, was Sustainability.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

21

JTB Corp. Sustainability Report 2023
Contents

FeatureStory

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

22

Working to Achieve Sustainability at Nabegataki Falls
Tourism-related traffic congestion had long posed a problem for residents and visitors in the quiet town of Oguni in Kumamoto Prefecture.
Working closely with community stakeholders, the JTB Group crafted a multi-pronged solution using its proprietary Ticket HUB® system to manage
vehicular traffic, improve the visitor experience, and prepare the community to support higher tourist volumes. Here’s the story.

The Challenges

The Solution

Since opening to the public in 2012, Nabegataki Park in the picturesque Oguni area ofKumamoto prefecture in southwestern Kyushu, has been a popular visitor spot. Its waterfall,measuring approximately 10 meters high and 20 meters across, can be experienced at close
proximity from the banks of the Takigawa River. Prior to COVID-19, the park would attract morethan 3,000 visitors on a typical weekend.
Given the narrow access road leading to the park, vehicular traffic would often snarl to a halt
during major holidays. To alleviate
this congestion nightmare, theNearby Villages
town of Oguni converted thegrounds of a nearby abandoned
elementary school into a makeshiftparking lot and initiated shuttle
service to transport visitors to andfrom the park.
Nabegataki Park
With the arrival of thepandemic, concerns over excessive
crowding forced shuttle service
to be discontinued and the park
Single Lane Road
itself was sometimes closed to the
public during peak holiday seasons.
As Japan emerged from the grip ofBridgethe pandemic and the demand for* Road only wide enough fora single vehicle
tourism began to reemerge, the
JTB Group proposed an innovative
visitor management solution.

(1) The Ticket HUB® Booking System
The new solution formulated by the JTB Groupinvolved the deployment of Ticket HUB®, JTB’s
proprietary digital booking platform. Pilot testingof the system commenced in October 2021 andall visitors to Nabegataki Park were required
to make advance reservations beginning thefollowing month.

(4) Analysis of Booking Data
Using the data capture functionality of the
Ticket HUB® system, JTB developed a series ofquestions aimed at better understanding thedemographic profile of park visitors.

(2) Creation of the Oguni Call Center
In order to make the transition as smooth as
possible, JTB launched the Oguni Call Center to
respond to inquiries regarding the reservations
process.

Gender/Age Data
Used to tailor tourism promotions.

(3) Pilot Testing
As part of the pilot testing of the new system,
JTB created a temporary reservations‘checkpoint’ on the grounds of an abandoned
school located along the access road to thepark. Checkpoint personnel were responsible
for conducting the following activities:• Tracking the average duration of visits• Setting and evaluating reservation quotas• Assisting individuals without reservations• Installing signage and providing directions• Ticket sales desk and equipment operations

Number of Vehicles per PartyBy determining the average number ofpassengers per vehicle, JTB was able torefine reservations quotas.

Prefecture of ResidenceData regarding the home prefecture ofpark visitors was helpful in establishing thegeographic focus of future communications
and promotions.
(5) Getting the Word Out
In order to get the word out about the needfor reservations, JTB’s communications strategy
relied on the following media mix:
Posters, flyers, websites, online advertising,
print advertising, transit advertising

JTB Corp. Sustainability Report 2023
Contents

Feature Story

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

23

Working to Achieve Sustainability at Nabegataki Falls

Benefits of the New System(1) Vehicular Congestion Eliminated Using Ticket HUB® (2) Creation of the Oguni Call Center
Careful planning and coordination ensured a smooth rollout of the Ticket HUB® system. Initial pilot
testing of the system was conducted during the off-season in autumn 2021. The following year,
JTB proceeded with proof-of-concept testing during the heavy travel seasons of Golden Week andObon. To the delight of residents and visitors, Oguni experienced zero traffic congestion during amajor holiday period for the first time since the opening of Nabegataki Park in 2012. Through pilot
testing, it became clear that the success of the new system world hinge upon our ability to informas many visitors as possible about the
How Ticket HUB® Works
need for advance reservations as wellas our ability to assist visitors heading
Ticket HUB® is a state-of-the-art digital ticketing platform thatto the park without reservations. For
connects tourist attractions and ticket sellers.
the JTB Group, the Oguni successstory is about more than the use of
Visit
digital technology to control vehicular
User
Nabegataki Park®
traffic. We view the new Ticket HUB
Online Booking
Use of DX tools to develop
system as a ‘platform of opportunity’
Booking Confirmation
program enhancements andfor the town of Oguni. Using visitor
new tourism initiatives
Data Capture
demographic data collected through
System Administration
the system, JTB seeks to develop further* Administered bysystem enhancements and to propose
JTB during FY21
additional initiatives aimed at boosting
Data Utilization
Ticket HUB®
Oguni, Kumamoto
tourism to the Oguni area.
(3) Pilot Testing
In order to minimize confusion, the JTB Group deployed heavy on-site staffing during the initialrollout phase. A temporary reservations ‘checkpoint’ was created on the grounds of a nearby
abandoned school to check visitor reservations, respond to questions, and provide assistance toindividuals without reservations. As a result of these efforts, the average reservation rate quickly
reached 60%, eliminating the traffic congestion that had previously plagued Oguni during peaktravel seasons. It became clear, however, that some visitors were either unwilling or unable to makereservations online. In order to solve this problem, JTB created additional ticket sales desks at otherphysical locations.
(4) Analysis of Booking Data
An analysis of visitor age revealed that the park was most popular among individuals in the 20-29, 30-49
and 50-69 age groups, in that order. This data suggested the need to focus future communications
efforts on the ‘active’ demographic.

While visitors from Kumamoto Prefecture andVisitors by Age Groupneighboring Fukuoka Prefecture were the mostnumerous, the park also attracted a significant● Under 10
number of tourists from the Kanto and Kansai● 10-19
regions of Japan. This data suggested that future● 20-29
promotional efforts should be focused in the● 30-39
Age Group● 40-49
Fukuoka and Kumamoto metropolitan areas of● 50-59
Kyushu as well as the Kanto and Kansai regions.
● 60-69
JTB also examined how many days in advance● 70 and overvisitors booked their reservations. Same-day
reservations were by far the most common. Onlya modest percentage of bookings were made 1, 2 or 3 days ahead of time and few if any visitors
made reservations weeks in advance. This data provided useful clues into the best way to structure
our communication efforts.
As for the time of day of peak visitation, the data collected by JTB confirmed that morning visitor
counts typically began to increase with the 10:20AM time slot and peak at the 11:00AM slot while
afternoon visitor counts typically began to increase with the 1:00PM slot and peak at the 2:20PM
slot. The fact that visitation peaks immediately preceded and followed the lunch hour suggested thatmany visitors were coming to the park after checking out from their hotels in the morning or prior tochecking into their hotels in the mid-afternoon.
(5) Getting the Word Out
JTB’s communications strategy relied on a combination of online and real-world media to spread theword about the need for advance reservations. We disseminated hundreds of posters and thousandsof flyers via the local tourism association as wellas through lodging facilities and restaurants in the
Oguni area. Our Web communications focused
primarily on mobile users as data collected throughthe Ticket HUB® system revealed that systemaccess from mobile devices (smartphones/tablets)outnumbered desktop access by a ratio of 4:1. Ourtransit advertising efforts focused primarily on digital
signage in the Hakata and Kumamoto train stations
and the Fukuoka City Subway. JTB will continue
to target future communications along the mostpopular access used by visitors area.
Transit Advertising (JR Hakata Station)

JTB Corp. Sustainability Report 2023
Contents

Feature Story

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Working to Achieve Sustainability at Nabegataki Falls

Making a Positive Difference
Benefits

Description

BEFORE

AFTER

Quantitative

Qualitative

Quantitative

Qualitative

Traffic Jam
Duration

Up to 3 hours
during peak season-

Zerocongestion-

Closed Spaces/Crowding/
Close Contact(during the pandemic)-

Closed Spaces: None
Crowding: Critical
Close Contact: Critical-

Closed Spaces: None
Crowding: None
Close Contact: None

Reduced Environmental
Footprint

Reduction in paper andCO2 emissions (approx.)

230,000 tickets
46,000g-

JTB Group

Ticket HUB®
system validation-

Development of
new applications

Traffic and Crowd Control

160,000 tickets
32,000g* Will be reduced to zero once the system isfully online-

Internationalrecognition

Awards(1) G reen Destinations*1
Top 100 Sustainability Stories of 2022
*1 G
 reen Destinations is an international certification body accredited by the Global Sustainable Tourism Council(GSTC) to certify compliance with GSTC’s global criteria for tourism sustainability.

(2) G reen Destinations
Green Destinations Story Awards 2023
3rd Place in the “Governance, Reset & Recovery” Category(3) J apan Association of Travel Agents (JATA)
Honorable Mention in the Inaugural JATA SDGs Awards

JTB’s Signature Approach to Sustainability
Overtourism can jeopardize the sustainability of any tourist
destination. In the case of Oguni, the JTB Group successfully
harnessed the power of Ticket HUB®, a proprietary DX solution
offered by Good Fellows JTB, to resolve challenges associatedwith vehicular traffic and crowd control. These efforts havegarnered local praise as well as international accolades.
By harnessing data collected through pilot testing and ongoing
system operations, we will continue to develop new solutions
aimed at promoting sustainable tourism management andcommunity development in Oguni and beyond.

Ryosuke Nakamura
Sales Department
Kumamoto Branch Office
JTB Corp.

24

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided
Sustainability Priorities

Materiality-guided Sustainability Priorities

Governance

Data Highlights

25

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Enriching the Human Experience ― (1) Mental and Physical Wellbeing

Principles in
ActionBringing More People, Places and Possibilities Together… Sustainably
Guiding Philosophy

Through an expanding array of accessible, eco-friendly
options, the JTB Group is helping to deepen and enrich thetraveler experience in Japan and around the world.

Taking the Next Step

█ Offering Travelers More Eco-Friendly Options

JTB is constantly working to offer sustainability-minded travelers
a wider array of options.
Specific Initiatives:< Responsible & Respectful >Hokkaido Tours: The JTB Group provides a wide range of tours
that promote respect for local culture and the environment.
These include Adventure Travel tours, which provide
opportunities to participate in authentic local activities andcultural experiences, and My Cup Tours, in which participants
who bring along their own reusable cups are rewarded with freefood and beverage samples at participating establishments.
Carbon Neutrality>< Working Towards
CO2 ZERO Travel®: Through a modest surcharge, CO2 ZERO
tour participants support green energy, boost renewable energy
production, and contribute to the reduction of greenhouse gas
emissions.

█ Educating Visitors and Reshaping Behavior

At the JTB Group, we believe in encouraging travelers tounderstand and respect the culture, values and traditions of theplaces they visit. We are committed to educating our customers
and encouraging conscious conduct by providing reliable
information about cultural norms and practices.

Specific Initiatives:
Temple Tours in Thailand: We remind tour participants ofcultural sensitivities, including dress code requirements whenentering sacred spaces.

█ Access for All

As part of our efforts to promote social equity, we strive
to ensure the accessibility of our products and services bycommunicating with customers in whatever ways best suit
their needs.
Specific Initiatives:< Interfacing Remotely >JTB Remote Concierge: In order to make our organization
more accessible to individuals who do not live near one of
our offices or who find it difficult to drop by due to childcare
obligations or health concerns, we offer convenient access toonline JTB consultants and customer support across Japan.
< Providing Access and Information to Individuals with Disabilities >UDTalk: In order to better serve customers with impaired
hearing, JTB offices throughout Japan offer the option of textbased communication using the UDTalk application.
Barrier-free Accommodations: JTB promotes universal tourism
by compiling and publishing information about accessible
lodging facilities across Japan.

26

Specific Initiatives:< Local Revitalization Efforts >Promoting Culinary Tourism*: The JTB Group understands
Japan’s unique regional culinary traditions as well as theimportance that international visitors attach to their gastronomic
experience in Japan. To support local economic revitalizationand help inbound travelers get the most out of their dining
experience, JTB has acquired a stake in Tablecross Inc., theoperator of the popular byFood.com platform. This platform
offers a wide range of F&B content aimed at promoting Japan’s
food scene, including culinary videos, a restaurant booking
engine, and sales of Japanese foods. Through this tie-up, JTB is
offering a greater array of solutions to help destinations andbusinesses market their offerings to inbound visitors.
*Culinary Tourism, also known as gastronomy tourism, is aimed at exploring another culture
through its food and gaining a deeper understanding of how a destination’s culinary
traditions are shaped by local climate, topography and history.

< Reducing Overtourism >Sunrise Tours: JTB Global Marketing & Travel develops andmarkets a growing number of package tours designed to expand
the horizons of international visitors beyond the Tokyo and Kansai
metropolitan areas. These tours, which include the Rainbow
Route, Setouchi Scenic View Route and Kyushu Authentic Route,are aimed at reducing the impact of overtourism by promoting
tourism to Japan’s less-visited destinations.

█ Japan Inbound Initiatives

In Japan, the JTB Group offers inbound visitors an expanding
range of environmentally responsible tours and activities.

Hokkaido RouteScheduled
FY20232 0 2 3Rollout:
年度開通予
定

KPIs & Targets
KPIs
The JTB Group is working to alleviate
overtourism by encouraging
international visitors to makeovernight stays outside of Tokyo,
Osaka, and Kyoto.

Tohoku RouteFY2023

FY2025

Rainbow RouteScheduled
2 0 2 3 年Rollout:
度 開 通 予FY2023
定FY2028Round-trip tours include Tokyo,
2023年度末の北陸新幹線の延伸に先駆
Kanazawa and Kyoto
け企画した東京・金沢・京都を巡るルート

Setouchi Scenic View Route

55%

60%

65%

Round-trip
tours depart from Kyotoor
京都もしくは大阪を発着地とした広島、
宮島、
Osaka
and include高松、
Hiroshima,
Miyajima,
松山、
しまなみ海道、直島を巡るルート
Matsuyama, the Shimanami Kaido,
Takamatsu and Naoshima.

東京
Tokyo

Kyoto
京都
❸

大阪
Osaka
❹

●

●

Fukuoka福岡空港
AirportFukuoka
福岡

❶
❶●❺
●

熊本
Kumamoto❷❹●

Kagoshima
鹿児島

❸

❸
❷

❺
❹

oute ❶
nR
lde
Go
●

❷●

Narita Airport
成田空港
HanedaAirport
羽田空港

Nagoya名古屋
Chubu
Centrair Airport
中部セントレア空港
Kansai Airport
関西空港

Kyushu Authentic Route
Round-trip
tours鹿児島市でのinclude culturaland culinary
福岡市、熊本市、「文化体験」「食
experiences
as well as exciting
activities in the体験」「アクティビティ」
を組み込んだルート
cities of Fukuoka, Kumamoto and Kagoshima.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Enriching the Human Experience ― (1) Mental and Physical Wellbeing

27

Principles in
ActionSafety and Security
Guiding Philosophy

Data Highlights

Framework
Travel Safety Management: Schematic Overview

Guiding Principles regarding Travel Safety
Travel Safety Management Policies

・Travel Safety Management Policies

Travel Safety Committee Rules

Monitoring

Travel Safety Management Guidelines

Domestic Travel

Overseas Travel

Japan InboundRisk Management
Subcommittee

1. At the JTB Group, traveler safety is our number one priority.
2.	All JTB personnel are required to comply with our safety policies and guidelines.
3. We continuously reassess and improve our safety programs and practices.

Internal Controls
Committee

JTB Group Travel Safety Management Framework

The JTB Group recognizes the overarching importance of traveler safety and security.
Our safety policies, guided by the following three principles, give our customers thepeace of mind they expect from JTB.

Our Travel Safety Management Policies are organized into the following four sections:
Section 1: General Provisions
Section 2: Operational Policies aimed at Ensuring Travel Safety
Section 3:	Operational Implementation and Management Systems aimed at Ensuring Travel Safety
Section 4:	Operational Implementation and Management Measures aimed at Ensuring Travel Safety

・Travel Safety Management Guidelines

Our Travel Safety Management Guidelines cover the following 6 key topics:
1. Mechanisms for ensuring travel safety
2. Safety criteria for selecting and contracting with travel service providers and tour operators
3. Measures to ensure travel safety in the creation of travel itineraries
4. Safety surveys
5. Safety information to be furnished to travelers
6. Risk avoidance measures in the event of contingencies

In order to ensure operational continuity and live up to the trust placed in our organization by our
stakeholders, all JTB personnel are required to adhere to these safety policies and guidelines.
We strive to ensure that all business partners involved in the service delivery process also
understand and honor our safety policies and guidelines.

Taking the Next Step

█ Ensuring the Safety and Security of Travelers
Specific Initiatives:< Tour Implementation Standards >At the JTB Group, safety is priority number one. Decisions by our Travel Safety Committee regardingwhether to allow tours to proceed are based on an analysis of the best available information.
< Selection of Business Partners >We use rigorous standards when selecting partners to provide lodging, transportation and othertravel services to our customers.
< Crisis Management >Defined reporting lines and triage criteria help us respond effectively to contingencies during travel.
When justified by the incident severity level, an in-house task force is appointed to coordinate our
response.
< WTTC Safe Travels Stamp >Safe Travels Stamp: As part of our commitment to delivering peace of mind to the traveler, JTB has
acquired the globally-recognized Safe Travels Stamp designation issued by theWorld Travel and Tourism Council (WTTC).
The Safe Travels Stamp is only given to tourism operators who
demonstrate compliance with health and hygiene standards established
by WTTC (Safe Travel Protocols).

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Enriching the Human Experience ― (1) Mental and Physical Wellbeing

Safety and Security (Continued)█ The Importance of Reliable Information
Specific Initiatives:
The JTB Group Code of Conduct is an expression of ourcommitment to honoring the trust placed in us by our customers
and stakeholders.
Under the Code of Conduct, JTB personnel are required toensure that our advertising and promotional materials are freeof false or exaggerated claims. We strive to provide accurate
and reliable information particularly when promoting culturaland wildlife events.
We periodically administer Compliance Quizzes in order topromote the effectiveness of the Code.

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

28

Principles in
ActionJTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Enriching the Human Experience ― (2) Personal Growth and Development

Principles in
ActionMaking a Difference through Education< Sustainability Learning for Middle and High School >Guiding Philosophy
The JTB Group understands the value of education. We arecommitted to inspiring tomorrow’s leaders and developing
the competencies of today’s tourism professionals throughan extensive range of educational programs and materials
focused on experiential learning, cultural stewardship andenvironmental responsibility.

In collaboration with institutions of higher learning, the JTB Groupdevelops a wide range of sustainability education programs
including SDGs workshops and instructional videos. Throughmultimedia content development and field outings, JTB is doing
its part to cultivate the sustainability leaders of tomorrow.
Programs
Global Link
CO2 Zero School Excursions:
Promoting Sustainability and Eco-Responsibility
SDGs Virtual Camp – Be a Global Leader
Decade of Action: A New SDGs Workshop

Taking the Next Step

Online International Exchange Programs
SDGs School: An Educational Video Journey█ Educational Programs

The JTB Group recognizes the important role of experiential
learning in helping students make connections between theory
and practice. We offer a broad array of classroom- and fieldbased educational programs catering to learners of all ages.
Specific Initiatives:< Experiential Learning Abroad >The JTB Group offers numerous overseas learning opportunities
that allow participants to experience firsthand how different
cities around the world are tackling environmental and social
challenges. Working alongside experts and local residents,
participants make connections between SDGs theory and practiceand deepen their understanding of real-world sustainability
challenges.
Location

Description

Participants visit an immersive learning center
Heidelberg, Germany showcasing the challenges and opportunities
presented by climate change
Vancouver, Canada

Participants (online or in-person) explore the issue
of food waste and its effects on the environment

Kota Kinabalu,
Malaysia

Participants take part in volunteer beach cleanup
activities and attend a presentation at city hall about
waste management

Honolulu, USA

Participants ride on a fully-electric tour bus and learn
about clean energy initiatives in the Aloha StateThe 17 GOALs Project: Gives middle and high school students
opportunities to explore and solve real-world sustainability challenges
Japan UNESCO – Cambodia Terakoya Study Tours
Our Future Design: An SDGs Learning Program
Inquiry-based Learning Module:
Considering the SDGs when Choosing the Right College█ Educational Innovation

Building on the success of its popular 'Rurubu' publications
featuring things to see, eat and do in Japan and around theworld, JTB Publishing’s new lineup of educational publications andproducts for kids promote exploration, creativity, and learning. Withsubject matter input from experts, Rurubu editors have developed
a fun and intuitive format that stimulates the curiosity of children
while deepening their understanding of environmental and social
challenges. Rurubu Kids Web Media provides information on local
events for parents of small children as well as feature articles on
subjects near and dear to the hearts of children. By showcasingsustainability in the context of familiar places and products, Rurubu
Kids helps children begin their sustainability journey early.

29

Measuring Our Success
FY2023

FY2025

FY2028Book donations to promote
SDGs learning

KPIs

370

120

150

Local sustainability initiatives featured
in Rurubu publication

127

148

148

Local and corporate sustainability
initiatives featured via Rurubu Kids
Web Media

22

30

35

Specific Initiatives:< Education: Media, Games and More >CategoryName

Web media

Rurubu Kids

Games

Rurubu SDGs Sugoroku Game

█ Training and Support for Eco Tour Guides

Through Japan Ecotourism Society, an organization founded
to promote sustainable tourism and nature conservation, the
JTB Group provides training support for Eco Tour Guides*.
This is just one of many ways that the JTB Group is working to develop
visitor sensitivity, promote respect for the uniqueness of each
destination, and encourage environmental and cultural preservation.
* Eco Tour Guides play an important role in educating tourists about local culture/ecology
and promoting sustainability awareness.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Enriching the Human Experience ― (3) Helping Communities and Businesses Shine

Principles in
ActionSupporting the Sustainability Efforts ofLike-Minded Partners and Communities
Guiding Philosophy

In alignment with SDG 9 (“Build resilient infrastructure,promote inclusive and sustainable industrialization,and foster innovation”), the JTB Group is expanding its
support for sustainability initiatives advanced by likeminded partners and communities.

Taking the Next Step

█ Supporting the Sustainability Journey of our Partners
The JTB Group strives to expand its sustainability ‘reach’ bysupporting the sustainability journey of its business partners.

Specific Initiatives:< Using Our Web Presence to Support Partner Initiatives >The JTB Group uses its extensive online presence to promote
the sustainability efforts of its business partners.

█ Helping our Partners Enhance Productivity & Efficiency
By helping like-minded partners improve productivity andoperating efficiencies, the JTB Group widens the circle ofsustainability engagement across its value chain.

Specific Initiatives:< Solutions that Enhance Efficiency >JTB Data Connect HUB: JTB Data Connect HUB is a proprietary
JTB system that integrates the property management system* ofaccommodations providers with a powerful suite of digital tools
including smart check-in/check-out, revenue management, andpayment automation.
Through the use of JTB Data Connect HUB, our partners in
the lodging industry are reducing paper consumption, minimizing
waste, simplifying operational processes, optimizing workloads,
and enhancing workforce wellbeing and work-life balance.
* Property Management System: A multipurpose front-office system used by hotels andother accommodations providers to manage operations, reservations, room rates, room
inventory and revenue, etc.

30

█ Supporting Destination Digitalization

The JTB Group is committed to supporting the digitaltransformation of destinations through leading-edge solutions
that create and enhance value.
KPIs & Targets
KPIs

FY2023

FY2025

FY2028

Kotozna
In-room
Deployment

70,000
guestrooms

120,000
guestrooms

180,000
guestrooms

Specific Initiatives:< DX Support for Partners in the Lodging
Industry >Kotozna In-room is a powerful digitalsolution for hotels and other lodging
providers. With a simple QR code scan, theKotozna system allows guests to use theirsmartphones to access information about
their hotel and its amenities. Kotozna’s
machine translation functionality also helps
reduce the stress of communicating acrossthe language barrier.
Using Kotozna, hotel guests can explore what their hotel
offers, learn about rental items, and even order room service. They
can also check to see when pools, restaurants and other amenities
are least crowded, helping to smooth out operational peaks acrossthe hotel.
< Solutions that Connect Businesses, Visitors and Communities >Taxi Rideshare: NearMe, Inc.’s innovative rideshare services use
proprietary AI to optimize matching and routing. Airport Smart
Shuttles® are attracting particular attention as a potential means
for addressing transportation gaps.
Under a promising new tie-up, JTB is incorporating NearMe's
unique algorithms into the transportation support functionalityof Tourism Platform Gateway® - JTB's leading-edge destination
digitalization platform. Through this alliance, JTB is helping to
reduce CO2 emissions by enhancing the efficiency of taxi service

and providing seamless intermodal connectivity in underserved
destinations.

█ Area Development Solutions

The JTB Group’s Area Solutions business plays a key role in fulfilling
our organization’s vision of bringing people, places, and possibilities
together. The JTB approach involves creating new possibilities
and visitor streams by organizing the visitor experience into an
integrated 'ecosystem' and developing and investing in content thatdelivers new value.
Specific Initiatives:< Travel Experiences that Make a Difference >Yanbaru Zipline: Nestled amidst the lush, subtropical Yanbaru
Forest in northern Okinawa, this JTB-operated zipline offers
riders an unforgettable aerial stroll through the thriving
aliveness of nature. Commentary on rare vegetation by forest
guides promotes visitor awareness of biodiversity.
< Supporting Conservation Efforts >Fukukitaru: Through sales of fukugi (Happiness Tree) saplings,
JTB supports this grass-roots initiative aimed at preserving thebeauty of the seaside district of Motobu, Okinawa.

█ Destination Development and Management Support
JTB supports sustainable destination development andmanagement through comprehensive area revitalization solutions
that synergistically integrate our Group-wide capabilities.
KPIs & Targets
KPIs

Contracts to design ecofriendly shops and offices

FY202310

FY202515

FY202820

Specific Initiatives:< Spatial Solutions >Eco-friendly Office Spaces: As part of the JTB Group’s efforts toachieve its vision and mission sustainably, JTB Asset Management
provides corporate clients with SDGs-aligned office designs as

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Enriching the Human Experience ― (3) Helping Communities and Businesses Shine
Supporting the Sustainability Initiatives of Like-Minded Communities and Partners

well as operational support. Clients can choose from a total of
4 different designs, including the Econatural Office, which uses
environmentally friendly building materials and furnishings, andthe Free Office, which provides the freedom and flexibility of
hot-desking.
< Harnessing the Power of Hometown Tax Donations >Hometown Tax Donation Programs: Through contracts
with municipal governments, the JTB Group provides a varietyof tailored services aimed at promoting local economic
development including the administration of the Hometown Tax
Donation portals and related rewards programs.
Under partnering agreements with municipalities such as
Osaki in Kagoshima Prefecture and Minamiuonuma in Niigata
Prefecture, JTB also delivers customized solutions that integrate
the Hometown Tax Donation program with local tourism
development. These initiatives include the promotion of local
ingredients/cuisine at Rurubu Kitchen and other JTB venues,
assistance with the modernization of tourism resources,development of new distribution channels for local products,
and the formulation of solutions that use Hometown Tax
Donations to revitalize the local community and promotesustainability.
Through innovative partnering arrangements like these,
the JTB Group continues to leverage its capabilities as a travelindustry leader to support area and community revitalization
efforts across Japan.

Materiality-guided Sustainability Priorities

Governance

Data Highlights

31

Principles in
ActionJTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Enriching the Human Experience ― (3) Helping Communities and Businesses Shine

Specific Initiatives:

Guiding Philosophy< ESG-Minded Business Travel >ESG-BTM: To help client companies travel more sustainably, JTB
Business Travel Solutions, Inc (JTB-CWT) offers Business Travel
Management (BTM) services with ESG-friendly options.

As part of its mission to bring people, places, andpossibilities together, the JTB Group is continuously
expanding its lineup of sustainable travel and event
solutions for corporate clients. Our growing rangeof customizable services help businesses track andreduce their carbon footprint.

their venues with renewable energy sources. Sales of MICE
packages, which include environmental valuation, Green Power
Certificates, calculation of energy consumption, and post-event
review, exhibited 30% year-over-year growth in FY2023.

< Supporting Destination Sustainability >Taking the Next Step

█ Sustainable MICE*The JTB Group’s sustainable MICE options help businesses andorganizations meet their CO2 emission reduction goals.
KPIs/Targets/Performance

No. of Events

Facilities Under
Contract

121

113

CO2 Zero MICE Events®

KPIs

FY2023

FY2025

Incentive Travel for Franchise Owners: The JTB Group believes
that supporting sustainable destination development begins
with the destination selection process. As part of our efforts tolead the industry’s journey towards greater sustainability, we arefeaturing Copenhagen* as a destination in our incentive travel
packages.
* Copenhagen has declared its intention to become the world’s first carbon neutral capital by 2025.
* MICE = Meetings, Incentives, Conferences and Exhibitions

FY2022 ActualContent development
projects aimed atpromoting the preservationof local history/culture andthe environment

32

Principles in
ActionSustainability Solutions for Corporate Clients

KPIs

Data Highlights

FY2028█ Helping Client Companies Travel More Sustainably
In response to growing demand from the client companies,
the JTB Group is expanding its lineup of sustainable businesstravel solutions.
KPIs & Targets

2

5

10

Specific Initiatives:

< Carbon Neutrality >CO2 Zero MICE®: Through the Green Power Certification System,
JTB Communication Design offers businesses and organizations
the ability to host eco-friendly meetings and events by powering

KPIs

FY2023

FY2024FY2025

No. of Business Trips(overseas and domestic)
tracked and reported for clientcompanies on CO2 emissions

70,000100,000

150,000

E (= Environment): Satisfy client needs for CO2 emissions
tracking and reporting as well as carbon offsetting.
S (=Social): Support the introduction of digital transformation(DX) solutions that enhance the efficiency of business travel
processes and workcation programs that encourage creativity
at work.
G (=Governance): Support the development of procurement
guidelines regarding business travel that specifically identify whatkind of products/services should be selected and purchased.

< Sustainable Business Travel >JTB Business Travel supports
the sustainability efforts ofcorporate clients througha number of innovative
services including: (1)booking tools that compare
the CO2 footprint of travel
itineraries and highlight the most eco-friendly options, (2) tracking
and reporting of travel-related CO2 emissions (air/rail/car/hotels),and (3) progress monitoring of emissions reductions targets andacquisition of carbon offsets.

█ New Ideas and Solutions
The JTB Group is constantly working to develop new businesssolutions that bring people, places, and possibilities… sustainably.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Enriching the Human Experience ― (3) Helping Communities and Businesses Shine
Sustainability Solutions for Corporate Clients

Specific Initiatives:

< Bringing Businesses and Communities Together >GLOCAL Sustainability Project: This hands-on initiative brings
together businesses and communities to promote sustainability
awareness and engagement. Up-and-coming leaders from JTB
and partner organizations form a Field Sustainability Team thatmeets on-site with local experts to explore socioeconomic andenvironmental challenges and solutions.

Materiality-guided Sustainability Priorities

Governance

Data Highlights

33

Principles
in事業を通じたAction取り組み

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Enriching the Human Experience ― (4) Empowering Our People to Shine

In-House
Initiatives

Human Resource Development
Guiding Philosophy█ HRD Vision
We seek to cultivate a workforce that embraces ONE JTB Values and embodies the Group’sbusiness philosophy. When we speak of innovative, independent-thinking employees, this is what
we mean:• The success of our business depends on the ongoing growth of our people and their ability tothink independently (but act as a team).
• The approach we use to cultivate innovation and independent thinking must evolve withchanges in the social environment.
Innovative, Independent-thinking Employees Can:
1. V
 iew changes in the market and operating environment as opportunities, identify challenges, act swiftly, andcontinually go one step beyond.
2. T ake the initiative to deepen and expand their skills and knowledge, envision a better tomorrow, and pursue
lifelong personal and professional growth.
3. E
 mbrace an international perspective, collaborate with people of different backgrounds inside and outside
our organization, and continually create new value.
Embracing ONE JTB Values and Embodying the Group’s Business Philosophy
Innovative, Independent-thinking Employees
Right Mindset

Right Skills

Right Action

Customer-focused

Ability to solve problems

Take on challenges

Curious/Farsighted

Ability to create new value

Act swiftly

Internationally-oriented

Ability to get things doneInternal/external collaboration█ HRD Framework
The JTB Group’s human resource development initiatives are guided by our Medium-term HRD
Strategy.
The JTB Way

Guiding Principles
Encouraging Innovative-Mindedness & Independent Thinking

JTB Group Vision
Pioneering ways to bring people, places andpossibilities together in a ‘new’ era.

We seek to cultivate innovative, independent-thinking employees whoembrace ONE JTB Values and embody the Group’s business philosophy.

Medium-Term HRD Strategy: Key Objectives
JTB Group Medium-Term
Management Plan

《 Medium-Term HRD Strategy 》█ Guiding Principles
At the JTB Group, we believe that the growth and vitality of our people are the true sources oforganizational dynamism, transformation and ongoing value creation. Our HRD philosophy is
guided by the following two broad principles:
1. W
 e respect the individuality and the diversity of our workforce and provide our employeeswith opportunities for ongoing growth and advancement in order to foster an engaged andinnovative organizational culture.
2. W
 e seek to cultivate innovative, independent-thinking employees who embrace ONE JTB Values
and embody the Group’s business philosophy.

34

1. Enhanced HR Value
Talent Acquisition/
Identification

2. HR Optimization ⇒ Higher Productivity
Job/Team Design

HR Training/Development

HR Management Cycle (maximizing human potential)
TalentAcquisition(Hiring)In-house
Identificationof Talent

HR Programs/Compensation Packages

Job/
Team Design

Training

Workforce Wellbeing/Employee Benefits

HR Programs (Group-wide)Work-Life Balance Solutions█ Human Resource Management Life Cycle
1. Talent Acquisition/Identification
We recruit talent through a variety of internal and external channels in order to maintainadequate staffing and effective teams.
2. Job/Team Design
Through employee ‘secondment’, internal partnering, and training, we develop our employees’
ability to create partnerships and champion digital transformation. We manage staffing levels
to respond with agility to opportunities in the marketplace.
3. HR Training and Development
We seek to develop an innovative, independent-thinking workforce of professionals eager topursue career-long growth. We do everything in our power to maximize job satisfaction andcultivate a culture of engagement, inclusion and dynamism.
4. HR Systems/Compensation Packages
Our flexible compensation and benefits programs (individualized compensation, bonuses,
performance evaluation, etc.) are designed to enhance job satisfaction and productivity. We
respect the diverse values of our workforce and offer individualized employment terms andtailored HR solutions that support staffing mobility and flexibility.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Enriching the Human Experience ― (4) Empowering Our People to Shine

In-House
Initiatives

Human Resource Development

Taking the Next Step

█ JTB University Learning Platform
JTB University, our Group-wide learning platform, supports the efforts of our employees to acquirejob-related knowledge/skills. JTB University's approach is characterized by close collaboration
between training designers, administrators and instructors. Delivering more than 800 training ande-learning courses each year, JTB University uses a Learning Management System* designed tosupport individualized learning by providing employees with the instruction they need when theyneed it across a wide variety of formats. It is one of many ways that the JTB Group cultivates a cultureof collaborative, career-long learning.
* Learning Management System: An integrated system for planning, implementing and assessing HR training and development (in-person andvirtual) across our entire organization.

JTB University Guiding Principles: JTB University is guided by the following principles: (1) cultivate
an independent-thinking and innovative workforce, (2) develop workforce knowledge and skills, (3)deliver engaging content, (4) deliver the learning our people need when they need it, and (5) promotechange through a culture of collaborative, career-long learning.

Employees Participating in the JTB Group
Talent Exchange Program

FY2022 Target

FY2022 Actual

200

239

Specific Initiatives:
(1) Supporting Workforce Skill Development
We offer training opportunities to JTB Group employees all year long across a wide variety
of different formats. Our primary areas of focus are (1) management training, (2) operations
training, (3) job skills, (4) certification acquisition, and (5) sustainability training.

JTB University Training Stats
FormatEmployees Trained in FY2022 Total Training Hours in FY2022

E-learning

4,394

8,788

Webinars

2,509

31,003In-person

974

11,737

7,877

51,528Total(2) Career development support
The JTB Group offers the following tools to help employees take ownership of careers and realize
their fullest potential.

< Career Counseling >Through periodic face-to-face career counseling and career development programming, we
support the career planning efforts of our employees at each stage of their careers.

< JTB Group Talent Exchange Program >In order to provide our most highly motivated employees with greater opportunities for selfdirected development, the JTB Group Talent Exchange Program offers unique opportunities togain professional experience through assignments inside and outside our organization.

< Rehiring Former Employees >Subject to certain requirements, we offer former JTB Group employees the opportunity to returnto our organization following separation due to childbirth, child/family care obligations, etc.
(3) Transforming our Culture through Learning< Summer Festival of Learning >KPIs/Targets/Performance
KPIs

35

Data Highlights

Since 2021, the JTB University Summer Festival of Learning has served as an important annual venue
for cultivating a culture of learning and encouraging our people to pursue ongoing professional
growth. The 2023 event - organized around the theme of 'Bringing Everyone Together' - consisted of
65 sessions led by JTB Group employees and executives. Viewership exceeded 10,000.

█ Sustainability Training & Multilingual Support
Sustainability is an important part of JTB Group’s HR training and development efforts. Selecttraining materials are offered in multiple languages.
KPIs & Targets
KPIs

FY2023

FY2025

FY2028Sustainability Training Sit Rate (Basic Concepts)

50%

75%

100%

Sustainability Training Sit Rate (Deeper Dive)

50%

75%

100%

Specific Initiatives:

< ‘JTB and the SDGs' >As part of its sustainability training lineup, the JTB Group offers a 2-part video series designed to
introduce employees to the Group’s sustainability strategy/initiatives in the context of the SDGs.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Enriching the Human Experience ― (4) Empowering Our People to Shine
Human Resource Development

These videos are available in English and Japanese. Viewership data is used to track and enhanceinternal sustainability engagement.
‘JTB and the SDGs’: No. of Views
Video Title

Unique Views

SDGs: Basics & Strategies (Japanese)

5,322

Practical Applications (Japanese)

4,700

SDGs: Basics and Strategies (English)

455

Practical Applications (English)

147< Sustainability Education through JTB University >The JTB University (see above) learning platform offers JTB Group employees a wide range ofeducational programs on sustainability and related topics.

█ Destination-Specific Training & Credentials
The JTB Group encourages its employees to obtain certifications in order to deepen theirunderstanding of the cultural and environmental uniqueness of the destinations we serve. We
also offer a range of training support options.
Specific Initiatives:

< Credential Acquisition >Description

Certified Employees

Area Specialist

3,213‘World Heritage’ Certification

1,332< Remote Learning >Course Name

Travel Geography Basics 300+α (Japan)‘Universal’ Events

Travel Geography Basics 400 (International)

Japanese Ryokan Hospitality: A Practical Course

Tourism Geography (Japan)

Understanding Japanese History throughCultural Traditions

Tourism Geography (International)
World Heritage Academy Exam Prep (Level 2)
The ABCs of Event Operations

The ABC’s of Bringing People, Places, andPossibilities Together: Tourism Fundamentals

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

36

In-House
Initiatives

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Enriching the Human Experience ― (4) Empowering Our People to Shine37

In-House
Initiatives

Work-life Balance
KPIs/Targets/Performance

Guiding Philosophy

KPIs

The JTB Group has always believed that our people are our greatest asset and that
service excellence begins with empowering them to perform to their fullest potential. We
are working to promote higher workforce satisfaction and productivity through a variety
of work-life balance solutions.

FY2022 Target

FY2022 Actual

Note

JTB Group Employee Awareness Survey(Job Satisfaction / Engagement)

80.0%

73.3％ Group-wide average

Annual Hours Worked

1,800

1,842

JTB average

Telecommuting Ratio (Employees working
from home at least once a month)

20.0%

21.0%

JTB average

Specific Initiatives:

█ The JTB Group Working Style
Guided by the four key concepts described below, the JTB Group Working Style promotes
greater organizational diversity by offering our employees the flexibility to choose from a varietyof ‘anytime, anywhere’ working arrangements.
All JTB Group colleagues
should have the opportunity
to realize their fullest
potential in an open
and positive workplaceenvironment that embraces
DEIB*

Our workplace environment
should promote thesharing of knowledge andvalues to support ourorganization’s mission andvisionBy reengineering ouroperational processes andharnessing the power ofdigital technology, ourorganization improves
productivity and creates
more space forinnovation

Higher job satisfaction andgreater work flexibility
translate into higher
workforce engagement
and wellbeing* DEIB：Diversity, Equity, Inclusion, Belonging

Taking the Next Step

█ The JTB Group Working Style
The JTB Group offers a number of work-life balance solutions aimed at increasing job
satisfaction and flexibility in order to boost employee engagement, foster innovation, andincrease productivity. We also strive to provide competitive, individualized compensation/benefit
packages to promote retention.

< Work-Life Balance Solutions >I-Work Remote: This program permits employees who register their 'preferred place ofresidence' with their employer to work remotely from that location even when assigned a job
transfer that would otherwise require relocation.
Shorter Workweeks: Aimed at accommodating a wider range of working styles, this program
allows employees to elect a four-day workweek.
Outside Employment Guidelines: In response to changing social values, the JTB Group now
provides employees with written guidelines on the do’s and don’ts of outside employment.
Telework: Telecommuting offers our employees greater flexibility in where and when they work,
allowing them to reduce the time they spend commuting, structure their workday to fit theirlifestyle, improve efficiency and productivity, and achieve a better work-life balance.
Support for Life Events: Solutions include shortened work hours for parents with child careobligations, voluntary relocation due to spouse transfers, workplace reinstatement, etc.
Personal Development Leave: Allows employees to take up to two years of leave in orderto improve their professional skills. By supporting employees who take the initiative to gain
experience outside our organization, the JTB Group seeks to accelerate their development as
innovative, independent-thinking professionals.
Flextime: Offers employees the option of doing away with fixed work schedules. Although total
annual work hours remain unchanged, flextime gives employees the freedom to set their own
work hours anytime between 5:00AM and 10:00PM and to create a work schedule tailoredaround operational ebb and flow.
Fair Compensation for Tour Guides, etc.: The JTB Group ensures that tour guides areproperly compensated for all hours worked before, during and after field assignments. We also
compensate employee travel days as paid work time. By properly tracking and compensating
total work hours, we are better able to manage workforce health and safety, improve
productivity, and strengthen recruiting/retention efforts.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Enriching the Human Experience ― (4) Empowering Our People to Shine

In-House
Initiatives

Wellbeing Management
Guiding Philosophy█ The JTB Workforce Wellbeing Value Statement
Enhancing our employees' qualityof life and creating a brighter
Contribute to
today

Mission～果たすべき使命～

Specific Initiatives:

Priority Initiatives

By supporting the health and longevity of our workforce,
the JTB Group helps its employees live happier, more
fulfilled lives and approach their professional pursuitswith greater enthusiasm and creativity.

community
health andlongevity

Supportemployee eﬀorts
to live a happier,more fulﬁlled
life

Sustainedbusiness growth█ The JTB Workforce Wellbeing Vision
Be the architect of your own destiny!
• JTB employees enjoy physical and mental wellbeing andpartner with family and friends to lead healthy lifestyles• By setting personal and professional goals, JTB employees
lead happier, more fulfilled lives• Innovation, productivity, customer satisfaction andstakeholder confidence are the natural byproducts of a
happy, healthy workforce

38

(1) E
 ncourage colleagues to play an active role in theirown health• Digital tools and one-to-one guidance help employees
identify and address health issues (Launched FY2020).
• Workplace health and wellness events raise awareness andcultivate a wellbeing mindset in the workplace.
• Analytical tools help managers identify and address
potential health risks within their teams.
• In-house wellness training and guidance from healthcare
professionals help prevent obesity and other lifestylediseases.
(2) C ultivate an environment conducive to mental/
emotional wellbeing• Timely HR interventions through proper monitoring ofovertime, absences, etc.
• Use of work stress surveys to identify and mitigate high-risk
work settings.
• Training on stress management and early identification of
warning signs.
(3) R especting unique needs and circumstances• We promote diversity and work-life balance solutions thatare aligned with changes in the social environment.

Taking the Next Step
█ Wellbeing Management Initiatives
The JTB Group actively promotes workforce wellbeing througha variety of activities and programs.
KPIs & Targets
KPIs

FY2022
TargetFY2022
ActualNote

Average Biological/
Chronological Age
Differential-1.3 years-1.4 years

Group-wide
average< Wellness Events >Employee ‘Pep Up’ Step Challenge: The JTB Group Employee
Step Challenge was organized to encourage employees to takegreater ownership of their health. Competing in teams for themost steps taken, nearly 3,000 JTB colleagues used the popular‘Pep Up’ mobile app to take a big step towards a healthier lifestyle.
Awards and Accolades
The JTB Corp. (including domestic
subsidiaries) was recognized
as a 2023 Health & Productivity
Management “White 500”
organization by Japan’s Ministryof Economy, Trade and Industry
and Nippon Kenko Kaigi.
█ Promoting Safety and Health
The JTB Group is committed to promoting workforce healthand safety.
Specific Initiatives:

< Employee Safety and Health Handbook >As part of our efforts to maintain a healthy workplaceenvironment. the JTB Group provides employees with ahandbook containing useful information about medical
checkups, fitness, mental and emotional health, overwork,
health risks overseas, and health-related leave andreinstatement.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Enriching the Human Experience ― (5) Human Rights & Diversity

The JTB Group Policy articulates out our organization’s
position on human rights issues.
In alignment with the Charter of the United Nations
and the Universal Declaration of Human Rights, the
JTB Group’s policies on human rights require ourorganization and its employees to respect and defend
the rights of all people. We maintain a Zero Tolerance
policy for human rights violations, seek to prevent
violations across our supply chain, and take prompt
corrective action in the event that any potential
violation is brought to our attention. We also strive toraise employee awareness through periodic training
and compliance quizzes.

█ Human Rights Policy
Our Human Rights Policy consists of the following threecomponents:(1) Anti-Discrimination and Anti Harassment Policy(2) Anti-Slavery and Human Trafficking Policy(3) Diversity & Inclusion Policy
The JTB Group backs each of these policies with specificcommitments.

Commitment to a Positive Work Environment Free ofDiscrimination and Harassment
JTB will not tolerate any and all forms of discrimination orharassment by and between employees and membersof the public. Each and every employee is responsible
for maintaining a positive work atmosphere that is freeof discrimination and harassment. Employees found tohave violated this policy (after appropriate investigation)
will be subject to discipline, up to and including immediate
termination of employment.
Commitment to a Work Environment Free of Slavery andNo Human Trafficking
JTB has a zero-tolerance approach to modern slavery and
we are committed to acting ethically and with integrityin all our business dealings and relationships and to
implementing and enforcing effective systems andcontrols to ensure modern slavery is not taking place
anywhere in our own business or in any of our supply
chains. We expect the same high standards from all of ourcontractors, suppliers and other business partners.

Commitment to Diversity & Inclusion
JTB is dedicated to fostering, cultivating and preserving aculture of diversity, equity and inclusion. JTB believes thatits employees are high-performing individuals who reflect
the diversity of the communities where all JTB employees
work and live.

39

In-House
Initiatives

Respecting Human Rights
Guiding Philosophy

Data Highlights█ Human Rights Awareness(1) Respect for human rights (compliance with international
norms)(2) Non-complicity/Compliance/Reparations/Fair Competition(3) Non-discrimination / Equality under the law(4) Access to (legal) remedies(5) Ethical procurement practices (vendor monitoring)(6) Harassment/Abuse(7) Women’s rights(8) Child labor (respect for every child’s right to an education)(9) Forced labor(10) Occupational safety and health(11) Work hours (mandatory breaks and holidays)(12) Proper working conditions (including access to water)(13) Wages (the right to an adequate standard of living)(14) Freedom of association and collective bargaining rights(15) Rights of indigenous peoples and local residents(16) C onsumer welfare (consumer safety and the right toknow)(17) Proper management of consumer data

Taking the Next Step

█ Human Rights Training
As part of its ongoing efforts to familiarize employees with its
policies on human rights, the JTB Group administers periodic
online training and comprehension checks.
Specific Initiatives:

< Training and Seminars >Compliance Quizzes: In order to ensure the effectivenessof the JTB Group Code of Conduct, the JTB Group periodicallyadministers a ‘Compliance Quiz’ to its domestic and overseas
employees. Beginning in FY2023, the Compliance Quiz isoffered twice a year.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Enriching the Human Experience ― (5) Human Rights & Diversity
Respecting Human Rights

June 2023 Compliance Quiz

Participants

14,851

Total No. of Employees

19,641*

Sit Rate

63.7%

The Compliance Quiz isoffered in the following
languages:

English, Japanese, Chinese(simplified/traditional), Korean* Total number of employees based on J-campus enrollment for domestic employees and
HR data for overseas employees

June 2023 Compliance Seminars

Participants

5,005

Total No. of Employees

18,663*

Sit Rate

26.8%

Sit Rate

English, Japanese* Total number of employees based on the corporate website

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

40

In-House
Initiatives

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Enriching the Human Experience ― (5) Human Rights & Diversity

In-House
Initiatives

Diversity
Guiding Philosophy
DEIB: Creating an Organizational Culture of Diversity that
Allows All of our People to Shine
To keep pace with rapid change and increasing
diversification in our markets, DEIB (Diversity,
Equity, Inclusion, Belonging) is an essential part of
the JTB Group’s business strategy. We believe thatincorporating diverse values and working arrangements
is a reliable pathway to enhanced workforce satisfaction
and new business value. We promote open internal
communication and seek to create a corporate culture
in which all of our employees can put their uniqueknowledge, experience, and values to work to fuelorganizational dynamism and growth.

41

Data Highlights

In order to harness the power of diversity as a source ofdynamism and value creation, the JTB Group strives to createa workplace environment in which each and every one of
our colleagues is given the opportunity to reach their fullest
potential. By promoting fairness within our organization andensuring opportunities to bring the individual talents of ourworkforce together in service of the whole, we create fertile
soil for diversity to blossom. This is the essence of Equity. We
also believe that an organizational culture that allows people
to be who they are and to experience a genuine sense ofBelonging is a powerful driver of workforce engagement andemployee performance.
As part of our efforts to create an organizational culturethat promotes and respects Diversity, Equity, Inclusion andBelonging, we are ramping up our efforts to hire and retain
employees with diverse backgrounds.

FY2022
Target

KPIs

FY2022
ActualNotes

Employees with
Disabilities

2.35%

2.56%

Applicable JTB
Group companies

Female Managers

38.0%

37.5%

Group-wide

JTB Group
Employee
Awareness Survey(Job Satisfaction /Engagement)

80.0%

73.3% Group-wide average

Percentage of Female Managers at Each Organizational Tier
020

Executive
Officer
GeneralManager
SectionManager

40

60

80

100（%）

61.7%

Overall

7.4%
11.4%
43.2%
* Regular employees at domestic JTB Group companies (April 2023)

Taking the Next Step

Specific Initiatives:

The JTB Approach to DEIB

KPIs/Targets/PerformanceIn accordance with our Diversity & Inclusion Policy, the JTB
Group is committed to fostering a corporate culture that
promotes and respects diversity. We help our people acquire
the skill sets they need to achieve their fullest potential. We
remove obstacles to their success and promote open internal
communication so that the diversity of our workforce canbetter serve the goals of our organization.
As part of our organization’s ongoing evolution, we are
expanding our efforts to promote inclusivity and fairness. In
April 2023, we became one of the first Japanese companies toformally incorporate the dimensions of Equity and Belonging
into our existing D&I model. We believe that greater
workforce diversity is the key to unlocking new business value
and contributing to social sustainability.

Employees with
Disabilities

KPIs

KPIs

June 2023

2.58%
April 2023

FY20242.55%
FY2024

Notes

Applicable JTB
Group companies
Notes

Female Managers

37.6%

40.0%

Group-wide

JTB Group
Employee
Awareness Survey(Job Satisfaction /Engagement)

73.3%

85.0%

Group-wide
average█ DEIB: 5 Focus Areas(1) C reate an organizational culture that harnesses thepower of diversity• Use of JTB Group Employee Awareness Survey to promote
positive organizational change• Use of the Smiles-in-Action program to promote open
workplace communication• Initiatives aimed at promoting internal branding andengagement(2) T he New JTB Working Style: Promoting Work-Life
Balance• Creating an environment that promotes work flexibility andjob satisfaction• Development of HR programs to support diverse working styles• Use of training programs and in-house communication tools
to encourage use of available work-life balance programs

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Enriching the Human Experience ― (5) Human Rights & Diversity

In-House
Initiatives

Diversity(3) Supporting Career Ownership• Career development ‘check-ups’ (career counseling/training)• Career development support through the JTB Career Site,workshops, etc.
• Support for self-directed career development through the
JTB Group Talent Exchange Program, etc.
(4) Support for Employees with Disabilities• Disability awareness events (Disabilities Summit, etc.) andtraining• Use of digital tools to ensure information access• Specialized consulting support for attracting and retaining
individuals with disabilities• Promoting social inclusion through participation in thirdparty initiatives(5) Gender Equality• Plus Forum workshops aimed at reducing unconscious
gender bias and promoting gender equality• DEIB Management Training aimed at raising awareness of
unconscious gender bias in the workplace• Programs/workshops aimed at supporting employees
through life events

KPIs (JTB Corp.)

Gender pay gap

Entireworkforce

59.7%

FY2022 Actual
RegularNon-regular
employees
employees

60.6%

76.0%

Note: A lthough JTB uses gender-neutral pay standards, the company’s gender pay gap
arises from two factors: (1) roughly 90% of our female colleagues opt into one of thecompany’s work-life balance programs, and (2) our percentage of female managers(37%) is lower than our overall percentage of female employees (61%).

KPIs (JTB Corp.)% of male/female
employees taking
childcare leave

Women

100.0％FY2022 Actual
Men

43.6％
(Average length of leave:
17.7 days)█ Career Skills & Harassment Training
The JTB Group regularly provides training (virtual and inperson) on career skills and workplace harassment.

< Career Training Hours >KPIs (JTB Group)

Career Training
Hours

42

Participants

7,877

FY2022 Actual
Cumulative Hours Hours Per-Person

51,528 hours

6.54 hours< Harassment Training >KPIs (JTB Group)

FY2022 Actual
Test Problems
Training Time

Workplaceharassment law

20

20 minutes█ Employee-Driven Initiatives to Promote Diversity< The JTB Group Moms Network >Launched in 2009 as an in-house networking and support
forum for working mothers, the JTB Group Moms Network
has been steadily growing in size. The group holds a variety ofevents for parents and children. During a recent online event,attended by more than 160 people from over 70 families,
parents explained their job duties and accompanied theirchildren on an exciting virtual tour. The JTB Group proudly
supports the activities of the Moms Network.

Female Advancement and Diversity : External Recognition

JTB ranked 7th overall in Nikkei WOMAN’s
100 Best Companies for Women to Work
2020. With female colleagues occupying
38% of managerial positions, JTB received
top honors for its efforts to promote theadvancement of women in the workplace.
Seven JTB Group companies have earned
Eruboshi certification for their efforts topromote the professional advancementof women.
[Level 2 Certification]· JTB Global Marketing & Travel· JTB Trading[Level 3 Certification]· JTB Corp.
· Japan Tourism Research & Consulting Co.
· JTB OKINAWA Corp.
· JTB Publishing, Inc.
· JTB Communication Design
JTB Corp. was ranked among the ‘Diversity
Management Selection 100’ companies
by Japan’s Ministry of Economy, Trade andIndustry in 2015. JTB Global Marketing& Travel was certified under the newstandards in 2020.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

GovernanceNurturing Our Surroundings― (1) Caring for the Earth

Principles in
ActionFighting Climate Change
Guiding Philosophy

At the JTB Group, we recognize that the health of ourbusiness depends on the health of our planet.
Understanding the fragility of the global environment, the
JTB Group is committed to protecting the Earth and its
precious resources.

・ Development/implementation of hands-on learning
opportunities to promote climate change awarenessWe respect the delicate balance of the global ecosystem. We
do everything in our power to contribute to environmental
sustainability by ensuring that our operations are guided byintegrity and sustainability-mindedness.
The JTB Group is working to mitigate the following risks:█ Risks Associated with Climate Change

Risks associated with rising temperatures and sea levels as wellas the increasing frequency of natural disasters< Deterioration of Tourism Resources 〉
Coastal erosion, growing urban tourism risks (storm surge, etc.),
coral bleaching, declining snow cover at ski resorts, etc.
〈 General Business Risks 〉
Increasing risk of damage to physical facilities from natural
disasters, productivity losses due to extreme heat, etc.
〈 Additional Risks 〉
Food supply risks, poor harvests of signature agricultural products〈 Rising to the Call 〉
・ Promoting new destinations to mitigate overtourism
・ Promoting climate-resilience (ski resort usage during warmer
months, etc.)
・ Promoting closer-to-home travel, vacation staggering, etc.
・ Enhanced itinerary safety, additional insurance options, etc.

Scopes 1 & 2・ Consumer avoidance of air travel due to CO2 emission
concerns, shifting consumer travel styles and destinationpreferences, brand reputation risk・ Higher costs associated with rising fuel prices, supply chain
instability, carbon taxes, etc.
We collaborate with business partners to reduce energy
consumption (fuel efficiency improvements, equipment
upgrades) and increase the use of alternative fuels

KPIs & Targets
As part of its commitment to global sustainability, the JTB Group
has adopted a phased approach to reducing the environmental
footprint of its business activity. We aim to achieve carbon
neutrality (net zero emission of greenhouse gas emissions) by
FY2050.
JTB Carbon Neutrality Targets

Medium-term Reduce net CO2 emissions to zero by FY2030
Target(Scopes 1 & 2)
Long-term
TargetNet-zero supply chain by FY2050(Scopes 1, 2 & 3)

Scopes 1 & 2
Carbon Neutrality
FY20304.631
M tons CO2

Scope 3

FY2019In-House
Initiatives

Use of energy-efficientequipment, renewableenergy, etc.
Collaboration withbusiness partners todeliver eco-friendly
products and services

Scope 3

FY203043

Scope 1, 2 & 3
Carbon Neutrality
FY2050

Scopes 1 & 2█ Risks Associated with Social Change〈 Rising to the Call 〉

JTB Group Environmental Statement

Data Highlights

FY2050* Scope 3 Target developed in accordance with guidelines issued by Japan’s Ministry of
the Environment. Emission calculations include Agent-Organized and Tailor-Made tour
products. JTB is also pursuing common emission reduction initiatives for Arranged Tours.
* Actual results for FY2019 reflect the latest data for the JTB Group.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Nurturing Our Surroundings― (1) Caring for the Earth

Taking the Next Step
FY2022

Scope / Category

Total for Scopes 1-3
Scopes 1 & 2

Emissions(tons CO2)

vs. FY2019

1,553,265

33.5%

18,87250.9%

1 Purchased goods/services

Upstream transportationand delivery

5

Waste generated byoperations

6 Business travel
Scope 37 Employee commuting
8 Upstream leased assets
9

Downstream transportationand delivery

Processing of
10intermediate goods

11 Use of intermediate goods
12

End-of-life disposition ofintermediate goods

13 Downstream leased assets
14 Franchising
15 Investments

As power consumption accounts for the bulk of our Scope 1 & 2 CO2emissions, we are primarily focused on reducing our consumption ofelectricity and migrating to eco-friendly energy sources.

< Reducing Power Consumption >Fuel- and energy-related
3 activities not included in
Scope 1 or 2

4

█ Scope 1 & 2 Initiatives

Specific Initiatives:

2 Capital goods

1,534,393

33.4%

Data Highlights

Principles in
ActionFighting Climate Change

FY2022 CO2 Emissions

GovernanceConserving Energy in the Office:
Our lenient summertime andwintertime office dress codes(Cool Biz/Warm Biz) minimize CO2
emissions from air conditioning
and heating. We also configure ourIT equipment to make optimal useof sleep mode features.
Raising In-House Awareness< Migrating to Eco-Friendly Energy Sources >Renewable Energy: We are actively exploring ways to replacefossil fuels with renewable sources to meet the energy needs ofour facilities.

█ Scope 3 Initiatives

To promote the reduction of Scope 3 CO2 emissions, we areconstantly expanding our lineup of eco-friendly offerings.
Specific Initiatives:

< CO -Responsible Travel & Events >2

CO2 Zero: We offer a growing lineup of CO2 offset products,
including CO2 Zero Travel and CO2 Zero MICE.
See Page 26 for more information on CO2 Zero Travel
See Page 32 for more information on CO2 Zero MICE
Tracking CO2 Emissions: We are steadily expanding our lineup
of business travel services that track CO2 emissions associatedwith corporate travel.

44

In-House
Initiatives

See Page 32 for more information on ESG-BTM〈 Clean Energy in the Distribution Sector 〉
Electric Forklifts: As part of our efforts to migrate to clean
energy, PULS, a JTB Group company that provides distribution
management services for the publishing industry, has converted
its entire forklift fleet to eco-friendly electric models.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Nurturing Our Surroundings― (1) Caring for the Earth

Preserving the Earth’s Biodiversity
Guiding Philosophy

The JTB Group’s efforts to preserve biodiversity
are focused primarily on protecting wild fauna andflora, preventing the spread of invasive species, andpromoting animal welfare.

█ Protecting Wild Fauna and Flora

We comply with international, national and local rules
prohibiting the collection and removal of fauna and flora.

█ Preventing the Spread of Invasive Species

We comply with quarantine rules as well as access
restrictions to nature parks and other protected areas.

█ Promoting Animal Welfare Our wildlife encounter tours comply with local animal welfare laws.
Taking the Next Step

█ Tours that Promote Biodiversity

JTB offers a growing lineup of sustainability-minded tours.
Specific Initiatives:
〈 Biodiversity-Conscious Tours 〉
Eco-Responsible Canada Tours: JTB’s Tsunagari Tabi tours
offer Canada visitors the opportunity to travel more responsibly
by patronizing restaurants that serve seafood caught or farmed
using sustainable practices. Our 7-Day Polar Bear Expeditions
offer Canada travelers the chance to observe polar bears intheir natural habitat aboard eco-buggies designed to minimize
environmental stress.

█ Supporting Biodiversity Conservation

JTB also supports biodiversity conservation efforts throughdonations to environmental groups and participation in thirdparty initiatives.
Specific Initiatives:
〈 Donations to Conservation Groups 〉
As part of the JTB Group’s support for the activities ofconservation groups, we donate a portion of the proceeds fromour 7-Day Polar Bear Expeditions to Polar Bears International.
〈Participation in 3rd-Party Initiatives〉
World Travel & Tourism Council (WTTC): As part of ourcommitment to fulfilling our social obligations as a sustainablebusiness, JTB supports the advocacy efforts of WTTC. Comprisedof leading businesses from across the global tourism industry,
WTTC seeks to promote tourism as a vehicle for building stronger
communities and protecting the global
environment. In May 2018, JTB Corp.
officially declared its support for the
WTTC’s Declaration on Illegal Trade in
Wildlife.

Governance

Data Highlights

45

Principles in
ActionJTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

GovernanceNurturing Our Surroundings― (1) Caring for the Earth

Principles in
ActionResources, Water and Waste
Guiding Philosophy

At the JTB Group, we understand that the ongoing
viability of our business depends upon preservationof the Earth’s resources. We are actively working
to transform environmentally unfriendly industry
practices in order to promote sustainability across ourbusiness and the communities we serve.

█ Resource Utilization

We regularly examine and limit our consumption of
disposable goods.
We reduce our consumption of disposable goods by
giving preference to longer lasting, reusable products andreturnable packaging in our procurement activities.
We give preference to eco-friendly, locally-sourced products
in our procurement of consumables and equipment.
Through bulk buying, we reduce transport pollution.
We are committed to monitoring and reducing resource
consumption and migrating to eco-friendly alternatives.

█ Reducing Paper Use

We continue to make our operations as paperless as
possible through digitization.
We use two-sided, black-and-white printing whenever possible.



We equip our offices with paper recycling bins andencourage our employees to reuse cardboard, etc.

█ Reducing Waste

We use centralized waste collection to promote waste
awareness and reduction.
We encourage our employees to bring their own mugs andwater bottles in order to reduce consumption of plastic
bottles, etc.
We diligently separate recyclables (plastics, glass, cans, paper)
When replacing office equipment, we give preference torecyclable, pre-owned and eco-friendly products.
We strive to reduce plastic and other packaging waste bybuying in bulk whenever possible.

█ Using Water WiselyWe strive to comply with national and local water use
standards and take active measures to conserve water.

█ Assessing Risks to Water Resources

When setting up a new business facility, we assess thepotential risks to local water resources. When impact risk
is high, we consult with experts to explore appropriate
mitigation measures.

█ Water Conservation

Taking the Next Step

█ Waste Reduction Efforts
KPIs & Targets

KPIs

New Hotel Amenity
Recycling Stations

FY2023

FY2025

FY2028

8

60

90

Ө
ӼӺӼ２年１２月 ӼӼ 日Ө

Specific Initiatives:          

脱炭素社会、プラスチック廃棄物ゼロのおもてなしへӨ〈 Amenity
Recycling (3Rs) in the Lodging Industry 〉～一般社団法人アメニティ・リサイクル協会に参画、マテリアルリサイクル事業を推進～Ө
Throughparticipation in the Amenity
Recycling Association
ԕԣԌ グループで、旅館ホテル向け商事事業などを展開する株式会社 ԕԣԌ 商事（東京都中野区、代表取締役社長(ARA),
JTB Tradingis 商事」）は、ӼӺӼӼ
promotingamenityreuse in the lodging
執行役員：加藤雄次Ө
以下Ԅ「ԕԣԌ年 ӻӻ月 ӼӾ 日に設立された一般社団法人アメニティ・リサイク
ル協会Ӳ以下Ԅ「協会」Ӵに参画し、マテリアルリサイクル事業を推進します。今後は、宿泊業界のサステナブルな環境
industry.
Under a groundbreaking partnering agreement with
配慮への推進役として、脱炭素社会の実現に向けた取り組みを加速します。Ө
the Tokyo
prefectural government, ARA is working to promoteӨӼӺӼӼ 年1 Ӿ 月に施行された「プラスチックに係る資源循環の促進等に関する法律」により、宿泊事業者において
the 3Rs*
and horizontal recycling*2 of hotel amenities.
は歯ブラシ、ヘアブラシなど ӻӼ 品目の特定プラスチック使用製品の使用の合理化、廃プラスチックごみ排出の抑制
JTB Trading is expanding on these efforts to reduce theが求められるようになり、資源を再利用するためのリサイクル化が推奨されています。それに対して、これまでのア
useメニティグッズは、各社ごとに特性の異なる複数の原料を使用した製品の販売をしており、リサイクルがしにくいと
of disposable plastic amenities in hotels outside the Tokyo
いう課題がありました。Ө
areaԕԣԌ
through
campaigns aimed at raising awareness about the
商事では、従来より環境に配慮した素材の商品開発を積極的に行っており、今般、アメニティグッズ製造・販売の業界各社と共同で協会を設立し、「マテリアルリサイクルスキーム」を構築することで循環型アメニティの流通を
potential
for reducing CO2 emissions through amenity recycling.
推進し、ԢԎԑｓの取組を進めてまいります。今後も、マテリアルリサイクルを通じた宿泊業界のサステナブルな環境*1 3Rs:Reduce, Reuse, Recycle
配慮への推進役として、サーキュラーエコノミー（循環型経済）を通じた脱炭素社会の実現に向けた取り組みを加速*2 Theuse of recycled products to recreate products of the same type
します。Ө




When purchasing toilets or sinks, we make every effort toprocure water-saving models.
We encourage employees and visitors to conserve water.

* When we are unable to use paper that meets these standards, we give preference torecycled paper and PEFC-certified products.

In-House
Initiatives█ Promoting Resource Reuse█ Eco-Friendly Paper

Whenever possible, we try to use copy/multipurpose paperthat (1) is FSC-certified, (2) has an overall rating of 80 or
higher (percentage of recycled content, etc.) under Japan’s
Act on Promoting Green Purchase, or (3) contains at least
70% recycled content.

46

Data Highlights■今後のスケジュールについてӨ
・ӼӺӼӽ 年Ө ӻ 月Ө トライアル開始予定Ө
・ӼӺӼӽ 年Ө Ӽ 月Ө ホテルレストランショー出展ならびにサービス提供を順次開始Ө

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Nurturing Our Surroundings― (1) Caring for the Earth
Resources, Water and Water〈 Digitization Support 〉
Digital Platforms: Integrated digital solutions such as Good
Fellows JTB’s e-ticketing platform and JTB BOKUN’s travel content
management platform are helping consumers and businesses
reduce reliance on paper tickets.
Electronic Tour Enrollment & Payment: Through digitization,
the JTB Business Innovators are switching to e-vouchers anddigital tour enrollment.
〈 Raising Internal Awareness 〉
We issue periodic e-mail reminders to our people encouraging
them to reduce waste by practicing the 3Rs and reducing
consumption of electricity, paper, etc.

█ Protecting Water Resources

The JTB Group is committed to protecting water resources
around the world.
Specific Initiatives:
〈 Potable Water in the Philippines 〉
Through an innovative project launched by MIYABI HOUSE Inc.
in May 2022, JTB is supporting efforts to provide safe drinking
water to residents of Tagum on the island of Mindanao in thePhilippines. This project, which uses a containerized water
filtration system to produce potable water, has supplied 214,680
liters of drinking water to residents as of December 2022.

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Principles in
Action47

In-House
Initiatives

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Nurturing Our Surroundings― (2) Enhancing Destination Attractiveness

Enhancing Destination AttractivenessGuiding Philosophy



The JTB Group is about much more than delivering
rewarding experiences to its customers. We are also
committed to enhancing destination attractivenessand safeguarding community rights.

█ Supporting the Local Economy

We create jobs and support 'Buy Local' campaigns.

█ Supporting Local Communities


The JTB Group’s approach to destination development
seeks to strike a balance between local economic benefits
and environmental, cultural and social concerns. We areparticularly mindful of the rights of indigenous peoples.

Taking the Next Step█ Reducing Overtourism

The JTB Group is working to reduce overtourism and eliminate
its adverse effects on local communities and the environment.
Specific Initiatives:
〈 Destination Accessibility 〉
Yamanashi Tourism MaaS*: Yamanashi Prefecture, locatedjust a few hours by car from Tokyo, is rich in tourism resources.
Its scenic spots and wineries are particularly popular withvisitors. Unfortunately, many of these attractions are situatedfar apart from one another and aren’t readily accessible using
the prefecture’s transportation grid. With some 70% of visitors
arriving in their own vehicles, traffic congestion has become agrowing challenge for the prefecture as has finding solutions to
help drivers avoid the temptation of getting behind the wheel
after wine-tasting.
To address these challenges, the JTB Group is partneringwith the cities of Kofu, Yamanashi, Fuefuki, and Koshu to
conduct pilot testing of an innovative new system called the

Yamanashi Sightseeing MaaS. Designed to facilitate travel
within the prefecture by connecting visitors, tourist attraction
operators and transportation providers, this platform provided
a one-stop source for confirming optimal travel routes, making
reservations, and processing payment.
See Page 22 for information regarding JTB sustainability
initiatives at Nabegataki Falls*M aaS (Mobility as a Service) platforms harness the power of digital technology to integrate
multiple modes of public and private transportation, enabling users to search for information,book reservations, and make payments through a convenient ‘one stop’ portal.

〈 MaaS Software 〉
Tourism Platform Gateway™ (TPG): JTB has developed
proprietary software to power Mobility as a Service (MaaS)
platforms for the tourism industry. This software can be used
to support solutions that increase visitor mobility, boost local
spending, and reduce traffic congestion through optimized
vehicle routing.
〈 Digital Tickets 〉
PaaSket: This Android app validates the receipt of electronic
tickets issued through the Ticket HUB® platform. Throughintegrated QR code verification and contactless ticket stamping,
PaaSket helps control crowding at venue entry points.

█ Area Development Partnerships

The JTB Group collaborates with local communities, schools,
research institutions and a wide range of other partners toenhance destination attractiveness.
Specific Initiatives:
〈 Bringing together business, academia, government andthe financial sector* 〉
The Shinano-Omachi Mizunowa Project: This collaborative
undertaking in Nagano Prefecture brings together a diverse
array of stakeholders to tackle the community’s most pressing
socioeconomic and environmental challenges. Management
Partners (Omachi City, Suntory, JTB, etc.) provide project
leadership while ‘Partners’ provide sponsorship support on an
initiative-by-initiative basis and ‘Project Supporters’ (tourism
operators, local media outlets, etc.) furnish additional assistance.

Governance

Data Highlights

48

Principles in
ActionStakeholder diversity plays a key role in creating new value andpromoting sustainability.
Inspired by Omachi’s abundant water resources, thisproject seeks to promote socioeconomic and environmental
sustainability by providing greater exposure for local traditions
and products. The Mizunowa Marché, launched as part of thisproject, provides a convenient online platform for shopping
for Omachi products and learning more about the area and its
sustainability efforts.
* In ventures involving project and technology development, partnerships between business,government and academia (universities, research institutes, etc.) are becoming increasingly
popular. Inviting front-end participation by financial institutions opens up new possibilities
by facilitating project funding and providing access to financial expertise and a wider circle ofpotential partners.

█ Supporting the Sustainability Efforts of Local Businesses

The JTB Group creates new visitor streams through an approach
we call ‘Connecting Supply and Demand’. This involves harnessing
JTB Group’s vast domestic and international market reach toconnect demand (departure points) with supply (arrival points).
We help destinations identify, develop and market signature
content in order to widen their ‘fan base’, attract new visitors
and boost sales of local products.
Leveraging its 100-plus years of experience and its presencein all 47 prefectures across Japan, the JTB Group is engaged in awide range of destination development initiatives with a primary
focus on:
1. Destination revitalization through digital transformation
2. F ood, agriculture, and local industry as vehicles for creating
dynamism
3. Creating a healthier planet through eco-friendly development

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Nurturing Our Surroundings― (2) Enhancing Destination Attractiveness
Enhancing Destination AttractivenessSpecific Initiatives:
〈 Eco-Friendly Destination Revitalization 〉
e-bike Donations: As part of its efforts to promote eco-friendly
destination revitalization, JTB has recently donated a fleet ofelectric bikes to the Oze Katashina Village Tourism Association.
Oze National Park, located about 150 kilometers north ofTokyo, is a government-designated ‘Zero-Carbon Park’. Under
this designation, the park’s tourism development initiatives
must adhere to strict principles of carbon neutrality andenvironmental responsibility. With park visitation steadily waningover the years, park officials recognize the need to identify andattract new visitor demographics and to develop value-added
products.
JTB's recent donation of e-bikes will help support thedevelopment of new tour content/routes, revitalize local
industry, and increase visitor traffic while conserving the park's
ecosystem.

█ Community Relations

The JTB Group creates opportunities for dialogue with
community residents in order to better understand and address
their needs and concerns.
Specific Initiatives:
〈 JTB Group Code Hotline 〉
The JTB Group Code Hotline responds to concerns raised bycustomers and community residents anywhere we conductbusiness.

█ The JTB Brighter Earth Project
The JTB Brighter Earth
Project brings JTB customers
and employees together
with local residents toparticipate in cleanup drives,conservation efforts andother hands-on projects
aimed at creating a Brighter

Earth through a deeper appreciation of local culture, history andecology.
To date, more than 400 Brighter Earth projects have been
carried out around the world with over 19,000* participants(including nearly 7,000 JTB Group employees).
Through the JTB Brighter Earth Project, the JTB Group
continues to bring people, places and possibilities together inculturally and environmentally meaningful ways.
*T otal number of participants between 2012-2022. More than 130,000 people have participatedin Brighter Earth worldwide since the program’s inception in 1985.

Specific Initiatives:
〈 Feeding the Hungry and Reducing Food Waste 〉
OzHarvest – Cooking for a Cause: JTB Brighter Earth Project
participants joined forces with OzHarvest, Australia’s largest
food rescue organization, to prepare nutritious, tasty meals forthe homeless and underprivileged using food donated by local
wholesalers, restaurants and supermarkets.
〈 Preserving Historic Sites 〉
Honouliuli Restoration Project: JTB Brighter Earth Project
volunteers rolled up their sleeves to remove weeds and litterfrom the Honouliuli National Historic Sit on the island of Oahu
in Hawaii.

Governance

Data Highlights

49

Principles in
ActionJTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Nurturing Our Surroundings― (2) Enhancing Destination Attractiveness

The JTB Group is working to preserve cultural and natural
resources around the world. We strive to create newvalue by working collaboratively with local stakeholders
to preserve sites of historic importance and perpetrateindigenous culture.

█ Mori no Nigiwai (Buzz in the Woods)

The JTB Group’s Mori no Nigiwai (Buzz in the Woods) cultural
extravaganzas are signature JTB events that offer travelers unique
opportunities to experience the rich cultural and artistic heritage of'local' Japan.
Through partnerships with local government agencies anddestination management organizations (DMOs), Mori no Nigiwai
productions have evolved into full-scale stage productions thatperpetuate traditional culture, provide support for young artists,
and bring fresh energy to local communities across Japan.
Specific Initiatives:

█ Preservation Efforts W e abide by local conservation rules and respect theboundaries of sensitive and sacred sites.

█ Collaboration with Stakeholders W e are committed to educating travelers about local do’s anddont’s, selecting qualified tour operators/guides, and adequately
training our people.

█ Cultural & Environmental Dialogue

The JTB Group provides its customers with opportunities to engage
with community residents in order to deepen their understandingof indigenous peoples and local environmental concerns.
Specific Initiatives:
〈 Understanding Indigenous Cultures 〉
Ainu Cultural Experiences: JTB Hokkaido tour options give
participants the opportunity to immerse their five senses in
the history, lifestyle and traditional culture of the indigenous
Ainu people. Hands-on experiences include a traditional Ainu
welcoming ceremony, Ainu wood carving, Ainu cuisine andpresentations by native Ainu guides.
Discovering Aboriginal Culture at Uluru (Ayers Rock): JTB
tours around the base of Uluru (Ayers Rock) give participants
the opportunity to learn about Australia’s indigenous folklore
while walking this sacred Aboriginal site.

In January 2023, Mori no Nigiwai Okinawa celebrated Okinawa's
rich cultural heritage with the following performances:•Ryukyu Classical Dance (Yotsutake) by the Mori no Nigiwai
Invitation-Only Dance Team• Ryukyu Taiko Drum performance by Chijinshu Wakat-da• Folk entertainment by ‘Requios’ Creative Arts Troupe, ShoryuDan Dance Troupe, and Okinawa Bojutsu Preservation
Association•Ryukyu Zo-odori, Wakashu, and Men’s Dances by the Mori no
Nigiwai Invitation-Only Dance Team
•Traditional Eisa performances by the Ryukyukoku Matsuri
Daiko Drummers

Data Highlights

50

Principles in
ActionConserving Cultural & Natural Resources
Guiding Philosophy

Governance█ ‘Let�s Talk Travel’

Launched in 1983 on the occasion of JTB’s 70th anniversary, JTB
Travel and Culture Lectures have been captivating audiences for
decades. As part of JTB’s ongoing support for culture and the arts,
this lecture series has given hundreds of prominent national andinternational figures the chance to share their unique perspectives
on travel and the human experience.
Specific Initiatives:

In 2023, JTB’s Travel and Culture Lecture, focused on sustainable
tourism, was held at the Hawaii Convention Center in Honolulu,
Hawaii.
Part One: M ālama Ku’u Home: Hawai’i’s Journey toward a
Regenerative Tourism Model
Part Two: Sustainable Tourism, What We, the Travelers, Can Do

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Engaged Partnering

Principles in
ActionBuilding Partnerships with Stakeholders
Guiding Philosophy

The JTB Group creates solutions and value by connecting
its customers (consumers, businesses, communities,
schools, etc.) to the people, information and resources
they need. We ensure the relevance and viability of ourbusiness through strong stakeholder partnerships.

█ Guiding Principles from the JTB Group Code of Conduct
Respect for Human Rights
Integrity in Our Business Dealings
Environmental Protection/Preservation

The JTB Group backs its policies with specific commitments.
Our Commitment to Anti-Corruption and Anti-Bribery
The JTB Group is committed to the highest ethical standards
in all of its activities. We maintain a zero tolerance policy forbribery and corruption as well as all conduct that creates
the appearance of bribery or corruption.
This commitment requires strict compliance withapplicable laws and prohibits JTB Group personnel fromoffering (or receiving) any improper payment, gift or otherinducement to (from) any person, including but not limited
to private sector workers, public officials, customers,
business partners and suppliers.

Our Commitment to Fair and Ethical Competition
JTB is committed to conducting business ethically. We do
not engage in unfair trade practices or cartel conduct withany customers, partners, suppliers, or competitors.

51

Course Name

Coaching Skills
How to Energize Your Organization
Developing Destination Management Specialists
Hospitality Management
Adventure Tourism

Taking the Next Step
Specific Initiatives:
〈Partnering with Suppliers〉
The JTB Group is working together with suppliers to promotesustainability.
Supplier Sustainability Surveys: We ask our suppliersand vendors to participate in sustainability surveys in orderto understand their sustainability programs and develop
opportunities for shared training and collaboration.
〈 Supplier Training 〉
Through a variety of supplier training events, the JTB Group is
working to improve service delivery and promote sustainability
across its supply chain.
Hotel & Ryokan Management Training Academy: The JTB
Group offers hotel and ryokan operators a wide training menu
including the following courses:

Finance Basics for Hotels and Ryokans
Business Succession for Ryokan Owners
COVID Best Practices for Ryokans
SDGs Engagement for Ryokans and Hotels
Health Tourism
Quality Improvement for Ryokan Owners and Customer Service Managers
Digital & Web Marketing
Branding

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

GovernanceFeature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

52

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

53

Governance

JTB Group’s Corporate Governance Framework
Guiding Philosophy

In accordance with our organization’s Mission, we seek to achieve consistent, ongoinggrowth and create greater business value in order to meet the expectations of our
stakeholders and make a positive difference in the lives of people around the world.
To achieve these goals, we recognize the importance of strong and reliable corporate
governance mechanisms. In 2022, the board of directors of JTB Corp. formally adopted
the JTB Corp. Basic Policy on Corporate Governance. Under this new policy, we are working
to ensure greater accountability in our stakeholder relationships and to enhance thesoundness, transparency and efficiency of our management systems.

Corporate Governance Framework
JTB’s corporate governance systems are multifaceted and multilayered. In addition to an Audit &Supervisory Board, we also maintain a Personnel and Compensation Advisory Board, the purposeof which is to ensure impartiality and objectivity in the appointment, dismissal and compensation of
Corporate Governance Framework: Schematic Representation
Shareholders
Appointment/
Dismissal

Referral/ReportingBusiness Execution
Management Committee
Investment Committee

Appointment/
Dismissal

Auditing
Coordination

Directives

President & CEO

Internal Audit Office
Reporting

Recommendations

Executive Officers

Auditing

Business Platform
Functions / HQ Units
Domestic Offices of
JTB Corp.

Reporting

Audit & Supervisory
Board

Reporting
Inquiries

Appointment/
Dismissal

Domestic Subsidiaries

Overseas Subsidiaries

Independent Audits

Internal Controls
Committee

Appointment/Dismissal/
Oversight

Auditing

Reporting

Independent Auditor

Board of Directors

Appointment/
Dismissal

members of the board and our senior leadership team. Key decisions regarding our business are
made by the board of directors, where the presence of outside directors helps to ensure quality
decision-making. Independent, objective monitoring and oversight are provided by the Audit &Supervisory Board.
(1) Board of Directors
The board of directors is responsible for establishing our organization’s Mission and for making key
business decisions regarding plans, strategies and policies. The board recognizes its collective duty
to oversee the performance of individual board members as well as its duty to establish appropriate
internal control mechanisms. In order to ensure board effectiveness, JTB strives to maintain a rightsized board with a balanced composition that includes members with diverse backgrounds andexpertise.
As of March 31, 2023, the JTB board of directors is made up of 13 members, including six outside
directors (three of whom are independent).
As part of its efforts to strengthen board oversight, JTB has recently delegated certain authority
to its business execution teams and is conducting interviews with individual board members to
obtain feedback regarding board efficacy. In the months ahead, JTB will use this feedback to makefurther enhancements to its corporate governance mechanisms.
(2) Audit & Supervisory Board
Guided by a fiduciary duty to our shareholders, the Audit & Supervisory Board as well as its individual
members exercise their duties objectively and independently. These duties include reviewing theperformance of individual members of the board of directors as well as decisions regarding theappointment, dismissal and compensation of independent external auditors. In order to ensure
audit quality, members of the Audit & Supervisory Board are required to comply with JTB’s auditing
standards, policies and plans. As a general rule, a majority of the members of the Audit & Supervisory
Board are appointed from outside the organization.
As of March 31, 2023, JTB Corp.’s Audit & Supervisory Board consists of three members, two ofwhom are appointed from outside the organization.
(3) Criteria for Appointment
Members of the board of directors are expected to have a good understanding of the company’sbusiness model and to possess the appropriate balance of expertise, experience and skills toeffectively carry out their roles and responsibilities. They must also possess the judgment necessary
to make appropriate decisions regarding key business matters.
Members of the Audit & Supervisory Board are expected to possess the appropriate experienceand skills as well as the necessary financial, accounting and legal expertise to establish effective
corporate governance mechanisms that support sustainable growth and help us live up to the trust
placed in us by our stakeholders and the public.
(4) Outside Board Members
The presence of outside board members ensures effective oversight over the activities of individual

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Governance
JTB Group’s Corporate Governance Frameworkboard members. The presence of outside members on the Audit & Supervisory Board ensures thatthe internal audit function is executed independently and objectively.
Recognizing the role and responsibility of independent outside directors in supporting
sustainable organizational growth and creating medium- to long-term business value, JTB strives
to ensure that roughly 30% of its board of directors is made up of qualified, independent outside
directors. During the current fiscal year, we increased the number of independent outside directors
on the board from two to three. In order to ensure a robust exchange of information/viewpoints
and facilitate active participation by independent outside board members in board deliberations, JTB
encourages regular communication between independent outside directors and executive officers.
In addition, independent and objective input is also furnished by the Personnel and Compensation
Advisory Board. Qualification requirements and independence standards governing the appointment
of independent outside directors are set forth in Article 24 of JTB Corp.’s Basic Policy on Corporate
Governance.
(5) Internal Audit Office
The Internal Audit Office is tasked by the President & CEO to conduct internal audits covering all
facets of the JTB Group’s operations. The purpose of these audits is to ensure the achievement ofbusiness objectives through rational and effective operational execution, effective risk management
and internal controls, and compliance with applicable laws, regulations and organizational by-laws.
The Internal Audit Office reports audit results to the President & CEO and furnishes specific advice
and recommendations to the relevant departments in order to improve operations.
(6) Executive Officers
At JTB Corp., executive officers are tasked with ensuring agile decision-making and clear
accountability.

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

54

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

55

Data Highlights

GovernanceCompliance & Internal Controls
Guiding Philosophy

The JTB Group Code of Conduct serves as the moral compass that guides the conduct of all
JTB Group employees, in practicing the JTB Way, all JTB Group employees pledge to adhere
to the highest standards of integrity and to cultivate trust with stakeholders and the public.
Specifically, we:assessments to provide direction for improving internal controls with support from our Corporate
Affairs Team. In addition, the JTB Group Internal Controls Committee, chaired by the President &CEO, continuously reviews the organization’s internal control policies in order to keep pace withchanges in the business environment, strengthen the efficacy of internal control systems, ensure
the adequacy, effectiveness and efficiency of internal control mechanisms, and maintain/enhancebusiness value.

Internal Controls: Schematic Representation

1. A
 bide by laws and societal norms and conduct our business with integrity and transparency.
2. Step into the shoes of our customers to ensure we serve them with integrity.
3. Deepen collaborative ties with business partners through integrity and fairness.
4. Compete fairly.
5. M
 eet the expectations of stakeholders (customers, shareholders, employees, business
partners, etc.) through timely, accurate, and fair disclosure and by delivering greater value.
6. F ulfill our obligations as an upstanding corporate citizen by promoting socioeconomic andglobal environmental sustainability.
7. C onduct ourselves as responsible, independent-thinking professionals and strive to make apositive difference in the world.
8. E
 mbrace an organizational culture characterized by diversity, innovation, and respect for thevalues of others.

Shareholders
Oversight

Audit & Supervisory Board
AuditsOversight

Independent Audits

JTB Group Internal Controls Committee (Chair: President)

Support TeamsManagement Committee
Reporting

IT Security, Legal,
Corporate Affairs,
Branding & Communication

Global Internal Controls
Subcommittee

Risk Management
Subcommittee

Global Business Unit Headquarters(Internal Controls Team)

Domestic Offices
of JTB Corp.

Oversight/
Guidance

EuropeRegional HQ

Asia-PacificRegional HQ

The JTB Group Code Hotline serves as our in-house whistleblowing mechanism, allowing JTB Group
employees as well as retired employees to report genuine concerns about illegal or improper
conduct without fear of retaliation. Concerns reported to the Hotline are subject to an objective
investigation and appropriate follow-up.

U.S.
Operating
Entities

EuropeOperating
Entities

Asia-PacificOperating
Entities

Audits/AdviceReportingBusiness Platform Functions / HQ Units

Consultation/
Reporting
Requests/
ReportingInternal Audit Office

Oversight/
Guidance

ReportingSupport/Guidance

Americas
Regional HQ

The President & CEO of JTB Corp. has ultimate responsibility for the implementation of effective
internal control systems. These systems are regularly reviewed and assessed through independent
monitoring conducted by the Internal Audit Office, which reports directly to the President & CEO.
Leadership teams at each of our business headquarters have primary responsibility for using theseIndependent Auditor

ReportingJTB

The JTB Group Code Hotline

Internal Controls: Guiding Principles

Disclosure/Accountability

Board of Directors

Domestic Offices
of JTB Corp.

Requests/
ReportingMicronesia
Operating
Entities

South Korea
Operating
Entities

China
Operating
Entities

Domestic (Japan)
Locations ofOverseas Entities

Oversight/
Guidance

Domestic (Japan)
Operating Entities

Legal Compliance & Employee Training
Through online training and periodic compliance quizzes, we promote workforce awareness andcompliance with the legal requirements most relevant to our business, including those related tohuman rights, privacy, intellectual property, fair competition, and internal whistleblowing.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

GovernanceCompliance & Internal Controls

Partner Due Diligence & Compliance Monitoring
Managers at the JTB Group are required to conduct reasonable due diligence regarding local rules
and regulations and to identify corruption risk levels in each country where business is conducted.
In order to prevent workplace corruption, managers are also required to develop appropriate
anti-corruption mechanisms and procedures tailored to the risk level in each country.

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

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JTB Corp. Sustainability Report 2023
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JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

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Governance

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57

GovernanceRisk Management & Incident Response
Guiding Philosophy

At the JTB Group, we continually strive to identify, analyze and prioritize risks and toformulate appropriate risk prevention measures. We continuously improve our risk
management systems through monitoring and feedback loops.

 Incident Response Teams█
In the event of an emergency, an internal Incident Response Task Force is created to coordinate the
JTB Group’s response and minimize impact to our business and stakeholders through prompt andappropriate action.
Crisis Management Framework: Schematic Representation
President & CEO

Risk Management: Guiding Principles
1. Protect the safety and health of our people as well as our business assets.
2. Achieve prompt recovery in the event of damage to business assets.
3. Avoid activity that compromises the safety, wellbeing or interests of stakeholders.
4. Take responsible and appropriate action when confronted with imminent risk.
5. Foster stakeholder trust through seamless risk management.
6. Reflect stakeholder/societal concerns in our risk management processes.

Reporting

Task Force
Administrative
Support Team

Decision to
Appoint Task
Force

Reporting

Our risk management programs, guided by our Internal Controls Committee, represent an ongoingprocess involving comprehensive risk identification and systematic risk monitoring across our entire
organization.
Risk Management Framework: Schematic Representation

JTB Group Internal Controls Committee
Chair: President & CEO
Vice Chair: Officer in Charge of Internal Controls
Administrative Support: Corporate Affairs Team

Overseas Group Companies█ Compliance with Antitrust Laws

Risk Management Subcommittee

Risk Information

Local Task Force(Company-Level/Country-Level)

Our organization’s policies on human rights are articulated in The JTB Group Policy. Aimed atpreventing and mitigating human rights risks, these policies consist of our:
1. Anti-Discrimination and Anti Harassment Policy
2. Policy on Slavery and Human Trafficking
3. Diversity & Inclusion Policy

Referral/Reporting of Key Matters

Directives

Event
Occurrence

Support█ Identification and Prevention of Human Rights Risks

Board of Directors

Risk Information

JTB Task Force

Risk Management Task Force
Incident Response Task Force (Japan/Overseas)
Disaster Response Task Force
IT Incident Response Task Force

Initial Incident Report█ Risk Management Framework

Global Internal Controls Subcommittee

Directives

Directives

JTB Corp. & Domestic Group Companies

In accordance with our Anti-Competitive Behavior Policy, the JTB Group is committed to compliancewith laws designed to safeguard free and fair competition (commonly referred to as antitrust orcompetition laws) everywhere we do business.

JTB Corp. Sustainability Report 2023
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JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

58

Governance

Information Security
Guiding Philosophy

In accordance with our Information Security Policy, the JTB Group continually strives toraise employee awareness regarding the importance of IT security.

Our Approach to IT Security
At the JTB Group, we view IT security as an integral part of our organization’s social responsibility. We
maintain appropriate security protocols and procedures to safeguard the confidentiality, integrity
and availability of information assets.

█ IT Governance
Pillars of IT Security
Confidentiality requirements
Information security management systems
Privacy management
Incident responseIT security trainingIT security audits
Penalties for non-compliance

•
•
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█ Information Security & External Audits

In accordance with the JTB Group’s Information Security Policy, our information security systems
are overseen by our Chief Information Security Officer (CISO). JTB regularly reviews its Information
Security Policy in order to respond appropriately to changes in the business environment.
As part of our ongoing efforts to monitor and strengthen our IT security systems, we also retain
outside consultants to conduct information system and security audits.

 Privacy Policy█
In compliance with applicable privacy laws, JTB Group’s Information Security Policy, and otherrelevant guidance, we do our utmost to protect and safeguard the personal information of ourcustomers.
JTB Group Privacy Policy
Link

https://www.jtbcorp.jp/en/privacy/

Our IT security policies, protocols and procedures are established and monitored in accordance with
our Information Security Policy.

 Raising Internal Awareness█We are continually working to raise IT security awareness through employee training, comprehension
checks, and security drills.

█ IT Security Training

As part of our efforts to raise IT security awareness, JTB Group employees are furnished with our IT
Security Handbook and IT Security Learning Resources.
Questions regarding IT security and privacy are also included in the JTB Group CodeComprehension Checks. Results from these tests are used to monitor employee understanding andrefine in-house training efforts.

 IT Security and Outsourcing█
When outsourcing services to third-parties, the JTB Group asks service providers to complete andsubmit an IT Security Checklist in order to confirm security protocols and improve overall IT security.

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Data Highlights

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

59

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

60

Data Highlights

Sustainability Highlights
CO2 Emissions

Scope / Category

Scopes 1-3 (Total)

FY2022 Actual
Emissionsvs. FY2019(tons CO2)

1,553,265

33.5%

18,872

50.9%

KPIs

Employees

Governance Data
FY2022 Actual

18,663(Group-wide,
as of March 31, 2023)

JTB Group Talent Exchange
Program Participants

239

Engagement (Job Satisfaction)

73.3%

2 Capital goods

Percentage of Female Managers

37.5%

Fuel- and energy-related
3 activities not included in
Scope 1 or 2

Percentage of Female Employees

62.8%

Scopes 1 & 2
1

Scope 3

Workforce Highlights

Purchased goods andservices

4

Upstream transportationand delivery

5

Waste generated byoperations

Gender Pay Gap(All employees)

59.7%(Regular employees)

60.6%(Non-regular employees)

76.0%

6 Business travel

Percentage of Employees with Disabilities

7 Employee commuting

Biological/Chronological Age Differential (avg)

8 Upstream leased assets

1,534,393

33.4%

Total Annual Hours Worked

Downstream
9 transportation anddelivery

Percentage of Employees Working Remotely(at least once a month)

Processing of
10intermediate goods

Use of Childcare Leave

11

Use of intermediate
goods

12

End-of-life disposition ofintermediate goods

13

Downstream leased
assets

14 Franchising
15 Investments

2.56%-1.4 years
1,842 hours
21.0%
Women 100.0%
Men 43.6%(Avg: 17.7 days)

KPIs

Board Size
Percentage of Outside Directors

FY2022 Actual

1346%

Female Directors

1

Female Executive Officers

3

Percentage of Female Executive Officers

13%

Board Meeting Attendance by Directors andAudit & Supervisory Board Members

98%

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

61

Data Highlights

Data Highlights

Sustainability Priorities: KPIs/Targets/Performance
KPIs & Targets
KPIs

FY2023

FY2025

FY2028Company

Page

More ways to bring people, places and possibilities together… sustainably
Encouraging more Japan inbound visitors to make overnight stays outside Osaka/Kyoto/Tokyo

55%

60%

65％

JTB Group

26

Book donations to promote SDGs learning

370

120

150

JTB Publishing

29

Local sustainability initiatives featured in Rurubu publications

127

148

148

JTB Publishing

29

Community and corporate sustainability initiatives featured via Web Media

22

30

35

JTB Publishing29

70,000 rooms

120,000 rooms

180,000 rooms

JTB Group

30

10

15

20

JTB Group

31

2

5

10

JTB Group32

70,000100,000

150,000

JTB Group

32

Percentage of employees sitting for Sustainability Training (Basic Concepts)

50%

75%

100%

JTB Group

35

Percentage of employees sitting for Sustainability Training (Deeper Dive)

50%

75%

100%

JTB Group

35

8

60

90

JTB Trading

46

Education/Training Opportunities

Supporting the sustainability efforts of like-minded businesses and communities
Kotozna In-room
Contracts to design eco-friendly shops and offices
Sustainable MICE
Content development projects aimed at promoting the preservation of local history/culture andthe environment
Business trips (overseas/domestic) tracked and reported for corporate clients
Human Resource Development

Resources, Water & Waste
New Hotel Amenity Recycling Stations

KPIs/Targets/Performance (FY2022)
KPIs

FY2022 Targets

FY2022 ActualCompanyPage

HR Development
JTB Group Talent Exchange Program Participants

200

239

JTB Group

35

80.0%

73.3%

JTB Group

37

Work-life Balance Solutions
JTB Group Employee Awareness Survey (Job Satisfaction/Engagement)
Total Annual Hours Worked

1,800

1,842

JTB

37

Telecommuting Ratio (Employees working from home at least once a month)

20.0%

21.0%

JTB

37

-1.3 years-1.4 years

JTB Group

38

Percentage of Employees with Disabilities

2.35%

2.56%

Applicable Group Companies

41

Percentage of Female Managers

38.0%

37.5%

JTB Group

41

JTB Group Employee Awareness Survey (Job Satisfaction/Engagement)

80.0%

73.3%

JTB Group

41

Wellbeing Management
Biological/Chronological Age Differential (avg)
Diversity

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Data Highlights

Global Sustainability Engagement█ United Nations World Tourism Organization (UNWTO)
As an affiliate member of the UNWTO, JTB supports the UNWTO’s
vision of sustainable global tourism and is committed to theadvancement of inclusive, sustainable industry practices.
Link

UNWTO
（English Link）

Link

UNWTO Japan Office█ The CodeThe JTB Group subscribes to the Code of Conduct for theProtection of Children from Sexual Exploitation in Travel andTourism (The Code).
Link

The Code█ Japan CSV Business Development Organization█ UNWTO Global Code of Ethics for Tourism
In 2014, JTB became the first Japanese company to sign the
UNWTO Global Code of Ethics for Tourism.
As a socially responsible, sustainability-minded business, JTB
adheres to the UNWTO Global Code and listens attentively
to the perspectives of travelers, communities, residents, andbusiness partners.
Link

 NWTO Global Code of Ethics for Tourism
U
https://www.unwto.org/global-code-of-ethics-for-tourism

JTB participates in Japan CSV Business Development Organization
initiatives aimed at promoting innovation and solutions to social
challenges through the creation of shared value.
Link█ Promoting Rural Revitalization through Telecommuting
In alignment with public policy, JTB endorses telecommuting as avehicle for promoting rural revitalization.
Link█ World Travel and Tourism Council
As a socially responsible, sustainability-minded organization,
JTB is working to create stronger communities and a healthier
global environment through participation in the advocacy
efforts of the World Travel and Tourism Council (WTTC)*.
* WTTC is a global organization that brings together leading players in the travel
and tourism sector to promote sustainable industry growth.

Japan CSV Business Development OrganizationC ommitment to Telecommuting as a Vehicle for Promoting
Rural Revitalization█ Global Sustainable Tourism Council (GSTC)JTB is a proud member of the Global Sustainable Tourism
Council, an organization that establishes and manages global
standards for sustainable tourism. Under a groundbreaking
Memorandum of Understanding, GSTC and JTB are partnering
to advance sustainable practices across the tourism sector.
Link

GSTC（English Link）

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JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

63

Data Highlights

External Awards and Recognition█ EcoVadis (FY2023)█ Eruboshi Certification (2020)
JTB Corp. earned a Bronze Medal (top 50% rating) in the 2023 EcoVadis
corporate sustainability survey.
Link

Six JTB Group companies have earned Level 2 or Level 3
Eruboshi certification under the Act on the Promotion of
Women's Participation and Advancement in the Workplace.

EcoVadis
Link█ Diversity Management Selection 100 (2015)
JTB has been recognized by the Ministry of Economy, Trade andIndustry of Japan for its success in harnessing workforce diversity
to improve organizational performance.
Link█ Good Career Company Awards (2020)
In 2020, JTB was awarded the Good Career Company Grand
Prize in recognition of its efforts to cultivate an innovative,
independent-thinking workforce through cultural change andHR development.

 iversity Initiatives
Dhttps://www.jtbcorp.jp/en/sustainability/deib/█ Outstanding Health and Productivity Management (2023)
JTB Corp. (including domestic Group companies) was recognized by
the Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi
for outstanding performance in managing workforce wellness andproductivity.
Link
Workforce
Wellbeing Initiatives
https://www.jtbcorp.jp/en/sustainability/life/█ Kurumin Certification (2020)
The following 5 JTB Group companies have been certified by the
Ministry of Health, Labour and Welfare of Japan as parent-friendly
employers: JTB Corp., JTB Publishing, JTB Communication Design, JTB
Benefits, and I&J Digital Innovation (formerly JTB Information Systems).
Link

General Employer Action Plan
https://www.jtbcorp.jp/jp/sustainability/diversity/suishin_law/pdf/jtb.pdf

JTB Group Action Plans to Promote Women’s Participation
and Advancement in the Workplace
https://www.jtbcorp.jp/jp/sustainability/diversity/suishin_law/

LinkHR Development at the JTB Grouphttps://www.jtbcorp.jp/jp/sustainability/employee/█ WTTC Safe Travels Stamp
JTB Corp. along with three overseas JTB Group companies
have earned Safe Travels certification by satisfying the global
health and hygiene protocols established by the World Travel &Tourism Council (WTTC).

JTB Corp. Sustainability Report 2023
Contents

JTB Group : Business Overview

Sustainable Business Management at JTB

Feature Story

Materiality-guided Sustainability Priorities

Governance

Data Highlights

Data Highlights

Corporate Profile
Registered NameJTB Corp.

Capital100,000,000 JPY

Principal Place of Business

2-3-11 Higashi-Shinagawa Shinagawa-ku, Tokyo

No. of Employees

18,663 (Group-wide as of March 31, 2023)

Date of Incorporation

November 12, 1963 (Founded March 12, 1912)

Board Members
Chairperson of the Board
President & CEO(As of June 30, 2023)

Hiroyuki Takahashi
Eijiro Yamakita

Member of the Board(Non-Executive)

Hiroko Kosaki

Member of the Board(Non-Executive)

Atsushi Sakakibara

Member of the Board(Non-Executive)

Hiroaki Iwaki

Senior Managing Executive
Officer/Representative
Member of the Board

Takayuki Hanasaka

Member of the Board(Non-Executive)

Katsumi KatoManaging Executive Officer/
Member of the Board

Jun Takeda

Member of the Board(Non-Executive)

Masae Yamanaka

Managing Executive Officer/
Member of the Board

Masaki Otsuka

Member of the Board(Non-Executive)

Kunimasa Suzuki

Audit & Supervisory
Board Member

Takahiro Kobayashi

Outside Audit & Supervisory
Board Member

Michio Suzuki

Outside Audit & Supervisory
Board Member

Nobuhide Hayashi

Managing Executive Officer/
Member of the Board

Tomo Aomi

Managing Executive Officer/
Member of the Board

Hiroki Moriguchi

64